PMP ECO Explanation - People

Summary

The video script delves into conflict management and team leadership within a project management context. It discusses the importance of understanding conflict roots, utilizing resolution techniques, and establishing team charters and ground rules. The script also covers various leadership styles, team performance support, and the significance of training and knowledge transfer. It emphasizes the need for a proactive approach to identify and remove project impediments, ensuring smooth team collaboration and project progression.

Takeaways

• 📘 The script discusses conflict management and team leadership within the domain of 'People' in project management.
• 🔍 It emphasizes the importance of understanding the root cause of conflicts, which can arise from competition, differences in expectations, and communication issues.
• 📊 The speaker outlines different stages of conflict, from level one (identification of differences) to level five (a situation akin to 'war'), each requiring different resolution techniques.
• 🛠️ Conflict resolution techniques include using the team charter, ground rules, and various strategies such as smooth withdrawal, compromise, and forcing.
• 👥 The role of a project manager in creating and updating the team charter and ground rules is crucial for setting expectations and managing conflicts.
• 🌟 Leadership styles discussed include directive, consultative, servant leadership, consensus, and situational, with the project manager needing to adapt styles based on the team and stakeholders.
• 📈 The script highlights the importance of setting clear vision and strategy, choosing the right leadership style, and supporting team performance through KPIs and feedback.
• 💡 The Bruce Tuckman model (Forming, Storming, Norming, Performing) is mentioned as a framework to understand team development stages and address challenges at each stage.
• 🏆 Recognition and growth of team members are important, with the project manager facilitating an environment where team members feel safe to make mistakes and learn.
• 🛑 The need to address and remove impediments, such as blockers or obstacles, is crucial for the smooth running of the project, with the project manager proactively identifying and resolving these issues.
• 📚 Training and continuous skill development for team members and stakeholders are essential, with the project manager ensuring that all parties are adequately trained and updated on project methodologies.

Q & A

What was the main topic discussed yesterday in the context of the business environment?

The main topic discussed yesterday was the Electronic Control Unit (ECU) in the context of the business environment domain.

What are the two key components discussed in relation to managing conflict in a project?

The two key components discussed were understanding the reason behind the conflict and analyzing the stages of conflict, which are level one through level five.

What are some common causes of conflict in a project?

Common causes of conflict include competition, differences in expectations, disagreements about rules, communication issues leading to stakeholder disengagement, and lack of awareness of decisions made without stakeholders' approval or notice.

How can the team charter and ground rules help in resolving conflicts?

The team charter and ground rules can help by establishing a clear framework for working hours, decision-making processes, conflict resolution strategies, and communication guidelines, which can prevent and address conflicts effectively.

What are the different levels of conflict and their characteristics?

Level one is problem identification with shared disagreements but a controlled environment. Level two is agreement where distrust and personal issues arise. Level three is contest, where groups form and solutions become less available. Level four is crusade, characterized by attempts to harm rather than work for the project. Level five is war, where direct conflict and destruction are present.

What leadership styles were mentioned in the script, and how do they differ?

The leadership styles mentioned include hands-off, cross-sectional, servant leadership, transactional, inspirational, and transformational. They differ in their approach to decision-making, team facilitation, and empowerment of team members.

How can a project manager ensure a diversified team?

A project manager can ensure a diversified team by considering gender, culture, and nationality when acquiring resources, allowing for a variety of perspectives and skills.

What is the importance of setting a clear vision for a team in terms of project management?

Setting a clear vision helps establish the project's direction, expected behaviors, working hours, and decision-making processes, providing a foundation for team members to work towards common goals.

What is the Bruce Tuckman model, and how does it relate to team development?

The Bruce Tuckman model, also known as the forming-storming-norming-performing model, outlines the stages a team goes through as it develops, from initial formation to high performance, with stages of potential conflict and adjustment in between.

How can a project manager support team performance and development?

A project manager can support team performance and development by setting clear KPIs, recognizing member growth, providing appropriate feedback, and using models like the Bruce Tuckman model to understand and facilitate team development stages.

What strategies can be used to empower team members and stakeholders in a project?

