Project Management InstituteA GUIDE TO THE PROJECTMANAGEMENT BODY OF KNOWLEDGE(PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.Library of Congress Cataloging-in-Publication DataA guide to the project management body of knowledge (PMBOK® guide). — Fifth edition.pages cmIncludes bibliographical references and index.ISBN 978-1-935589-67-9 (pbk. : alk. paper)1. Project management. I. Project Management Institute. II. Title: PMBOK guide.HD69.P75G845 2013658.404–dc232012046112ISBN: 978-1-935589-67-9Published by:Project Management Institute, Inc.14 Campus BoulevardNewtown Square, Pennsylvania 19073-3299 USAPhone: +610-356-4600Fax: +610-356-4647Email: [email protected]: www.PMI.org©2013 Project Management Institute, Inc. 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PMIdoes not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certicationor other statement of compliance with any health or safety-related information in this document shall not beattributable to PMI and is solely the responsibility of the certier or maker of the statement.Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.TABLE OF CONTENTSTABLE OF CONTENTS1. INTRODUCTION ……………………………………………………………………………………………………… 11.1 Purpose of the PMBOK® Guide …………………………………………………………………….. 21.2 What is a Project? ………………………………………………………………………………………… 31.2.1. The Relationships Among Portfolios, Programs, and Projects ……………….. 41.3 What is Project Management? ……………………………………………………………………….. 51.4 Relationships Among Portfolio Management, Program Management, ProjectManagement, and Organizational Project Management ……………………………………. 71.4.1 Program Management ……………………………………………………………………….. 91.4.2 Portfolio Management ………………………………………………………………………… 91.4.3 Projects and Strategic Planning ………………………………………………………… 101.4.4 Project Management Office ………………………………………………………………. 101.5 Relationship Between Project Management, Operations Management, andOrganizational Strategy……………………………………………………………………………….. 121.5.1 Operations and Project Management …………………………………………………. 121.5.2 Organizations and Project Management …………………………………………….. 141.6 Business Value …………………………………………………………………………………………… 151.7 Role of the Project Manager…………………………………………………………………………. 161.7.1 Responsibilities and Competencies of the Project Manager …………………. 171.7.2 Interpersonal Skills of a Project Manager…………………………………………… 171.8 Project Management Body of Knowledge ……………………………………………………… 182. ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE ………………………………………. 192.1 Organizational Influences on Project Management ………………………………………… 202.1.1 Organizational Cultures and Styles ……………………………………………………. 202.1.2 Organizational Communications ……………………………………………………….. 212.1.3 Organizational Structures …………………………………………………………………. 212.1.4 Organizational Process Assets ………………………………………………………….. 272.1.5 Enterprise Environmental Factors ……………………………………………………… 29©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.ITABLE OF CONTENTS2.2 Project Stakeholders and Governance ………………………………………………………….. 302.2.1 Project Stakeholders ………………………………………………………………………… 302.2.2 Project Governance ………………………………………………………………………….. 342.2.3 Project Success ……………………………………………………………………………….. 352.3 Project Team ………………………………………………………………………………………………. 352.3.1 Composition of Project Teams …………………………………………………………… 372.4 Project Life Cycle ………………………………………………………………………………………… 382.4.1 Characteristics of the Project Life Cycle …………………………………………….. 382.4.2 Project Phases …………………………………………………………………………………. 413. PROJECT MANAGEMENT PROCESSES ……………………………………………………………………. 473.1 Common Project Management Process Interactions ………………………………………. 503.2 Project Management Process Groups …………………………………………………………… 523.3 Initiating Process Group ………………………………………………………………………………. 543.4 Planning Process Group ………………………………………………………………………………. 553.5 Executing Process Group …………………………………………………………………………….. 563.6 Monitoring and Controlling Process Group ……………………………………………………. 573.7 Closing Process Group ………………………………………………………………………………… 573.8 Project Information……………………………………………………………………………………… 583.9 Role of the Knowledge Areas ……………………………………………………………………….. 604. PROJECT INTEGRATION MANAGEMENT ………………………………………………………………….. 634.1 Develop Project Charter ………………………………………………………………………………. 664.1.1 Develop Project Charter: Inputs …………………………………………………………. 684.1.2 Develop Project Charter: Tools and Techniques …………………………………… 714.1.3 Develop Project Charter: Outputs ………………………………………………………. 714.2 Develop Project Management Plan ……………………………………………………………….. 724.2.1 Develop Project Management Plan: Inputs …………………………………………. 