Calculating hours : PMP Application

PROJECT WORK EXPERIENCE FOR PMP APPLICATION

1. CALCULATING HOURS

PMI wants 4500 hours of project work experience if you have a bachelor's degree.

That is 35 hours a week (7 hrs a day )

so one year duration means 1680 hours (assuming 20 working days in a month)

i.e. 140 hours per month

note 1. Some people calculate it for 8 hrs a day i.e. 40 hours a week. Both are correct. I am calculating for 35 hours a week
note 2. If you do not have a bachelor's degree, the requirement is 7500 hrs of experience and so you have to add those many numbers of projects to complete the requirements.
note 3: PMI says it has to be Unique, Non overlapping projects. Please do not get confused by the words. It just means that if you were working on two projects at the same time you can pick only one. Not the both. So those hours can be picked only once and not twice while calculating the hours.

to complete 4500 hours you need 32 months of project work experience around (and i think we should always keep it little more)

So Three years are ok (with a Bachelor's degree)

PMI need projects not more then 8 years old…

now its up to you. You can have four projects or 3 or may be just one to show these many months of project work

2. DISTRIBTING HOURS AS PER PMI REQUIREMENT

Now the PMI requires that you further break down these hours in these five process groups 

Initiation 13 %

Planning 24 %

Executing 30 %

Monitoring and Controlling 25 %

Closing 8 %

Look at the table below and it will look like a piece of cake to you :)

Project	From	To	Months	Hrs	Initiation 13%	Planning 24%	Exe 30%	M &C 25%	Closing 8%
Setting up a LAN	Jun 2013	Feb 2014	8	1120	145	270	336	280	89

you have to do the same for all the projects you are mentioning, till you reach the required number of hours

SO NOW HERE IT IS, THE SUMMARY, WHAT YOU HAVE TO DO 

Project 1 

1. Title

2. Brief Description

3. Time Period from ----- to ----- 

4. Total hours

5. Divide

          initiation 13 %

          planning 24 %

          executing 30 %

          monitoring and controlling 25 %

          closing 8 %

6. Reference name for this project

7. Reference e mail id for this project

8. Reference Phone number for this project

KEEP ADDING PROJECTS TILL YOU REACH THE REQUIRED NUMBER OF HOURS 

note 1. you can give the same reference name for more then one project.
note 2. stick to the PMI requirements even if you have worked in many projects.
note 3 . there is no good or bad project.
note 4. talk to your references well in advance. tell them what they have to do if your application falls in audit. (see my post of august on "what to do if your application fall in audit for more information on the same") 

Thats it !!!

Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful

RISK : IMPORTANT POINTS

I cleared my PMP on 26th may 2014. I have gone through all the three books PMBOK, RITA MULCAHY'S and HEAD FIRST. During preparation I made few notes. so the material has been picked up from all the three books and these are just the key points. 
 NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.