Strategies to empower team members and stakeholders include delegation of authority, using decision-making techniques like the Fist of Five, and providing training and education to ensure they are equipped to contribute effectively to the project.

Outlines

00:00

😀 Conflict Management and Resolution Techniques

This paragraph discusses conflict management within a business environment, emphasizing the importance of understanding the root causes of conflicts and the stages of conflict escalation. It outlines the necessity of analyzing the context and applying appropriate resolution techniques. The speaker recalls the previous day's discussion on ECU and the domain of business environment, highlighting the enablers required to perform tasks such as managing conflicts. The paragraph also touches on the use of team charters and ground rules to prevent and resolve conflicts, as well as the different levels of conflict and the corresponding resolution strategies, from level one, where disagreements are identified and shared, to level five, which may require intervention or replacement of team members.

05:02

👥 Leadership Styles and Team Diversification

The second paragraph delves into the various leadership styles and their applications in managing teams. It talks about the importance of setting a clear vision and choosing the right leadership style based on the team's needs and the project's requirements. The speaker mentions different leadership styles, including hands-on, cross-sectional, servant leadership, transactional, inspirational, and transformational leadership. The paragraph also stresses the importance of team diversification in terms of gender, culture, and nationality to leverage the benefits of diverse perspectives. The speaker provides insights on how to adapt leadership styles to different stakeholders and resources, and the significance of understanding team dynamics to lead effectively.

10:03

🛠 Supporting Team Performance and Development

This paragraph focuses on supporting team performance through the establishment of Key Performance Indicators (KPIs) and the application of the Bruce Tuckman's model of team development, which includes forming, storming, norming, and performing stages. The speaker discusses the importance of providing feedback, recognizing member growth, and development, as well as the role of the project manager in facilitating a psychological safe environment for the team to learn and grow. The paragraph also covers the importance of determining appropriate feedback approaches, such as review meetings and decision-making techniques, and the use of retrospectives and lessons learned meetings to improve team performance.

15:05

🏆 Empowering Team Members and Stakeholders

The fourth paragraph discusses the empowerment of team members and stakeholders through the delegation of authorities and the inclusion of stakeholders in the project. It talks about the use of a RACI (Responsible, Accountable, Consulted, Informed) Matrix to define roles and responsibilities, and the importance of decision-making techniques like the Fist of Five and Dot Voting to support team task accountability. The speaker also emphasizes the need for adequate training of team members and stakeholders, and the importance of continuous skill development and performance measurement to ensure the team's effectiveness.

20:07

📚 Knowledge Transfer and Team Building

This paragraph highlights the importance of knowledge transfer and team building in project management. It discusses the procedures for capturing and utilizing knowledge gained throughout the project, such as through lesson learned meetings and retrospectives. The speaker talks about the need to cultivate a culture where team members feel safe to share their knowledge and make mistakes, and the importance of creating a repository for knowledge management. The paragraph also covers the process of forming a team, performing resource requirements planning, and the role of the project manager in negotiating and acquiring adequate resources for the project.

25:10

🚧 Addressing and Removing Impediments

The sixth paragraph focuses on identifying and removing impediments, obstacles, and blockers that may hinder the progress of a project. It discusses the use of daily stand-up meetings to identify and prioritize impediments, and the importance of using tools like Kanban boards to visualize and address these issues. The speaker talks about the need for proactive problem-solving and the use of support networks within the organization to implement solutions. The paragraph also emphasizes the continuous assessment of team performance and the importance of root cause analysis to understand and resolve recurring issues.

🔚 Project Management Review and Continuous Improvement

The final paragraph wraps up the discussion by emphasizing the importance of continuous improvement in project management. It mentions the speaker's intention to review the topics covered and to share related questions for further understanding. The paragraph serves as a conclusion, summarizing the key points discussed throughout the script and encouraging participants to reflect on the material and apply it to their project management practices.

Keywords

💡ECU

ECU stands for 'Enablers, Criteria, and Understand'. It is a framework used in the context of the video to describe the high-level knowledge areas from which exam questions may be drawn. In the video, ECU is used to structure the discussion around the domain of 'People', indicating the tasks and enablers relevant to managing conflicts and leading teams within a business environment.

