EXAM CONTENT OUTLINE

Domain I – People 42%

Domain II – Process 50%

Domain III – Business Environment 8%

DOMAIN III – Business Environment 8%
PROJECT MANAGEMENT ALIGNMENT
Projects & Operations
What is the difference between PROJECTS and OPERATIONS?

•Temporary endeavor undertaken to create a unique product, service, or result.

•Temporary = definite beginning and end date

•Unique product = Tangible that you can see

What is a PROJECT? •Unique service = [Capacity building, Culture Change, Restructuring of a

Department/Section]

•Unique results = [Knowledge Related Outcome of a project - Research, Pre-

feasibility studies]

•A unique combination of one or more products, services, or results = software

application, its associated documentation.

•OPERATIONS are ongoing and use repetitive processes that typically produce the
What is OPERATIONS? same result over and over.
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Project Initiation Context
Other
Needs
Market and
demand
Demands Strategic
opportunity or
business need,
Ecological
Organizational
Impacts, and
Need
Social Needs.

Seven Competitive
forces, political
Needs Or changes, new
technology,
Demands stakeholder
demands, business
Legal Customer
Requirements, Requests
Process
improvements,
Technological
and material
Advances, issues.
PROJECT MANAGEMENT ALIGNMENT
Feasibility Study

What is a feasibility
study?

A FEASIBILITY STUDY is used to DETERMINE the VIABILITY of the

PROJECT, the PROBABILITY of SUCCESS, and the VIABILITY of
the PRODUCT, SERVICE, or RESULT of the PROJECT.
PROJECT MANAGEMENT ALIGNMENT
Projects Enable Business Value Creation
Tangible Benefits Intangible Benefits
BUSINESS VALUE CREATION
Monetary assets, Goodwill,

Business value as the net quantifiable benefit

derived from a business endeavour. Stockholder equity, Brand recognition,

The benefit may be tangible, intangible, or both.

Utility, Public benefit,
Business value is considered the return, in the form
of elements such as time, money, goods, or
intangibles in return for something exchanged.
Fixtures, Trademarks,
Business value in projects refers to the benefit that
the results of a specific project provide to its
stakeholders.
Tools, and Strategic alignment
The benefit from projects may be tangible,
intangible, or both.

Market share. Reputation

PROJECT MANAGEMENT ALIGNMENT
Projects Drive Change
❑ Drive change in organizations.

❑ Before the project begins = organization is in the

CURRENT STATE

❑ Desired result of the change driven by the project =

FUTURE STATE

❑ Some projects = TRANSITION STATE future state

❑ SUCCESSFUL PROJECT COMPLETION = [project results

in the organization moving to the FUTURE STATE +
achieving the specific objective].

❑ Projects move an organization from ONE STATE to ANOTHER STATE in order to achieve a specific
objective.
PROJECT MANAGEMENT ALIGNMENT
Key Components of the PMBOK Guide
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Relationship of Project, Program, Portfolio, & Operations Management

PORTFOLIO
• A portfolio is a COLLECTION of PROJECTS,
PROGRAMS, SUBSIDIARY PORTFOLIOS, and
OPERATIONS MANAGED as a GROUP to
ACHIEVE STRATEGIC OBJECTIVES.
PROGRAMS
• Programs consist of RELATED PROJECTS,
SUBSIDIARY PROGRAMS, and PROGRAM
ACTIVITIES managed in a COORDINATED
MANNER to OBTAIN BENEFITS not available
from MANAGING them INDIVIDUALLY.
PROJECTS
• TEMPORARY ENDEAVOURS that are undertaken
to create unique products, services, or results.
OPERATIONS
• Operations management is concerned with
the ONGOING PRODUCTION of goods and/or
services.
PROJECT MANAGEMENT ALIGNMENT
Project Management Process Groups
KNWOLEDGE AREA INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING

Integration 1. Develop Project 1. Develop Project Management Plan 1. Direct and Manage Project Work 1. Monitor and Control Project Work 1. Close Project
Charter 2. Manage Project Knowledge 2. Perform Integrated Change or Phase
Control
Scope 1. Plan Scope Management 1. Validate Scope
2. Collect Requirements 2. Control Scope
3. Define Scope
4. Create WBS
Schedule 1. Plan Schedule Management 1. Control Schedule
2. Define Activities
3. Sequence Activities
4. Estimate Activity Durations
5. Develop Schedule
Cost 1. Plan Cost Management 1. Control Costs
2. Estimate Costs
3. Determine Budget
Quality 1. Plan Quality Management 1. Manage Quality 1. Control Quality

Resource 1. Plan Resource Management 1. Acquire Resources 1. Control Resources

2. Estimate Activity Resources 2. Develop Team
3. Manage Team
Communications 1. Plan Communications 1. Manage Communications 1. Monitor Communications
Management
Risk 1. Plan Risk Management 1. Implement Risk Responses 1. Monitor Risks
2. Identify Risks
3. Perform Qualitative Risk Analysis
4. Perform Quantitative Risk Analysis
5. Plan Risk Responses
Procurement 1. Plan Procurement Management 1. Conduct Procurement 1. Control Procurement

Stakeholder 1. Identify 1. Plan Stakeholder Engagement 1. Manage Stakeholder 1. Monitor Stakeholder Engagement
PROJECT MANAGEMENT ALIGNMENT
What is Tailoring?