RISK

1. Every project team meeting : discuss/ monitor risks. 
2. Risk response strategies = Risk mitigation strategies.
3. Strategies must be timely.
4. One risk - more then one response - OK.
5. Many risks - One response - OK.
6. Risks - involve all - team, other stakeholders, experts.
7. Don't put the amount of money on the risk more then the cost that the risk would have incurred if it happened  - makes sense.
8. Outsource a work package so as to gain an opportunity : Share.
9. Outsource difficult work to a more experienced company : Transfer.
10. Risk that is no longer applicable - close it - return the associate reserve to the company.
11. Reserves are not an additional cost to the project.
12. Plan risk response : Involve all risk owners + other stakeholders, Triggers are identified and added, identify secondary risks.
13. You are working to make a positive impact on  the project - working with an opportunity.
14. Identified risks : No workaround, do qualitative analysis. 
15. Response plan : Sponsor contributes least.
16. PI matrix = Risk rating matrix.
17. If you know the risk tolerance of the stakeholder, you can rank the risks.
18. Estimate with the smallest range : least risky
19. You buy insurance : Transfer
20. You replace a risky equipment with more appropriate equipment : Avoid.
21. Information gathering Techniques : Brainstorming, Interview, Delphi, Root cause analysis.
22. Brainstorming session always has a facilitator.
23. Wrong assumptions are definitely a risk.
24. Risk register : Identified risks, Potential responses and root cause.
25. Watch list : low probability and low impact risks.
26. Risk Categories : Natural, equipment or human.
27. Risk urgency : High, ow or medium.
28. Brainstorming : Just you and your team.
29. Delphi : Experts, whether in team or not.
30. Condition that cause a risk : Trigger
31. Priority : how important the risk is.
32. Urgency : When you need to deal with it.
33. Risk register should have both - opportunities and threats.
34. Risk management plan - Who is responsible for what risk.
35. Secondary risk come from a response you have, to another risk.
36. Residual risk - that remain after risk response.
37. Monitor and control is another change control process.
38. If you need to implement a risk response, you take it to your change control board because it amounts to a change.
39. Risk monitoring should be done at every status meeting.
40. Reserve analysis : check the contingency reserve.
41. Monitor and control risk tools and techniques - all focussed on finding new risks.
42. A negative project risk that has occurred is considered an Issue.
43. Risk appetite, Risk tolerance and risk threshold is part of EEF.
44. Preparation of risk register begin at Identify risk.
45. Perform qualitative analysis - prioritize the risks.
46. Qualitative analysis is a must, Quantitative you have to see if it is necessary or not.
47. Monte Carlo - many simulations.

Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful.

HR THEORIES : JUST THE JIST

The picture speaks it all :) 

from (http://www.hrdept.co.uk/blog/2012/12/18/keep-calm-and-call-hr-dept)

These theories are important. all of them. and you have to be very very clear that which theory says what because the questions are going to be direct.

• MASLOW'S HIERARCHY OF NEED OR MASLOW'S THEORY OF MOTIVATION : I picked up this picture from the net. saved me some time of drawing the same :)

Once a lower level need is met, it no longer serves as a motivation. You have to use the next higher level as a motivator. 

Physiological needs (Basic needs) : Food, Clothing and Shelter

Safety and Security need: of health, of property, economic security etc.

Social need: Love, togetherness, Belongingness, Group Members etc.

Self Esteem : Recognition, Confidence, Achievement, Respect from others, reputation etc.

Self Actualization : Creativity, Problem solving, pursue inner talent, Doing what one can do best :)

• HEZBERG'S MOTIVATION THEORY : 

1. Hygiene Factors are something like  working condition, Salary, Personal life, Security, Job status etc.
2. Having the hygiene factor met does not motivate people but the absence of hygiene factors demotivates them and reduces performance. Makes sense, if any one of the above factors is missing, one can not perform to one's best.
3. What motivates people is work itself.

• MCGREGOR'S THEORY X AND THEORY Y :  This theory says that there are two kinds of managers

1. Managers who do not trust their team :(. They believe that people needs to be watched every minute, They believe employees are incapable, they avoid responsibilities and avoid work and so they need continuous supervision and watch: Theory X Managers 
2. Managers who trust their team :(. They believe that people want to work. They do not need any supervision. They believe employees can direct their own efforts. : Theory Y Managers

• THEORY Z : Given by William Ouchy

1. Management believes that the people are Creative and Committed to the long term goals.
2. Believe in "Together everyone achieves more".
3. Both management and Workers need to be involved and they should trust each other.
4. Whole part of a person. Collective responsibility

I found this diagram from this website ( https://mercureaace2013.wordpress.com/page/2/ ) . explains it well. 

• VICTOR VROOM'S EXPECTANCY THEORY : 

1. This theory is built upon the idea that motivation comes from a person believing they will get what they want in the form of performance or rewards.
2. You need to give people an expectation of a reward in order to motivate them.
3. The reward should be achievable. If it is impossible to achieve, it will only demotivate them.

• MCCLELLAND'S ACHIEVEMENT THEORY : AAP (Achievement Power and Affiliation)

People need three things to stay motivated. Achievement Power and Affiliation.

1. Achievement : when you perform well and get recognized for the same.
2. Power : One has a lot of control or influence in the company. Desire to influence, teach or coach.
3. Affiliation : Sense of being a part of the team. Focus on relationship. Avoid conflict.

Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful.