💡Domain

In the video, 'Domain' refers to a specific area of knowledge or expertise, such as 'People', which is the focus of the discussion. Each domain contains tasks that need to be performed, and understanding the domain is crucial for managing conflicts and leading teams effectively.

💡Conflict Management

Conflict management is a key topic in the video, defined as the process of addressing and resolving disagreements within a team. The script discusses various stages of conflict and the appropriate resolution techniques, emphasizing the importance of understanding the nature and context of the conflict to apply the right strategy.

💡Team Charter

A 'Team Charter' is a document that outlines the working guidelines, expectations, and rules for a team. In the video, it is mentioned as a tool for preventing and resolving conflicts by establishing clear norms and procedures for team behavior and decision-making.

💡Ground Rules

Ground rules are basic principles or guidelines that govern the interactions and behaviors within a team. The script highlights their importance in setting the stage for effective communication and conflict resolution by providing a framework for polite and respectful discourse.

💡Leadership Styles

The video discusses various leadership styles, such as autocratic, consultative, servant leadership, and transformational leadership. These styles are contextualized as tools for a project manager to adapt to different team dynamics and stakeholder needs, with the goal of enhancing team performance and project success.

💡KPIs

KPIs, or Key Performance Indicators, are metrics used to evaluate and measure team and individual performance against set goals. The script mentions KPIs in the context of supporting team performance by providing a benchmark for assessing and improving the effectiveness of team members.

💡Tuckman's Stages of Group Development

Tuckman's model is referred to in the script as 'forming, storming, norming, performing'. This model describes the stages that a team goes through as it evolves, from its inception to a point where it can work efficiently. The video uses this model to discuss team dynamics and the importance of navigating through these stages to achieve high team performance.

💡Agile

Agile is a project management methodology that emphasizes flexibility, collaboration, and customer satisfaction. In the video, Agile is discussed in the context of team autonomy and the importance of educating stakeholders on Agile practices for successful implementation.

💡Impediments

Impediments in the video refer to obstacles or blockers that prevent a team from progressing smoothly in their work. The script discusses the importance of identifying and removing these impediments to ensure the project's continuity and success, using tools like Kanban boards for visualization and prioritization.

💡Knowledge Transfer

Knowledge transfer is the process of sharing information, skills, and expertise within a team or across teams. The video mentions the importance of establishing mechanisms for knowledge transfer to capture and utilize the lessons learned and best practices for future projects.

Highlights

The session focuses on the domain of 'People' in project management, emphasizing the importance of managing conflicts and leading teams effectively.

Conflict management is discussed with a focus on understanding the context, analyzing the reasons, and applying appropriate resolution techniques.

The importance of a team charter and ground rules for setting expectations and managing conflicts within a team is highlighted.

Conflicts arise due to competition, differences in expectations, and communication issues, which can be mitigated by a well-defined stakeholder engagement plan.

The five levels of conflict escalation, from level one being identified differences to level five being a 'war' situation, are outlined.

Different conflict resolution techniques are suggested for various conflict levels, such as compromise or forcing for level four conflicts.

The necessity of intervention and the use of authoritative measures in extreme conflict situations is discussed.

Leadership styles are explored, including directive, consultative, servant leadership, and transformational leadership, each with its own application based on team dynamics.

The importance of adapting leadership styles to different stakeholders and team members for effective team management is emphasized.

Team performance is linked to setting clear KPIs and recognizing member growth and development, following the Bruce Tuckman model.

Feedback mechanisms, such as review meetings and retrospectives, are crucial for continuous improvement and addressing team issues.

Empowerment of team members and stakeholders through delegation and providing a sense of ownership is discussed.

The role of training in enhancing team skills and the importance of evaluating training effectiveness through performance metrics are highlighted.

Cultivating a culture of safety and knowledge sharing within the team to promote continuous learning and improvement.

The use of decision-making techniques like dot voting and the 'five fingers' method in agile environments for consensus building.

Addressing and removing impediments through proactive identification, negotiation, and the use of visual management tools like Kanban.

