Domain 1: People
Domain People chiếm 42% kỳ thi PMP — phần trọng tâm nhất. Tập trung vào leadership, team dynamics, stakeholder engagement, conflict resolution và emotional intelligence. Đây cũng là domain Engineering Manager có nhiều lợi thế thực tế nhất.
Là EM, bạn đã thực hành nhiều kỹ năng trong Domain 1 hàng ngày: quản lý xung đột trong team, mentoring junior devs, đàm phán với product/stakeholders, xây dựng team culture. Hãy kết nối lý thuyết với kinh nghiệm thực tế của bạn để học sâu hơn và nhớ lâu hơn.
📊 Tổng quan / Overview
The People domain addresses the skills and activities associated with effectively leading the project team. It encompasses all aspects of working with people — from building and motivating teams to managing conflict and engaging stakeholders.
Key insight: PM as servant leader — your job is to enable the team, not command it. The team does the work; you remove obstacles and create the environment for success.
Domain People giải quyết các kỹ năng và hoạt động liên quan đến việc dẫn dắt hiệu quả team dự án. Bao gồm tất cả khía cạnh làm việc với con người — từ xây dựng và thúc đẩy nhóm đến quản lý xung đột và thu hút stakeholders.
Điểm mấu chốt: PM là servant leader — công việc của bạn là tạo điều kiện cho team, không phải ra lệnh. Team làm việc; bạn loại bỏ trở ngại và tạo môi trường để thành công.
📋 14 Tasks trong Domain 1
Manage Conflict / Quản lý xung đột
Thomas-Kilmann model, collaborative problem solving, healthy vs unhealthy conflict
Lead a Team / Dẫn dắt đội nhóm
Servant leadership, situational leadership, Hersey-Blanchard, team charter
Support Team Performance / Hỗ trợ hiệu suất
Performance feedback (SBI), Individual Development Plans, coaching vs managing
Empower Team / Trao quyền
Empowerment vs delegation, self-organizing teams, decision-making authority
Train Team / Đào tạo
Training needs assessment, skill gap analysis, knowledge transfer methods
Build a Team / Xây dựng nhóm
Tuckman stages, diversity & inclusion, recognition, team building activities
Remove Impediments / Loại bỏ trở ngại
Impediment log, escalation path, Scrum Master role, blocker resolution
Negotiate / Đàm phán
Principled negotiation (Fisher & Ury), BATNA, win-win, SLA negotiation
Collaborate / Hợp tác
Cross-functional collaboration, communication channels, collaboration tools
Shared Understanding / Hiểu biết chung
Vision alignment, Definition of Done, team norms, project charter
Virtual Teams / Nhóm từ xa
Remote collaboration, async/sync communication, time zone management
Ground Rules / Quy tắc nhóm
Working agreements, team charter, DoD/DoR, behavioral expectations
Mentor / Cố vấn
Coaching vs mentoring vs consulting, GROW model, knowledge transfer
Emotional Intelligence / Trí tuệ cảm xúc
Goleman's 5 components, self-awareness, empathy, de-escalation
🔑 Concepts quan trọng nhất / Key Concepts to Master
1. Conflict Resolution — Thomas-Kilmann Model
| Mode | Description | When to Use | PMP Rank |
|---|---|---|---|
| Withdraw/Avoid | Postpone or withdraw from conflict | When issue is trivial, cooling down needed | ⚠️ Least preferred |
| Smooth/Accommodate | Yield, preserve harmony | Preserve relationship over substance | ⚠️ Temporary |
| Compromise | Both parties give up something | Time-constrained, equal power | ✅ Acceptable |
| Force/Direct | Win-lose, use authority | Safety issue, quick decision needed | ⚠️ Last resort |
| Collaborate/Problem Solve | Win-win, address root cause | Important issue, time available | ⭐ BEST (PMI preferred) |
2. Tuckman's Team Development Stages
| Stage | Behavior | PM Action |
|---|---|---|
| Forming | Polite, uncertain, testing relationships | Clarify goals, roles, direction; provide structure |
| Storming | Conflict, power struggles, resistance | Coach through conflict, facilitate, stay calm |
| Norming | Trust builds, cohesion, agreed norms | Reinforce positive behaviors, delegate more |
| Performing | High productivity, interdependent, peak | Empower, protect from interruptions, recognize |
| Adjourning | Project ends, team disbands | Celebrate, lessons learned, transition plan |
3. Leadership Styles
| Style | When to Use | PMP Context |
|---|---|---|
| Servant Leadership | Always — default PMP style | Remove obstacles, enable team, support growth |
| Situational (Hersey-Blanchard) | Adapt to team member's development level | Directing → Coaching → Supporting → Delegating |
| Transformational | Inspire vision, drive change | Org transformation projects |
| Transactional | Reward/punishment based | Structured environments; less preferred in Agile |
| Democratic/Participative | Team decisions, shared ownership | Agile sprint planning, retrospective |
| Laissez-faire | Highly experienced, self-directed team | Senior, high-trust agile teams |
✏️ Câu hỏi luyện tập / Practice Questions
- A. Tell both developers to stop arguing and focus on their work
- B. Make the architectural decision yourself to resolve the conflict immediately
- C. Facilitate a meeting with both developers to understand each perspective and find a collaborative solution
- D. Escalate the issue to the technical lead to resolve
Explanation: The PMI-preferred conflict resolution approach is Collaborate/Problem Solve — facilitate a meeting to understand both perspectives and find a win-win solution. Option A (force/avoid) doesn't address root cause. Option B (PM decides) removes team autonomy and doesn't create buy-in. Option D escalates prematurely without PM trying to resolve first. Remember: PM facilitates, doesn't dictate technical solutions.
Giải thích: PMI ưu tiên Collaborate/Problem Solve — tổ chức cuộc họp để hiểu cả hai quan điểm và tìm giải pháp win-win. Đây cũng là cách EM hiệu quả xử lý khi team có technical disagreement.
- A. Replace the resistant team members immediately
- B. Switch to a predictive approach since agile isn't working
- C. Acknowledge that storming is normal and coach the team through the conflict
- D. Reduce sprint length to decrease team stress
Explanation: Storming is a normal and expected stage in Tuckman's model. The PM's role is to facilitate and coach the team through this stage, not to panic or take drastic action. Replacing team members (A) is overreaction. Switching methods (B) avoids the real issue. Reducing sprint length (D) may help slightly but doesn't address the root cause of the interpersonal conflict.