Profile Management

 Collection of project or programs group

together to facilitate effective
management
 Program may not be interdependent or
directly related
 E.g. maximum return on investments
 E.g. related management
 Centralize to review to prioritize resources,
consistent with management strategy
 Chapter 1
 No longer mentioned the triple
constraint of scope, schedule and
cost
 Discusses how PM must balance the
constraints of scope, quality,
schedule, budget, resources and risk
(Section 1.3)
 Chapter 2
 Project life cycle
• Starting the project
• Organizing and preparing
• Carrying out the project work
• Finish the project
Stakeholder Influence Over Time
 Phase to phase relationship
 Sequential relationship
• A phase can only start once the previous phase is
complete
• Reduces uncertainty
• Eliminate options of reducing schedule
 Overlapping relationship
• A phase start prior to the completion of previous phase
• Used in fast tracking
• Increase risk of rework
 Iterative relationship
• Only one subset has planned
• Planning of next phase is during the work
• Useful for largely undefined, rapid changing
environment
• Lead to rework
• Reduce ability of long term planning
 Stakeholder
 Positive stakeholder
• Normally benefit from the success of project
 Negative stakeholder
• Perceive negative outcomes from project
success
 Overlooking of negative stakeholder can
increase the project failure rate
 PM job is to balance the interests and
ensure the team act in professional and
cooperative manners
 Portfolio manager
Portfolio review board
 Portfolio manager
• Responsibility of high level control of a
collections of projects or program
 Portfolio review board
• Make up from company executives
• Project selection panel
• Review project for return of investment,
value of project, risk, etc
• Assist in response to RFP, tenders
 Chapter 3
 No major change
 Process description rewrite in one
sentence format
 Unify of process names in (verb +
noun format), for example:
• Quality planning -> Plan quality
• Budget determination -> Determine
budget
 Chapter 4
 Process change for seven to six
 Removed the “Develop Preliminary
scope statement”
 Address with “Define Scope process”
through the concept of progressive
elaboration
 Chapter 5
 Introduce a new process called
collect requirements.
 Output of this process is a
requirement management plan, a
requirements traceability matrix and
requirement documentation
Collect Requirements
 Collect Requirements (Input)
 Project Charter
 Stakeholder Register
• Use to identify stakeholder and can
provide information on project detail
and requirements
 Collect Requirements
(Tools and Technique)
 Interview
• Formal or informal approach to discover
information from stakeholder
• Interview experienced project
participants, stakeholders and subject
matter experts
• Usually (but not limited to) conduct on
one-by-one
 Collect Requirements
(Tools and Technique)
 Focus groups
• Bring together pre-qualified
stakeholders and subject matter experts
to learn on their expectation and
attitudes about a proposed product
• Trained moderator guides the group
through interactive discussion
• More natural than a one-on-one
interview
 Collect Requirements
(Tools and Technique)
 Facilitated Workshops
• Bring key cross-function stakeholders
together to define requirements
• Quickly define cross-functional
requirements
• Reconciling stakeholders difference
• Build trust, foster relationship and
consensus, improve communication
 Collect Requirements
(Tools and Technique)
 Group creativity techniques
• Brainstorming
• Nominal Group technique
 Enhancing brainstorming with voting
process for priority
• Delphi technique
• Idea / Mind mapping
 Idea of individual brainstorm are consolidate
into a single map to reflect commonality and
differences
 Collect Requirements
(Tools and Technique)
 Group Decision Making Technique
• Unanimity
 Everyone agrees on single course of action
• Majority
 Support from over 50% of members
• Consensus
 Majority decide the decision, minority agree and
accept with it
• Plurality
 Largest block of group decides even if a majority is
not achieved
• Dictatorship
 Individual makes the decision for the group
 Collect Requirements
(Tools and Technique)
 Questionnaires and Surveys
• Written sets of questions
• Quickly accumulate information from
large number of people
• Most appropriate with board audience
• Quick turnaround and statistical analysis
is appropriate
 Collect Requirements
(Tools and Technique)
 Observation
• Direct way of viewing individuals and
how they perform the tasks
• Used in detailed processing
• To collect “difficult to explain” or
“reluctant to tell” requirement
• Job shadowing