The significance of continuous assessment and root cause analysis for impediments to ensure smooth project flow and team productivity.

Transcripts

okay so the today's topic is about

people

and before we begin let me show you what

uh what we were discussing yesterday we

were discussing ECU yesterday related to

The Domain of

business environment

so domain is the high level knowledge

area from which your exam will come and

in each domain you have task to be

performed and to perform those tasks

there are some enablers for example like

we have a domain people and in domain we

have task which is manage conflict and

ultimately to manage the conflicts you

have to understand the conflict you have

to analyze the context of the conflict

and then you have to use the appropriate

resolution techniques so if you guys

remember that related to the conflict

topic what two things we have discussed

if you can put it on the chat window and

in the meanwhile I will change the

screen to show you

what two things you remember from the

conflict management topic

foreign

that what is the reason of the conflict

between the team members or between the

external stakeholders or between

internal and external stakeholders and

we discussed a topic for stages of

conflict level one level two level three

level four and level five

once we analyze

then you have to use the appropriate

conflict resolution technique for

example I have just paid for two or

three slides a bit detailed and that I

will explain that this by and we so

conflict arises because of competitions

because of differences and expectations

because of this agreements about rules

because of the communications not

reaching to the people which means the

stakeholder disengagement they are not

aware of what went without their

approval or without their notice because

anyone who is involved in the project

they must know what has happened their

appropriate information as per the

stakeholder engagement plan

once you are understanding majority of

the conflicts can easily be realized or

can be fixed by using the theme Charter

and ground rules where we classify

ourselves that okay what will be the

working hours how we will do the

decision making uh what will be the

situation of solving a conflict we'll go

with voting we'll go with decision

making we'll go with majority and uh how

to communicate which language to use uh

which we have to discuss the things

politely

majority of the things are already

covered by the team charter in ground

group and as a project manager first

version you will create it by yourself

and ultimately it will be updated as per

the project requirement so you might

have already in your pmo and you will

take it as a template and start building

the team charter and ground rules for

the project which you are in and then

this will be updated throughout the

Project based upon the feedback of

internal as well as external

stakeholders

we discuss the level one problem to

solve where the difference are

identified

and then shared and discussed among the

members that there is disagreement but

environment is not very emotionally

charged things are still in control

level two is this agreement which means

people begin to distrust one another and

make it personal

they think that whatever they are saying

they just want to drop me down or they

want to keep me away from those things

third level is contest which means that

now we will start creating the groups

and we will have similar minded people I

am at your side you are at my site and

so on and once we have groups then there

is no possible solutions available they

will see each other

or they will start fighting that's what

we call it Crusade which means now it is

trying to hurt instead of working for

the project they will start working to

harm each other so at that time their

priorities are changed their objectives

are changed so until you find another

resource you have to work with them but

you have to use the strategies like you

can use one of those from down

so if I ask you guys

that if the conflict is at level four so

from these techniques smooth withdrawal

compromise force or collaborate which

technique you can use at level four

than the purpose is winning

and hurting others which technique you

think will be useful in that particular

situation

if you have this type of situation in

the project

okay

okay

intervention is required

so yep intervention is required and you

have to

become the boss right you have to become

the boss so you can

force them that you have to come into

actions similarly then or you can go

with withdrawal also that okay you

should not come in front of each other

and so on level five

you there is a situation of War so if

they will see each other they will

destroy they will fight

they could be uh agreement or aggressive

action from them so what you can do at

this level there is no nothing can be

done at this level you can remove them

right but draw to keep them withdraw all

the time and if they come across each

other you have to keep them away as much

as possible and ultimately as soon as

you find a new resource you have to

replace them so now if I go back and

read so now look whatever the topics are

for the ECU we have covered it in our

courses multiple times that interpret

the source and state of conflict it is

the personal thing and if it is then

what is the level of it then understand

why it is happening so you can eliminate

the root of it and ultimately use one of

those techniques to remove those

problems so you can actually manage the

team in a better way ultimately your

project progress should not be destroyed