744.2.2 Develop Project Management Plan: Tools and Techniques …………………… 764.2.3 Develop Project Management Plan: Outputs……………………………………….. 76II©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.TABLE OF CONTENTS4.3 Direct and Manage Project Work ………………………………………………………………….. 794.3.1 Direct and Manage Project Work: Inputs ……………………………………………. 824.3.2 Direct and Manage Project Work: Tools and Techniques ……………………… 834.3.3 Direct and Manage Project Work: Outputs ………………………………………….. 844.4 Monitor and Control Project Work ………………………………………………………………… 864.4.1 Monitor and Control Project Work: Inputs …………………………………………… 884.4.2 Monitor and Control Project Work: Tools and Techniques …………………….. 914.4.3 Monitor and Control Project Work: Outputs ………………………………………… 924.5 Perform Integrated Change Control ………………………………………………………………. 944.5.1 Perform Integrated Change Control: Inputs ………………………………………… 974.5.2 Perform Integrated Change Control: Tools and Techniques ………………….. 984.5.3 Perform Integrated Change Control: Outputs ………………………………………. 994.6 Close Project or Phase ………………………………………………………………………………. 1004.6.1 Close Project or Phase: Inputs …………………………………………………………. 1024.6.2 Close Project or Phase: Tools and Techniques …………………………………… 1024.6.3 Close Project or Phase: Outputs ………………………………………………………. 1035. PROJECT SCOPE MANAGEMENT ………………………………………………………………………….. 1055.1 Plan Scope Management……………………………………………………………………………. 1075.1.1 Plan Scope Management: Inputs ……………………………………………………… 1085.1.2 Plan Scope Management: Tools and Techniques ……………………………….. 1095.1.3 Plan Scope Management: Outputs …………………………………………………… 1095.2 Collect Requirements ………………………………………………………………………………… 1105.2.1 Collect Requirements: Inputs ………………………………………………………….. 1135.2.2 Collect Requirements: Tools and Techniques ……………………………………. 1145.2.3 Collect Requirements: Outputs ………………………………………………………… 1175.3 Define Scope …………………………………………………………………………………………….. 1205.3.1 Define Scope: Inputs ………………………………………………………………………. 1215.3.2 Define Scope: Tools and Techniques ………………………………………………… 1225.3.3 Define Scope: Outputs…………………………………………………………………….. 123©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.IIITABLE OF CONTENTS5.4 Create WBS ………………………………………………………………………………………………. 1255.4.1 Create WBS: Inputs ………………………………………………………………………… 1275.4.2 Create WBS: Tools and Techniques ………………………………………………….. 1285.4.3 Create WBS: Outputs ………………………………………………………………………. 1315.5 Validate Scope ………………………………………………………………………………………….. 1335.5.1 Validate Scope: Inputs ……………………………………………………………………. 1345.5.2 Validate Scope: Tools and Techniques ……………………………………………… 1355.5.3 Validate Scope: Outputs ………………………………………………………………….. 1355.6 Control Scope …………………………………………………………………………………………… 1365.6.1 Control Scope: Inputs ……………………………………………………………………… 1385.6.2 Control Scope: Tools and Techniques ……………………………………………….. 1395.6.3 Control Scope: Outputs …………………………………………………………………… 1396. PROJECT TIME MANAGEMENT…………………………………………………………………………….. 1416.1 Plan Schedule Management ……………………………………………………………………… 1456.1.1 Plan Schedule Management: Inputs …………………………………………………. 1466.1.2 Plan Schedule Management: Tools and Techniques …………………………… 1476.1.3 Plan Schedule Management: Outputs ………………………………………………. 1486.2 Define Activities………………………………………………………………………………………… 1496.2.1 Define Activities: Inputs ………………………………………………………………….. 1506.2.2 Define Activities: Tools and Techniques ……………………………………………. 1516.2.3 Define Activities: Outputs ……………………………………………………………….. 1526.3 Sequence Activities …………………………………………………………………………………… 1536.3.1 Sequence Activities: Inputs …………………………………………………………….. 1546.3.2 Sequence Activities: Tools and Techniques ………………………………………. 1566.3.3 Sequence Activities: Outputs …………………………………………………………… 1596.4 Estimate Activity Resources ………………………………………………………………………. 1606.4.1 Estimate Activity Resources: Inputs …………………………………………………. 1626.4.2 Estimate Activity Resources: Tools and Techniques …………………………… 1646.4.3 Estimate Activity Resources: Outputs ………………………………………………. 165IV©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.TABLE OF CONTENTS6.5 Estimate Activity Durations………………………………………………………………………… 1656.5.1 Estimate Activity Durations: Inputs ………………………………………………….. 1676.5.2 Estimate Activity Durations: Tools and Techniques ……………………………. 1696.5.3 Estimate Activity Durations: Outputs ……………………………………………….. 1726.6 Develop Schedule ……………………………………………………………………………………… 1726.6.1 Develop Schedule: Inputs ……………………………………………………………….. 1746.6.2 Develop Schedule: Tools and Techniques …………………………………………. 1766.6.3 Develop Schedule: Outputs ……………………………………………………………… 1816.7 Control Schedule ………………………………………………………………………………………. 1856.7.1 Control Schedule: Inputs…………………………………………………………………. 