PMP PREPARATION : RISK

I cleared my PMP on 26th may 2014. I have gone through all the three books PMBOK, RITA MULCAHY'S and HEAD FIRST. During preparation I made few notes. so the material has been picked up from all the three books and these are just the key points. 
 NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.

RISK

EVERYONE should be involved in Risk Identification

• RISK MANAGEMENT : Increase the probability and impact of opportunities and decrease the probability and impact of threats.

We will talk more about the opportunities and threats later in this post

• RISK REGISTER : 

1. List of risks
2. List of potential responses 
3. Root cause of risks

• RISK APPETITE :  High level description of the acceptable level of risk.
• RISK TOLERANCE :  More specific, measurable amount of acceptable risk.
• RISK THRESHOLD :  One specific point where risk becomes unacceptable.

Risk appetite, Risk tolerance and Risk Threshold are part of EEF.

• RISK AVERSE :  Someone who does not want to take risk.

• RISK FACTORS :  

1. Probability (how likely)
2. Impact (range, amount at stake)
3. When (expected time)
4. How often (frequency)

• RISK CATEGORIES (Sources Of Risk) : External, Internal, Technical, Unforeseeable etc.

• BUSINESS RISKS : Risk of a gain or loss. you take a risk. If it worked you get profit if it fails you are in loss

• PURE (INSURABLE) RISKS :  Only a risk of loss. e.g. theft fire.

• UNCERTAINTY : Lack of knowledge about an event reduces confidence in conclusions.

• WORK AROUND : Unknown risk event occurs. Something you did not know and you have not planned, then you do work around. 

Unplanned responses to deal with unanticipated events or problems

• QUALITATIVE RISK ANALYSIS :  Subjective evaluation. no numbers included. you can use this for 

1. Comparing the risk of the project to the overall risk of the other projects.
2. To decide if the project should be terminated or continued.

• RISK DATA QUALIY ASSESSMENT :  The data/ information you have collected about the risk, how accurate/ well understood is that.

• WATCH LIST :  Risks with low probability and low impact. Non critical risks. Document them and revisit and analyze them time and again as the project progresses.

• DECISION TREE : When to use 

1. If you have to use between many alternatives e.g. which option should i choose or how will i solve this problem.
2. In more complex situations.
3. It takes future evens in making the decision today.
4. It can evaluate the cost and benefit of several risk response at once to determine which would be the best options

• STRATEGIES FOR NEGATIVE RISKS (THREATS) : ATMA 

Avoid : Act to eliminate

Transfer : Do not eliminate, shift the impact

Mitigate : Reduce

Accept : Ack and not take any action

Which one to use  : Criticality level  : 

High : Avoid, Mitigate

Low : Transfer, Accept

• STRATEGIES FOR POSITIVE RISKS (OPPORTUNITIES) : ESEA

Exploit : Opportunity is realized, take advantage, assign best resources to it, allocate more funds.

Share : Third party who is best able to capture the benefits

Enhance : increase the probability by influencing trigger.

Accept : Acknowledge and not take any action

Note that accept is in both the strategies.

• CONTINGENCY PLAN : Do something if the risk happens. Should be measurable so that you can evaluate the effectiveness.

• FALLBACK PLAN : Do something if the contingency plan does not work or is only partially effective. 

• RESIDUAL RISKS : These are the risks that remain after the risk response planning.

As the name suggests. A risk occurs, you implement the risk response Planning, still some risks remain. That is residual risk.

• SECONDARY RISKS : Any risk created by the implementation of selected risk response.

A risk occurs, you implement the risk response, because of which some new risk comes up, that is secondary risk.

Be clear. You implemented a risk response. Still some risk left that is residual and some new risk came up that is secondary.

• RISK TRIGGERS : Conditions that cause a risk.

• RISK AUDIT : Outside party. They also audit how effective your overall processes for risk planning are.

• TECHNICAL PERFORMANCE MEASUREMENT : Compare the performance of your project with the planned performance. Check milestones.

• MANAGEMENT RESERVE : 

1. Money set aside to handle any unknown costs that come up on the project
2. Unknown - unknown (you don't know the risk you don't know the impact)
3. Things that you have not planned for but could impact your project.