because of these conflicts so task one

was manage conflict let's go to the next

task which means lead a team

lead a team set a clear version and

measure which means we have already

established the charter right Clear

Vision Vision as defined by the vision

statement or Charter and ultimately

based upon that you have team charter as

well as ground rules to be followed that

guys this is the expected Behavior this

is the project that's how we will work

that will be our working hours and so on

so you will set the strategy in a

kickoff kickoff type of meeting and you

have to do it as a project manager and

you should know there is something like

this before starting the project

whenever you are acquiring the resources

make sure that your team is Diversified

Diversified in terms of

uh genders Diversified in terms of

cultures Diversified in terms of

different nationalities so you can work

with them and you can engage them

accordingly and you can enjoy the

benefits of each part of the overloads

determine and appropriate leadership

starts we have many styles in our book

like let's say that hands of a style

cross-sectional style which please focus

on goals and rewards we are servant

leadership which is facilitations we

have

transactional leadership and what we

call it inspirational leadership is for

the people and then we have

transformational leadership empower the

followers and we have the combination

ones where you can use transactional

transformation as required so which type

of leadership will be better for which

type of stakeholders you cannot lead

everyone with the same stick for every

type of resources for every type of

stakeholders you have to adapt a

different type of leadership style so

you can understand the team members and

stakeholder increase and use your own

possible solutions for the leadership

result at which one will be better so

you can lead them with different styles

for example people

we have direct style direct style means

it's a hierarchical based with project

manager making all decisions

so it means if you have the team who is

not very well motivated or if they have

a lot of conflicts so I think in this

situation I should go with the direct

style not to allow them to lead me or if

there are any leading stakeholders so I

have to go with direct style of

leadership consultative leader factors

in opinion but makes the decisions that

lesson from everyone

collect the feedback and then ultimately

based upon the situation if you think

that if I will go with him so there will

be a situation of compromise so you can

go with consultative and you can make

decisions

servant leadership which is mostly used

in all types of agile uh we use it to

facilitate that leaders model desired

Behavior what type of expected behaviors

you need you have to give the respect to

the resources

we have consensus or collaborative type

of leadership which means team operates

autonomously which means we have

provided a psychological safe

environment so team can grow by itself

team can learn by itself and as a

project manager you have to facilitate

this environment so they can make

mistakes they feel free to make mistakes

they can learn something they can try

new Solutions so that is what consensus

or collaborative where we do actually in

the retrospect meetings that in

retrospect meetings we learn ourselves

or lesser learn meeting at the end of

the phase situational which means you

can use any one of them as per the

desired situation so it's not like every

time I have to go with one of them no

you can go with whatever is applicable

so these are some leadership styles

which you can follow to lead the team to

make them better so now if I repeat it

set a Clear Vision in terms of Charters

and team charters

choose the leadership style and we

prefer to have

servant leadership as a project manager

you have to go through with the serving

leadership and

for the other stakeholders and team

members you have to choose which one is

better for them which one you think

applicable to them and it's all based

upon your experiences so if you remember

we had a triangle by the PMI which was

recently updated that you should have

the leadership skills right before they

used to have leadership skills now they

call it choose your Wow way of working

you should have your power skills which

includes actually the leadership skills

and so on and you should have the

business Acumen skills so you can make

better decisions for the project

so from this PMI triangle we have to use

the leadership styles what are power

skills power skills means we have all

those leadership in software skills

interpersonal skills team building

skills analytical skills decision making

skills all business skills are there

now the Third

uh task in this domain is support team

performance which means a place team

member performance against KPS kpis if

you are working in productive project

management so you will do it as a

project manager and if you are working

in adapted project management team will

establish their own kpis and what we

call them because in adaptive team is

what self-organized so team will do both

talks and we will measured performances

of the teams will measure the

performances of the team members based

upon the project methodology

support and recognize the member growth

and development when you see the word

development so there is always a model

of development which comes into our mind

what is the name of the model you can

type it on the chat window

theme development model very popular

which has five stages

which has five status what we call it

and even if you remember the five stages

model

we call it Bruce