1876.7.2 Control Schedule: Tools and Techniques …………………………………………… 1886.7.3 Control Schedule: Outputs ………………………………………………………………. 1907. PROJECT COST MANAGEMENT ……………………………………………………………………………. 1937.1 Plan Cost Management ……………………………………………………………………………… 1957.1.1 Plan Cost Management: Inputs………………………………………………………… 1967.1.2 Plan Cost Management: Tools and Techniques………………………………….. 1987.1.3 Plan Cost Management: Outputs ……………………………………………………… 1987.2 Estimate Costs ………………………………………………………………………………………….. 2007.2.1 Estimate Costs: Inputs ……………………………………………………………………. 2027.2.2 Estimate Costs: Tools and Techniques ……………………………………………… 2047.2.3 Estimate Costs: Outputs ………………………………………………………………….. 2077.3 Determine Budget ……………………………………………………………………………………… 2087.3.1 Determine Budget: Inputs ……………………………………………………………….. 2097.3.2 Determine Budget: Tools and Techniques …………………………………………. 2117.3.3 Determine Budget: Outputs……………………………………………………………… 2127.4 Control Costs ……………………………………………………………………………………………. 2157.4.1 Control Costs: Inputs ………………………………………………………………………. 2167.4.2 Control Costs: Tools and Techniques ………………………………………………… 2177.4.3 Control Costs: Outputs ……………………………………………………………………. 225©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412This copy is a PMI Member benefit, not for distribution, sale, or reproduction.VTABLE OF CONTENTS8. PROJECT QUALITY MANAGEMENT ……………………………………………………………………….. 2278.1 Plan Quality Management ………………………………………………………………………….. 2318.1.1 Plan Quality Management: Inputs ……………………………………………………. 2338.1.2 Plan Quality Management: Tools and Techniques ……………………………… 2358.1.3 Plan Quality Management: Outputs ………………………………………………….. 2418.2 Perform Quality Assurance ………………………………………………………………………… 2428.2.1 Perform Quality Assurance: Inputs …………………………………………………… 2448.2.2 Perform Quality Assurance: Tools and Techniques …………………………….. 2458.2.3 Perform Quality Assurance: Outputs ………………………………………………… 2478.3 Control Quality ………………………………………………………………………………………….. 2488.3.1 Control Quality: Inputs ……………………………………………………………………. 2508.3.2 Control Quality: Tools and Techniques ……………………………………………… 2528.3.3 Control Quality: Outputs ………………………………………………………………….. 2529. PROJECT HUMAN RESOURCE MANAGEMENT ………………………………………………………… 2559.1 Plan Human Resource Management……………………………………………………………. 2589.1.1 Plan Human Resource Management: Inputs ……………………………………… 2599.1.2 Plan Human Resource Management: Tools and Techniques ……………….. 2619.1.3 Plan Human Resource Management: Outputs …………………………………… 2649.2 Acquire Project Team ………………………………………………………………………………… 2679.2.1 Acquire Project Team: Inputs…………………………………………………………… 2699.2.2 Acquire Project Team: Tools and Techniques…………………………………….. 2709.2.3 Acquire Project Team: Outputs ………………………………………………………… 2729.3 Develop Project Team ………………………………………………………………………………… 2739.3.1 Develop Project Team: Inputs ………………………………………………………….. 2749.3.2 Develop Project Team: Tools and Techniques ……………………………………. 2759.3.3 Develop Project Team: Outputs …………………………Week Five Lecture OneWelcome to Project Planning and Scheduling Week Five Lecture One: JugglingResources Advanced Planning.Page 1 of 18Week Five Lecture OneThis is the first of two lectures in addition to your assignment and discussionboard efforts for this week.Page 2 of 18Week Five Lecture OneWe will cover each of these learning objectives in a short lecture this week.Page 3 of 18Week Five Lecture OneI hope you have done the readings recommended above. As always, if you havequestions about the content of this lecture, please post your questions on the Askthe Professor discussion board and Ill respond as soon as humanely possible.Page 4 of 18Week Five Lecture OneThis lecture has two major parts. Part One focuses on the tools of advancedplanning, while Part Two focuses on the people aspects of project planning.[Click] Proof of Concept has a very narrow definition in the project managementworld. Well discuss it and its application first.[Click] Then well look at schedule issues with items that require long lead times.Do these fit on the critical path?[Click] Laddering, like Proof of Concept has a narrow definition and well lookat its use, advantages and disadvantages.[Click] Finally well talk about leads and lags as scheduling toolsPage 5 of 18Week Five Lecture One[Click] As I mentioned, in PM, Proof of Concept has a very narrow definition. A Proof ofConcept Project is designed to clarify the sponsors requirements; determine the feasibility ofproducing the desired functionality, etc.