• CONTINGENCY RESERVE : 

1. Money set aside for controlling risks
2. Known - unknowns (you know the risk but you don't know the impact)
3. Risks that you know about and planned and put in your risk register

Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful.

What if my application fall in audit ... PMP

NOTHING :) :) :)
Remember...it's easy...it's only time consuming...and if something has to be done it has to be done :)

Don't be surprised. This is the correct reply to this question. Nothing.
Just like you, I too was really scared for the same. I was not in india (from where all my references were ) and if it happened it would have had created lots of extra work for me.
And that is what exactly happened :) :) :)
My application did fall in audit. I filled up my application with lots of deliberation. Received the acknowledgment and instructions on how to pay and then on a cozy comfy beautiful early morning I decided to pay :)
Payment accepted ... and nothing happened ... then i opened my PMI membership home page and found that "your application has been picked up for an audit" and the instructions to be followed. And the horror looked like this ... ha ha ha

Trust me for two days i felt totally lost realizing at the end off the day that if something has to be done it has to be done


AND TRUST ME IT WAS NOTHING ...

1. There were three forms for three references. PRE FILLED. You or the references do not even have to fill those forms. 
2. These are soft copies. Download them.
3. Mail them to the respective person.
4. He/She has to take a print out and sign it. Put it in an envelope. Sign the envelope from outside and post the same to you. 
5. They can give it to you by Hand. You are not supposed to open it. 
6. Collect the same from all.
7. Put all of them in an envelope. Write address mentioned in the instructions and post.

THAT'S IT :)

now your work is to wait. they say it will take five working days from the day they receive it and believe me THEY ARE QUICK. 
        In my case i received two emails. Sent at the same day same time. One saying your application has been received and the other saying it has been cleared. You can now go ahead and schedule the date for the exam. 

THE ONLY TURBULENCE IT CAN CREATE is 

it will affect you plan. if you were planning to give the exam immediately after paying, you will not be able to do the same. 
so my advice on this
    Fill the application well in advance and Pay. So that if your application fall under audit you have sufficient time to follow the above procedure and it does not affect your preparation schedule or does not disturb you anyhow. It is easy but it is time consuming. As such you have one year to give the exam once your application is accepted. 
    i am sure you will be ready in an year :) :) :)

PMP PREPARATION : COMMUNICATION

I cleared my PMP on 26th may 2014. I have gone through all the three books PMBOK, RITA MULCAHY'S and HEAD FIRST. During preparation I made few notes. so the material has been picked up from all the three books and these are just the key points. 
 NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.

COMMUNICATION : EASIEST KA OF ALL

PM HAVE TO COMMUNICATE EFFECTIVELY ABOUT ISSUES, STATUS, REPORTING WHICH HE CAN DO BY FOLLOWING THE COMMUNICATION MANAGEMENT PLAN

• COMMUNICATION TYPES : 

1. Forman Written : When communicating complex problems. All project documents. Communicating over long distances. Contracts, signed copies, blueprints, specifications, project management plans, requirements.
2. Formal Verbal : Presentations (to update), Speeches, prepared talks.
3. Informal Written : Emails, Handwritten notes, text messages, instant messaging (IM)
4. Informal Verbal : Meetings are always informal verbal, even if some very  important point is conveyed in the meeting, conversations, chit chat near coffee machine, hallway chat, planning session, chat.

• COMMUNICATION METHODS : 

1. Interactive : Meeting, phone call, IM, video conferencing, conference call, chat. Simple you just interact directly. 
2. Push : Letters, memos, reports, email, faxes, voice mail, blog, press release. You send the info to the concerned. Not necessary he will read it.
3. Pull : Intranet sites, e-learning, lesson learned database, knowledge repositories. All the information is kept at one place. One can retrieve as per requirement.