attachment model right which are five

stages forming a storming norming

performing a journey whenever the new

members are added you have to go with

forwarding and ultimately if there are

conflicts so it means they are showing

me when conflicts are resolved normally

once there are no conflicts they are

ready to perform and once definitely

server agile

determine appropriate feedback approach

in the form of review meeting in the

form approved decision making techniques

and with the help of kpis in the

retrospects check that are we doing in

the right directions or not or in the

lessons and meetings in predictive we

call it lesson learned meetings which

happen at the end of the phase

possibility and also an age are it

happens at retrospect meeting where we

discuss these things what went wrong

what we should stop doing it what we

should continue doing it and what we can

improve for the next situation so as a

project manager you should know these

tasks that if you need to know so

question will be from these things who

will do the kpis who will evaluate the

performances of the project team if it

is adaptive team itself if it is

predictive then project manager how can

you resolve the conflicts at this stage

like new member is added forming if

there are problems we have to coach them

so installing can be finished by with

racing Matrix

then we have

task force Empower team members and

stakeholders when we say autonomous when

we said we are delegating the

authorities so you should know which

authorities can be delegated you should

know that how to include the

stakeholders in the project you should

know that uh we have to provide a racy

Matrix light so we have support team

task accountability that which team is

for Ram responsibility assignment

metrics for the team and receive for the

individual basis so everyone should own

and work accordingly don't try to

micromanage their things instead by

using the leadership skills delegate

your things except the stakeholder and

integration this is your main task

and based upon the decision making

Authority you have it like we have

unanimous like if all agree on the same

point majority if the group have greater

than 50 percent we will take it

plurality we have more than two more

than two groups and more than one option

and if I have to become the boss so I

can go with autocratic decision making

where are we enforce it

while we have other ones also like in

agile we use Fest of five which means my

fist is closed I fully disagree and my

first is open with five fingers that

means fully agree and based upon two

fingers uh partially disagree or

partially disagree and if it is three

fingers from the neutral side all we can

use planning hooker or we can use dot

voting that how many dots you have it uh

Roman voting thumbs up thumbs down

thumbs sideways that I agree I disagree

or I will go with the majority or we can

go with Bolly so by using these methods

what you are doing you are actually

supporting the team task accountability

and also you are evaluating them that

how they perform where they stuck in the

decision making so we should go on

consensus based so team should feel that

okay they are connected there are some

authorities and they can do their work

in the same day

task five and shorty members and

stakeholders are adequately trained now

when I say to stakeholders

and we discussed that when we are

preparing our document and Resource

Management plan we Define here that

which type of resources we need what

will be their training requirement uh

what will be the pre-ass admin criteria

you will do interviews you will do the

skill based test or something so you

already know that the resource which is

coming to you is already trained

even if it is trained you have to being

a leader you have to polish their skills

you have to upgrade their discus reading

the project so in Project we allocate

resources for training we determine the

training needs that what type of

trainings will be better for my team So

based upon the project the schedule in

between those schedules we provide the

trainings to the team members and not

only trainings we are providing after

providing the training we check that

whatever we taught them did they learn

something out of it or not with the help

of their performance uh measurement or

you can say ktrs or you can say that

change in their performance after

training that because that's what all

projects have the same thing that they

provide the awareness training related

to safety they provide awareness

training related to project to HSC and

so on and then they do the drills right

in drills they check it that whatever we

taught them Did they perform that better

or they did not improve themselves

so you have to make sure that whoever is

working in your project

internally or externally they are

adequately trained now how to do the

external stakeholder so if you are using

an approach which like you're using

agile but your stakeholders are not

prepared for it so agile directly says

don't use me if the stakeholders don't

know that like if there is a question

that you know that it this project can

be better with agile project management

but none of your team members or

external stakeholders know about agile

so which project methodology you will

use directly planning or predict because

in agile they don't know first you have

to train them educate them about agile

when it can be used once they are

comfortable then you can use it it's not

like you will bring the change from the

top and you will say no no we will use

agile so there will be a full mess if

you will do like this so they will check