[Click] These projects always take place in a lab setting. When we say, lab we mean not inuse for the productive benefit of the sponsor or end user(s). For example, in the softwareworld, a lab would be running the project on a server that simulates the production servers ofthe sponsor. That way if the concept proves to be infeasible, the sponsors actual operatingsystems have not crashed or been compromised. It would also be a way of testing themaximum through-put, transactions per cycle, etc. In the construction world, it would literallymean building a sample of the wall, or floor, or window or other package and then testing itin a lab for wind resistance, water penetration, fire resistance, or other destructive testing tofind out the limits of the design.[Click] The lab mock-up is definitely not a pilot. In the PM world we define a pilot as asmall scale, incremental project done in the real world (not the lab). In a pilot project, thesponsors actual systems are in use and the results of the pilot affect actual production,profitability, customer satisfaction and all the other aspects of doing the sponsors business.[End of lecture] Heres some of my source data. Ill not read this in the lecture.A proof of concept is used in many different fields and occupations. It can be lengthy andformal or short and crude. It is useful for a designer, producer or inventor to demonstrate aproduct, how it works and show that it is feasible. With a good idea and a proof of concepttemplate, any design or product can be demonstrated. From:http://www.reference.com/motif/Business/proof-of-concept-templateA Proof of Concept is an implementation of the solution in a lab environment with the purposeof evaluating if the solution features meet the customer requirements. From:http://www.adrianstoian.com/?p=63Page 6 of 18Week Five Lecture One[Click] Some items or activities require long lead times. Examples includecustom designed and fabricated items we procure rather than making them withour own resources. Whenever we purchase something from a vendor, we need toknow during the Procurement Planning, what is the lead time for delivery?Other long lead times may relate to shipping distances, obtaining permission toimport, export, ship, transport or review & approve some aspect of our project. Ihave had projects where the client review periods exceeded over 50% of the totalproject time![Click] When these activities fall on the critical path it increases the risks that theproject schedule may fail to meet the Schedule Baseline. In these situations thePM must include appropriate contingency reserves for waiting and for reworkof rejected deliverables, or other risk responses.[Click] When the activity is not on the critical path, it takes a lot of pressure offthe PM and the vendor. This is one reason for re-planning until we have only onecritical path. To remove as many headaches as possible and reduce the stress onthe whole project management efforts for communication, coordination,scheduling, etc.Page 7 of 18Week Five Lecture One[Click] Laddering is a technique in project schedule planning that identifies interdependent activities that musthappen sequentially and if broke down into smaller segments, may happen more or less concurrently withinterdependent start and finish relationships. Think of the activities as the rungs on the ladder. To climb the ladderyou must step on every rung in the right order![Click] The start and finish relationships are like the rails of the ladder the two sides that tie them together. On thenext slide well illustrate the concept.[Click] The pros for laddering is similar to the concept of fast-tracking. Fast-tracking breaks an activity into partsand allows the parts to happen simultaneously. Laddering breaks an activity apart so that its successor(s) can beginsooner, rather than waiting until all of the first activity has completed before beginning the subsequent activities.This can shorten the schedule. Both laddering and fast-tracking make the assumption that you have enoughresources to do multiple activities simultaneously regardless if they are the same or different activities.[Click] The cons include added coordination, more communication, greater QA and possibly more QC activities,rework, etc. Note I said, greater QA and possibly more QC activities. Let me take this opportunity to stress thedifference. You will notice on my most favorite page in the Guide to PMBOK®, page 61, that QA comes underExecution and QC comes under Monitoring & Controlling. This is one of PMIs fundamental concepts. QA dealswith assuring we are using processes designed to produce acceptable deliverables. Whereas, QC is the actual testingto determine acceptability of deliverables. So briefly, QA focuses on processes of doing the project and QC focuseson the deliverables produced.