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 teamRunning the work and leading the people are two jobs held by one person. The leadership style that works is the one the competence and confidence of each team member require for the task in hand.02Servant leadership in projectsA way of leading in which the leader clears obstacles and supplies what the team needs to deliver, and leaves the detailed decisions about the work with the people doing it.03The project manager on an adaptive teamWhere the project manager's accountability goes when a team is self managing and the work is ordered by somebody else, and what the role does that nobody else on an adaptive team is doing.04Building a high performing teamHow a group of competent people becomes a team, through the stages of forming, storming, norming, performing and adjourning, and the psychological safety that lets it happen.05The 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.06Managing conflictDisagreement about the work is information the project needed, disagreement about people is worth stopping, and the five conflict modes exist because no single response fits every case.07Negotiation in projectsScope, resources, schedule and priority inside the project manager's own organisation account for most of what gets negotiated on a project, and almost none of it is called negotiation.08Emotional 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.09Coaching and mentoringCoaching draws the answer out of a person about their own situation and mentoring passes on experience, and knowing which one a moment calls for is most of the skill.10Retrospectives and continuous improvementA regular inspection of how the work is being done, conducted so that it produces one change with an owner, and never a list of complaints that nobody acts upon.11Removing blockersWhat counts as an impediment, why most of them are organisational and few are technical, and how a log turns a run of bad days into a visible pattern.12Virtual and distributed teamsWhat distance actually takes away from a team, and the deliberate practices that put some of it back.13Project 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.14Project 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.
BGive her close direction on the reporting work while continuing to leave the rest of her tasks alone.
CMove the reporting work to a contractor who has delivered it before, so she is not set up to fail.
DRaise the gaps with her functional manager so they can be handled as a development objective.

63 questions on this domain.

One per page, with a worked explanation.

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