• COMMUNICATION BLOCKERS  : Language, culture, hostility, noisy surroundings, distance, making negative statements
• NON VERBAL COMMUNICATION : Gestures, facial expressions, physical appearance
• PARALINGUAL COMMUNICATION : Tone and pitch of your voice (will be clearly mentioned tone or pitch)
• NOISE : Unfamiliar technology, Inadequate infrastructure, lack of background information, distance.
• ACKNOWLEDGEMENT : does not mean agreement with or comprehension of the message. it only means the message have been received.
• EFFECTIVE LISTENING : It means paying attention to both, verbal and non verbal communication
• COMMUNICATION MODEL : 

ENCODE - TRANSMIT - DECODE - ACK/ FEEDBACK - RESPONSE

NOTES : 

1. Giving and requesting feedback is the best option.
2. communications are often enhanced when the sender shows concern for the perspective of the receiver.
3. Performance reports are part of OPA
4. Whenever you hear back from a team member about how the job is going, that is Work Performance Information.

Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful.

PMP PREPARATION : HUMAN RESOURCE MANAGEMENT

I cleared my PMP on 26th may 2014. I have gone through all the three books PMBOK, RITA MULCAHY'S and HEAD FIRST. During preparation I made few notes. so the material has been picked up from all the three books and these are just the key points. 
 NOTE : IT IS RECOMMENDED THAT ONE SHOULD READ THESE POINTS IN DETAIL FROM THE BOOKS (which ever interests you more) AND ONLY AFTER YOU HAVE FINISHED A THOROUGH READING, YOU CAN GO THROUGH THESE POINTS FOR CONSOLIDATION.

HUMAN RESOURCE MANAGEMENT
Go through rita mulcahy's for this topic. Covered really well.

Team is PM + Project Management Team + Other members of the project team who will be doing the work of the project

DO NOT ASK FOR THE BEST RESOURCES IF THE PROJECT DO NOT NEED THEM

• HUMAN RESOURCE PLAN : What resources you need, their roles and responsibilities, how will you train your team, how to make sure they stay motivated
1. Project Organization Chart : Reporting structure of the resources assigned to the project team
2. Staffing Management Plan : How you will manage and control your resources
3. Roles and Responsibilities : List each role on the project that needs to be fullfilled


• ORGANIZATIONAL CHARTS (WAYS TO RECORD AND COMMUNICATE “ROLES AND RESPONSIBILITIES” ) : Important. How your team members relate with each other
1. RESPONSIBILITY ASSIGNMENT MATRIX : e.g. RACI, Responsible, Accountable, Consult, Inform.
   There can be more then one person responsible for a task but there has to be only one person accountable for the task. It has to be clear whose neck you have to catch if something goes wrong :)
2. OBS (ORGANIZATIONAL BREAKDOWN STRUCTURE) : Responsibility by department. e.g. marketing , accounts
3. RBS (RESOURCE BREAKDOWN STRUCTURE) : Break down the work by the type of resource. e.g. people, material, equipment
4. POSITION DESCRIPTION : Text format, no chart
• STAFFING MANAGEMENT PLAN : Important. Please remember this very clearly that what all is the part of staffing management plan. Everything you need to build a team, keep them motivated , manage them and resolve conflicts
1. Your plan for acquiring the team
2. Resource calender
3. Staff release plan
4. Staff training need
5. Recognition and rewards
6. Compliance (HR Rules)
7. Safety (Policies)


• ACQUIRE PROJECT TEAM : The way you bring them on board
1. Negotiation : You have to negotiate with the concern person who all do you want in your team.
2. Pre Assignment : Who are guaranteed to you. They were already assigned to the project when you got the project.
3. Virtual Teams : All the team members do not work from the same location.
4. Acquisition : Outsource. Acquire resources from outside. e.g. contractor, consultant
• DEVELOP PROJECT TEAM : Make sure the team is motivated and well managed.
• GROUND RULES : Set a standard for how everyone works together. e.g. everyone always emails the team when they take a day off.
• RESPONSIBILITY ASSIGNMENT MATRIX (RAM): Clearly identifies the roles and responsibilities of management, team members and other stakeholders. e.g. RACI

It does not show when people will do their job.

• TIGHT MATRIX : Colocation. Team in one room. Good communication. Less conflicts. OR Many or all of the most active project team members in the same physical location.

Colocated teams may have a WAR ROOM.