[End of lecture] Heres some of my source data. Ill not read this in the lecture.Max Wideman defines it (probably in a more complicated way) here:http://www.maxwideman.com/pmglossary/PMG_L00.htm Ladder Device for representing a set of overlappingactivities in a network diagram. Note: The start and finish of each succeeding activity are linked only to the startand finish of the preceding activity by lead and lag activities, which consume only time. [D04457]A sequence of parallel activities connected at their starts or finishes, or both. [D00892]A Ladder Activity: A type of activity identified in network scheduling. An arrangement in which two or moreseries of activities progress concurrently but in lockstep because of dependent links between the same rungs ofeach ladder. [D02924]Page 8 of 18Week Five Lecture OneNow to illustrate an example, think of remodeling a house. We want to replacethe floors and paint the walls.[Click] You can see by the animation that by doing each room separately, we cansignificantly reduce the total project time.You can also see that when weve started painting in room 1 we are still makingdust and dirt in room 3 and depending on the floor plan, this approach couldcreate a disaster of people stumbling over each other, spilling paint on finishedcarpet, scratching newly painted walls, etc. I hope this illustrates both the prosand cons to Laddering. Your text gives a classic example on page 177; however,it does not point out the cons as well as our house remodeling project.Page 9 of 18Week Five Lecture OneSometimes activities must happen sequentially, that is with what we call a Finish to Startrelationship. I.E. Activity A must finish before Activity B may start.[Click] Other times activities may happen concurrently with different resources doing themsimultaneously.[Click] The other end of the spectrum holds disjointed activities. These are ones that wait forexternal dependencies or other unrelated activities to occur before they can proceed or continue.Sometimes a periodic QC test must happen repeatedly, at some significant interval. Forexample, we will only test the software every other week to see how it is developing in itsfunctionality. The QC testing folks will be doing other activities between testing our projectssoftware and each time they begin a test, they need some time to refocus on how to test andwhat to test for this time.[Click] Sometimes we want to establish these disjointed activities in fixed time relationships.When Activity B can (or will) start before Activity A finishes, we call that a lead. As inActivity Bs start leads the finish of Activity A[Click] Other times we want to establish the wait between the finish of Activity A before thestart of Activity B. We call this a lag. As in, Activity Bs start lags behind the finish ofActivity A by X-number of scheduling units. The scheduling units could be hours, days, shifts,etc. Think of waiting for paint to dry! That is a fixed lag and we dont want to lose it whenshortening our schedule.[Click] The pros to using leads and lags lie in the fact that the PM can predetermine the waitingperiod or head start between related activities. The software allows us to designate these as apart of the dependency relationships.[Click] On the other hand, because these dont show as an activity bar in the Gantt chart, theyare sometimes overlooked and inadvertently shortened. To avoid this, some PMs actually createwaiting for paint to dry as an activity and then assign no resources to it.This concludes our discussion of the major scheduling tools and concepts. Now well focus onthe human resource aspects of planning our project.Page 10 of 18Week Five Lecture OneWhen creating the Human Resources Plan the PM must include the PMdeliverables needed to work with the team. Remember, my favorite page 61 ofthe Guide to PMBOK® shows no monitoring and controlling of the humanresources! That is why PMI does not call it a HR Management Plan! Thattells us that the PM must find a way to work with the team without the standardresource managers tools, i.e. the PM does not have hire and fire authority.[Click] What will you use to build a team? How much time and what tools andtechniques will you use?[Click] Which has more impact on motivation: You as the PM? Or thecompanies HR policies?[Click] How do you plan to reward and recognize contributors to the projectssuccess?Page 11 of 18Week Five Lecture One[Click] Bruce Tuckmann gave us this analysis of the formation and transformation stages of teams.