PMP ECO Explanation - People
Summary
TLDRThe 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
😀 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.
👥 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.
🛠 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.
🏆 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.
📚 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.
🚧 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.
Mindmap
Keywords
💡ECU
💡Domain
💡Conflict Management
💡Team Charter
💡Ground Rules
💡Leadership Styles
💡KPIs
💡Tuckman's Stages of Group Development
💡Agile
💡Impediments
💡Knowledge Transfer
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
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