• TYPES OF TEAMS : DPPV (my own abbreviation :) )
1. Dedicated : as in Projectized organizations
2. Part-Time : as in Functional organizations
3. Partnership : One project many organizations
4. Virtual : team is located offshore
• MULTI CRIETERIA DECISION ANANLYSIS : (for acquiring the team) when selecting a team, you analyze people not just for one requirement but for many e.g. availability, cost experience, location, knowledge, training, required skill set etc. makes sense :)
• TEAM BUILDING : remember the sequence and the key words. Very important. Questions are asked. In which stage the team is in. or what will be the next stage. Given by Bruce Tuckman


1. Forming : team member working independently. Trying to figure out their role
2. Storming : learn more about project, form opinion about other mates, fights, arguments
3. Norming : learn even more, adjust, start to trust each other
4. Performing : Cohesive unit, work like a well oiled machine
5. Adjourning : close to completion. Project completing. In projectized org team member will be assigned new project and in functional org they will go back to their respective departments.


Try to create some abbreviation for this. For indian Students it can be Faltu Syappa No, Perform Aaho (I never forgot it this way :) )
WBS CREATION IS A TEAM BUILDING TOOL




POWERES OF THE PROJECT MANAGER : (abbreviation can be PREFeR ;) ). please remember the alternative names too. Important.


1. Formal (Legitimate) : Comes from position. All legal. You are authorize to use this power.
2. Reward : Best power. Comes from position. Tied to goals.
3. Penalty (Coercive) : Worst power, Comes from position. Never use it. Always in private. One-on-one
4. Expert : Best power, Earned. Knowledge.
5. Referent : The bigggg boss likes you :) and so people have to listen to you.
So now you know which power is earned, which powers come with the position, what is the best powers to use and what is the worst.




SITUATIONAL LEADERSHIP : Using different leadership styles for different situations.
SOURCES OF CONFLICTS : Important. Please remember sequence wise. You can be asked the first, the first three or the last source of conflict. Or you can be given few conflicts and asked which one will you resolve first. There, this sequence will help.


1. Schedule
2. Project Priorities
3. Resources
4. Technical Opinion (memorize the first four)
5. Administrative Procedures
6. Cost
7. Personality (its the last)
Over 50% of conflicts come from Schedule, Priorities or People (Resources)




CONFLICT RESOLUTION TECHNIQUES : Very Important. Please remember the alternative names too.


1. Collaborating (Problem Solving, Confronting) : best way to resolve a problem. Fix the root cause. Their view points and perspective are taken into account. Win-win.
2. Compromising (Reconciling) : lose-lose. You leave some point, you leave some. Compromise only if you can not confront.
3. Withdraw (Avoidance) : People get so angry, frustrated or disgusted that they walk away.
4. Smoothing (Accommodating) : Temporary resolution. Give people some time and space to rethink. Minimize the problem. Cool off people. Emphasize on agreement not difference.
5. Forcing (Directing) : Pick one side. Win-lose. Worst technique.
Forcing and Withdraw – not recommended






ARBITRATION : A neutral party hears and resolves issues.
PREREQUISITES (Perks) : Corner office, Executive dining etc.
FRINGE BENEFITS : Standard benefits for all. e.g. insurance, profit sharing etc.
RESOURCE HISTOGRAM : WHEN people will work on WHAT
RESOURCE CALENDAR : Tell the company, exactly when the team members will be available once they are done.
HALO EFFECT : Just because someone is very good at one job does not mean he or she has the skills to do the other equally hard job. e.g. you have an amazing technical guy and you promote him to the manager team. He was good in technology that does not mean he will have all the leadership qualities also to manage a team.
INTERPERSONAL SKILLS :


1. Leadership : Team understands the value, that the product is going to bring to the company.
2. Team Building : Help your team to bond with each other.
3. Motivation : Helping them to be satisfied with the job they are doing.
4. Communication : Open and Honest
5. Influencing : Set the standards for your team mates.
6. Political and Cultural awareness : Understand the similarities and differences in the working environment.





DECISION MAKING : Command, Consultation, Consensus, Coin flip. Self explanatory :)


Please feel free to ask questions or a detailed explanation of any topic. Let me know if you want me to add any topic and if anything you find wrong. Please leave a comment if you find it useful