[Click] They begin in stage one called: Forming where the team members begin sorting out their identity and roles inthe team. They avoid conflict because they want acceptance. Often team goals are established while everyone is in acooperative mood.[Click] Stage Two: Storming begins as the team considers the various options and competing interests represented bythe individuals on the team. Conflict is at its highest as the team members jockey for position, authority, define theirroles and relationships. As issues and priorities are sorted out the team transition to a less conflicted stage.[Click] Norming establishes the norms of the teams behavior, standards of acceptable deliverables, agreed uponprocedures, and ultimately the teams shared vision, goals and approach. These three stages often occur throughout theinitiating and planning steps in a projects life cycle.[Click] The (hopefully) longest stage: Performing encompasses the executing and monitoring & controlling activitiesto produce the teams deliverables. I say, hopefully longest, as most teams expend more energy doing the projectthan planning to do. However some projects require the opposite in terms of time and energy. In those situations,the team goes through the first three stages and begins to work well together in the performing mode, while still inthe planning efforts of the project.[Click] The diagram does not show stage five: adjourning (thats Tuckmanns made up word) as the diagram is theclassical diagram. Tuckmann added adjourning about twenty years after he published his original analysis in the1960s. Adjourning is the psychological stage when team members realize the teams work nears completion. Thishas two negative aspects for which PMs need to plan ahead. First, people lose interest and commitment as they seekthe next project team opportunity and the PM has to work harder to keep them motivated and engaged. Secondly, PMsdont like to release resources to other PMs and they tend to hang on too long. This can also drag down morale, hurtquality, waste energy / money and the PM needs to have a plan for retiring team members as they are no longerneeded.One other point about team formation. Rarely, except on short projects, will the team remain constant with all theresources from day one to the end. So the PM needs to plan on how to integrate new members into a team that hasgone through one, two or even three of the stages of team formation, before the new resource arrives. What do you doas PM to integrate them into the team? To bring them up to speed on the teams vision, goals, procedures, etc.?[End of lecture] Heres some of my source data. Ill not read this in the lecture.http://en.wikipedia.org/wiki/Tuckman’s_stages_of_group_developmentPage 12 of 18Week Five Lecture OneMotivation can come from diverse and sometimes competing sources.[Click] PMs need to understand the role motivation plays in peoplesparticipation. Their background, competency, experience, role, expectations andpersonal drive can all affect how they work with others as well as how they dotheir job. The PM has to make sure they all work within the Baselines to produceacceptable deliverables. Recall our discussion of delegating up and delegatingdown in week twos lecture one.[Click] Realizing you dont have hire / fire authority you must take a differentapproach to being a leader. Remember, you are not their boss! Ive learned overthe years that managers accustomed to the command and control do itbecause I said so types dont make good project managers. The better projectmanagers treat their team members like volunteers.Thats why you have to understand the stages of team formation and patientlywork through the conflicts without giving orders, or making all the decisionsor snuffing minority views and opinions.Page 13 of 18Week Five Lecture OneWe mentioned Maslows hierarchy when we talked about the three levels of thebrain and that since peoples needs work from the bottom to the top of thehierarchy, the PM must understand what needs are met? What needs needmeeting? And What will motivate the team members to level five: selfactualization. I had to hyphenate it in the first column and abbreviate it in theother two columns. Just remember that self-actualization is Maslows term forusing our brains to their highest potential.These three lists also show how his thinking evolved over the years. He says thatlevel 8 transcendence only occurs in persons who spiritually develop to thepoint they dont care about most of the lower levels and they dedicate their livesto helping others. He cites Mother Theresa and folks like her as examples.It is interesting to me that in