your skills that if the stakeholders

whether internal or external they don't

know what actions you will take so you

will provide them the adequate trainings

as required

okay

so you have provided I'm training you

will build a team which means that you

will

keep upgrading their skills keep

training them throughout the project

keep measuring their outcomes and

ultimately whatever they are learning

you have to make the procedure of

knowledge transfer uh in predictive we

have lesson learned meeting

so we can have whatever has gone wrong

we can collect it in adaptive we have

retrospect meeting

and also a productive before lesson

learned we have something called as

issue log which is going as an input to

the lesson and register what issue game

how you solve it

and we have something called a cop

community of practice which means

multiple teams will share their lessons

to each other and then this team will

share their lessons with another team

and ultimately you are sharing the

feedback so you can improve your quality

and performances for the Futures and

avoid those mistakes you might have made

so whenever you are building the team

create that culture that's what you call

it cultivate a culture Prevail a culture

that resources feel safe that their

knowledge will not go against them

collect their knowledge make a proper

repository so this knowledge can be

saved and can be utilized for the future

purpose so you have to arrange a team

you have to perform the same forming

astronoming norming and then you have to

keep on the project resource requirement

that what type of resources we need

if you perform your duties to get

adequate resources for the project it

means you are a good negotiator you

should understand from where in the

organizations you can get better

resources for the project so you can

negotiate find a negotiation strategy

and ultimately you can get better

resources

task seven

address and remove any impediments

lockers or popsicles

so find out what are the

problems what are the impediments what

are the obstacles what are the blockers

one way is in the daily Standard meeting

right

what you did yesterday what you will do

today and what are your prepaid events

obstacles and plugins for example if two

teams have dependencies and they have

conflict so it means you have some

impairments they have dependencies to

each other and they are not able to

solve by themselves so you have to

remove that impedance

if there is a thing that you submitted

for the approval for the customer or the

sponsor or the product owner but they

are not approving because of a

particular reason or maybe a change in

the process is required so that's what

obstacle

blocker is there is some external

dependency which is not in the theme

control so as a team lead or project

manager you have to remove those

blockers so your work will continue with

the string line

prioritize critical impediments

obstacles and blockers for the team

which means you can have a kanban board

normally people think that kanban board

is only for the work no kanman board is

for the ideas kanman board is also for

the potential Solutions canvan board is

also for the impediments obstacles

blockers uh canvan board is also used

for the change so you name everything

related to the project you can use

scanman boot so kanman board is actually

the status boot which you can use it

where the things can be prioritized and

ultimately you can remove those

obstacles so you can visualize it and

you can remove the bottlenecks you can

provide the feedback also

so use Network to implement solutions to

remove impediments obstacles Network

means the support inside organizations

if it is related to product owner you

have to negotiate with the product owner

if there are more than uh one team it

means we have to go with the senior

scrum master or Instagram office scrums

who have more Authority so you have to

communicate those problems to the to

those people that my team is suffering

from this or our teams are suffering

from this please help us out so we can

solve the server by negotiation with

them

and it's a continuous process it's not

like someone will come to me and report

to you that what is the problem you

should be a proactive guy looking at the

team environment looking at the kanban

boards looking at the product backlog uh

an iteration backlog that where the team

is facing more problems like there is a

task they cannot do it in the iteration

backlog so you may need to arrange a

training for them you may need to

negotiate with the product owner that if

you want this feature to be developed

appropriately then give them some time

so they can get some training on the

feature and they can practice it in the

upcoming iterations or in just similar

iterations so they can make it better so

you have to continuously keep assessing

keep looking at the things uh the

impediments like if some team is

reporting one issue and another team is

reporting another issue so you might try

to find correlation

if you are the senior scrum master that

maybe it is happening because of a

reason so you can perform the root cause

analysis why it is happening

you can use Wi-Fi techniques or you can

use Facebook diagram to find out why it

is happening so based upon these tasks

you can actually perform the project in

a better way so I hope that whatever we

discussed it might be a good revision I

have all the target I don't want to do

it there are 14 so I will keep seven for

today and seven for tomorrow

and again I will share the questions

related on or indirectly related to the

topic so you can perform the answers

so thank you very much again for joining