Domain 1 of 3

People

Leading a team without line authority, building and holding it together, and the conflict, negotiation and communication that occupy most of a project manager's day.

Concepts

~33%

Of the exam

Practice questions

Concepts in this domain

01Leading a project teamManaging the work and leading the people are two jobs held by one person, and the style that works is the one the team's competence and confidence call for.02Servant leadership in projectsA posture in which the leader clears obstacles and creates the conditions for the team to deliver, rather than deciding the work and handing it down.03Building a high performing teamHow a group of competent people becomes a team, through the stages of forming, storming, norming, performing and adjourning, and the safety that lets it.04The team charterThe agreement a team makes with itself about how it will work, written by the team, and useful mainly at the moment somebody breaks it.05Managing conflictDisagreement about the work is information the project needed and disagreement about people is not, and five modes exist because no single response fits both.06Negotiation in projectsMost of what a project manager negotiates is scope, resources, schedule and priority inside their own organisation, and almost none of it is called that.07Emotional intelligence for project managersSelf awareness, self management, social awareness and relationship management, treated as a working competence because most project failure happens in a conversation.08Coaching and mentoringCoaching draws the answer out of somebody about their own situation and mentoring passes on experience, and knowing which one a moment calls for is most of the skill.09Removing blockersWhat counts as an impediment, why most of them are organisational rather than technical, and how tracking turns a run of bad days into a visible pattern.10Virtual and distributed teamsWhat distance actually takes away from a team, and the deliberate practices that put some of it back.11Project stakeholder engagementFinding the people a project affects, understanding where each of them stands, and closing the gap between that and where the project needs them.12Project communicationsDeciding who needs what information, when, in what form and how often, and keeping the plan that records it in actual use.

Try a question from this domain

A senior integration engineer on a payments migration has delivered every task she has been given with no supervision, and the project manager stopped reviewing her work months ago. A new financial reporting rule has just come into scope, she has never worked in that area, and her first outline of the approach misses two obligations the compliance lead spotted immediately. What should the project manager do next?

ALeave the reporting work with her unsupervised, because she has earned the autonomy and will find the gaps herself.
BMove the reporting work to a contractor who has delivered it before, so she is not set up to fail.
CRaise the gaps with her functional manager so they can be handled as a development objective.
DGive her close direction on the reporting work while continuing to leave the rest of her tasks alone.

40 questions on this domain.

One per page, with a worked explanation.

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