the 1970s he added the new levels five and six andpushed self-actualization up to level seven. He observed that if a person is nothappy with their lack of cognitive challenges they cant reach their peak selfactualization. Beyond that he says, the make, model, color and style of our car,house, office arrangement, décor, clothing styles, etc. all reflect our aestheticneeds. When we are forced to wear a uniform (think IBM Blue, or cleric black orlook like Barbie dolls), we cant feel as good about ourselves as when we are notconstrained by superficial standards. On the other hand, some people feel a senseof belonging when wearing their uniform and it helps their self-esteem. Thatswhy some teams wear tee-shirts, or logo wear!Page 14 of 18Week Five Lecture One[Click] Herzberg took Maslows ideas and applied them to the work setting.[Click] He identified two categories that affect motivation.[Click] First he said that motivators turn people on and excite them to come towork. The above list all are things that increase as we earn them – after we getthe job! Think about that.[Click] Hygiene factors on the other hand, turn us off when our expectations arenot met. This list includes the things that the future employer assures us comewith the job. When the internet is down half the time, the parking lot is litteredwith broken bottles, poorly lighted and we feel no matter how hard we work, wecant improve our role, compensation or future, these hygiene factors demotivateus and we go looking for another job.Page 15 of 18Week Five Lecture OneMcGregor gave us what he calls Theory X and Theory Y.[Click] Henry Ford realized that the people who would work for him could not betaught to build a car, so he developed the production line and taught each one ofthem one skill. Some people prefer to do what others call brainless work.[Click] Thomas Edison realized that to be creative and inventive required adifferent style of personnel management.PMI says both of these styles are appropriate in different situations. Rememberwhat motivates the QC person to do the same test over and over may demotivatetheir coworker and vice versa. In emergency projects broken water lines,aftermath of tornados, etc. Theory X can help people be very productive. Inother situations, Theory Y can unleash innovation.One of my favorite quotes from Bill Gates: We over estimate what we can do inthree years and underestimate what we can do in ten. Which managementtheory do you think Bill uses?Page 16 of 18Week Five Lecture OneEarlier I asked the question: who has more impact on team members motivation? The PM?Or the Companys policies? I hope by now you realize that most leaders in projectmanagement believe the PM has the greater influence on team members motivation. So wecome to the last of the tools and techniques: Rewards & Recognition.[Click] What do you include in The PM Plan for PM deliverables for public recognition.This can be as simple as award certificates printed on the companys laser-jet printer, to teeshirts, to pizza parties. Some sponsors and some companies encourage these kinds of publicrecognition of the team, while others dont.[Click] What do you include in The PM Plan for PM deliverables for private recognition.This can be as simple as an e-mail letter of thanks for a specific job well done, to a gift cardto the coffee shop or some other one-on-one token of appreciation.[Click] Do you plan to reward the team? Or just individual efforts? Or both? Will it becash, compensatory time off for working extra hours or some other form of tangible trophy?[Click] How you reward and recognize individuals is a very important question. Remember,what gets measured, gets done! And also remember, you want to reward positivebehavior, not just behavior. For example the person who efficiently completes their work inless than the estimated time and goes home every day at quitting time deserves a rewardand recognition. Whereas the person who socializes at the water cooler, checks the web allday and then stays after work every evening to catch up, is not actually deservingrecognition.The PM Plan should address all of these concerns in ways that the team understands thePMs expectations and thus the PM sets their expectations for what will earn rewards andrecognition.Page 17 of 18Week Five Lecture OneThis concludes the first lecture for Week Five. Thank you for listening, I hopeyou found it enlightening and helpful. As always, if you have questions about thecontent of this lecture, please post your questions on the Ask the Professordiscussion board and Ill respond as soon as humanely possible.Page 18 of 18