 Observer viewing the performing of the job
• Participant observer
 Actually perform the process or procedure to
uncover hidden requirement
 Collect Requirements
(Tools and Technique)
 Prototypes
• Process to obtain early feedback on
requirement
• Working a model of expected product
• Allows stakeholder to experience with
the product and provide feedback
• Support concept of progressive
elaboration
 Collect Requirements
(Output)
 Stakeholder requirements
documentation
• Describe how individual requirements
meet the business need
• Requirement start out at high-level and
become progressively elaborated
Stakeholder Requirements Docume
ntation
 Business problem to be solved
 Business and project objectives for traceability
 Functional requirement, on business process
 Non-functional requirement
 Quality requirement
 Business rules stating the guideline
 Impacts to other organization area
 Impacts to other entities
 Support and training requirements
 Requirements assumption and constraints
 Collect Requirements
(Output)
 Requirements management plan
• Describe how requirements will be
analyze, document and managed
• Choose the most effective phase-to-
phase relationship for the project and
document the approach
 Requirements management plan
 How requirements activities will be
planned, tracked or reported
 Configuration management activities
 How impact will be analyzed and
tracked
 Requirement prioritization process
 Product matrix that will be used the
rationale behind
 Traceability structure
 Collect Requirements
(Output)
 Requirements Traceability Matrix
• Table link requirement to their origin
and trace through life cycle
• Ensure each requirements add business
value
• Ensure requirement approved,
documented and delivered at the end of
project
• Provide structure to manage changes to
scope
 Chapter 6
 Eliminated the discussion of the
arrow diagramming method as a
technique of activity sequencing
 Chapter 7
 Adding a new formula of To
Complete Performance Index (TCPI)
 To-complete performance Index
(TCPI)
 Calculated projection of cost
performance that must be achieved
on the remaining work to meet a
specific goal
 If the BAC cannot be achievable, the
PM can seek for approval for using
EAC as the final completion
 TCPI Based on BAC and EAC
 TCPI based on BAC
• Based on the work remain divided by
the fund remain
• (BAC – EV) / (BAC – AC)
 TCPI based on EAC
• Based on the work remain divided by
the new approved funding
• (BAC – EV) / (EAC – AC)
 Chapter 8
 Provides additional graphs and charts
to demonstrate concept, not much
changed
 Chapter 9
 Update interpersonal skills in
manage project team techniques
 Move the manage project team
process from monitoring and
controlling to the executing process
group
 Interpersonal skill
 Leadership
• Successful project requires strong leadership.
Communicate the vision and inspire the project
team to achieve high performance
 Influencing
• The ability to persuasive and clearly articulate
points and positions
• High levels of active and effective listening
skills
• Consideration of the various perspectives in
any situation
• Gathering relevant and critical information to
reach agreements under mutual trust
 Interpersonal skill
 Effective Decision Making
• Focus on goals to be served
• Follows a decision making process
• Study the environment factors
• Develop personal qualities of the team
• Stimulate team creativity
• Manage opportunity and risks
 Chapter 10
 Add a new process, identify
stakeholder
 Process Manage stakeholders
changed to manage stakeholder
expectations. Move from monitoring
and controlling to executing process
group
 Identifying Stakeholder
 Identifying all people or organization
impacted by the project
 Stakeholder interest may be positive
or negative affecting the project
 Identifying Stakeholder
(Tools and Technique)
 Stakeholder analysis
• Step 1, identify all potential project
stakeholders and relevant information
• Step 2, identify the potential impact
 Power/interest grid
 Will-Skill grid
 Power/influence grid
 Influence/Impact grid
• Step 3, access how stakeholders react
to various situation
Identifying Stakeholder
(Tools and Technique)
 Chapter 11
 Have very few changes
 Update decision tree diagram for
easier understanding
 Chapter 12
 Consolidate six process into four
process. The process are:
• Plan procurements
• Conduct procurements
• Administer procurements
• Close procurements
 Add the concept of team agreements
 Teaming agreements
 Legal contractual agreement
between two or more entities to form
a partnership or joint venture
 Agreement define buyer-seller roles,
competition requirements and other
critical issues for each party
 When new business opportunity
ends, the agreements end