TAILORING means DETERMINING the documents

and PROJECT PROCESS NEEDED for the PROJECT
when CONSIDERING the SIZE and COMPLEXITY
of the PROJECT.

This also INVOLVES KEEPING the PROJECT

ARTIFACTS (such as the business case, benefits
management plan, project charter, and the
project management plan) COORDINATED and
ALIGNED with ONE ANOTHER and with the
ORGANIZATION'S STRATEGIC GOALS.
PROJECT MANAGEMENT ALIGNMENT
PMI® Talent Triangle™

Technical Project Management Skills Leadership Skills

PROJECT MANAGEMENT
COMPETENCIES

Strategic Management Skills Business Management Skills

PROJECT MANAGEMENT ALIGNMENT
Skills Every Good Project Manager Should Possess

Influencing

Negotiation Leading

Problem solving Team building

Organizational Technical

Core
Communicatio
n PM business

Skills
PROJECT MANAGEMENT ALIGNMENT
Types of Development Life Cycles (1/2)
PROJECT MANAGEMENT ALIGNMENT
Types of Development Life Cycles (2/2)
PROJECT MANAGEMENT ALIGNMENT
Agile Project Management Methodology

A method of managing projects in small,

incremental portions of work that can be
easily assigned, easily managed, and
completed within a short period of time.

Agile involves continuous stakeholder

involvement and feedback.
PROJECT MANAGEMENT ALIGNMENT
The Agile Manifesto (x4)
Individuals and
Interactions over • The first value puts people first over the staunch
Processes and best practices found in heavier methodologies.
Tools
Working Software
over • Excessive documentation is seen as wasteful if the
Comprehensive software doesn’t work.
Documentation
Customer
• As we go forward, you’ll come to see that
Collaboration
procurement is more flexible on Agile types of
over Contract
projects because it has to be.
Negotiation
Responding to • This goes back to comprehensive documentation
Change over being a waste of time if you know that it is going to
Following a Plan change anyway.
PROJECT MANAGEMENT ALIGNMENT
Agile Core 12 Principles
(1) Customer satisfaction through
(2) Accommodate changing (3) Frequent delivery of working (4) Collaboration between the
early and continuous software
requirements throughout the software – Scrum accommodates business stakeholders and
delivery – Customers are happier
development process – The ability this principle since the team developers throughout the
when they receive working
to avoid delays when a operates in software sprints or project – Better decisions are
software at regular intervals,
requirement or feature request iterations that ensure regular made when the business and
rather than waiting extended
changes. delivery of working software. technical team are aligned.
periods of time between releases.

(8) Agile processes to support a

(5) Support, trust, and motivate the (6) Enable face-to-face (7) Working software is the primary consistent development pace –
people involved – Motivated interactions – Communication is measure of progress – Delivering Teams establish a repeatable
teams are more likely to deliver more successful when functional software to the and maintainable speed at which
their best work than unhappy development teams are co- customer is the ultimate factor they can deliver working software,
teams. located. that measures progress. and they repeat it with each
release.

(11) Self-organizing teams

encourage great architectures,
(9) Attention to technical detail (12) Regular reflections on how to
requirements, and designs – Skilled
and design enhances agility – The become more effective – Self-
(10) Simplicity – Develop just and motivated team members
right skills and good design improvement, process
enough to get the job done for who have decision-making
ensures the team can maintain improvement, advancing skills,
right now. power, take ownership,
the pace, constantly improve the and techniques help team
communicate regularly with other
product, and sustain change. members work more efficiently.
team members, and share ideas
that deliver quality products.
PROJECT MANAGEMENT ALIGNMENT
Agile Approaches and Methods

Agile Approaches and Agile Methods are Umbrella Terms that Cover A Variety of Frameworks and Methods.

Lean -Kanban Agile

Dynamic
eXtreme Feature‐Drive Systems
Agile Unified
Scrum Programming Development Development Crystal versions
Process (AUP)
(XP) (FDD) Method
(DSDM)
PROJECT MANAGEMENT ALIGNMENT
Inverted Triangle Model
PROJECT MANAGEMENT ALIGNMENT
The Agile Mindset

What does it mean to “BE AGILE”?

Being agile isn’t simply a matter of using a

certain set of tools or practices or following a
specific methodology

Agility involves a new mindset – way of thinking

– based on the Agile

Manifest including VALUES and PRINCIPLES

PROJECT MANAGEMENT ALIGNMENT
Doing Agile Versus Being Agile

Doing Agile Being Agile

Agile practices
Agile Mindset
• Iterations
• Stand‐up meetings
Embracing Agile
Principles
No agile mindset
Tailoring Processes
PROJECT MANAGEMENT ALIGNMENT
Agile Principles and Mindset Tasks
1. Advocate for agile principles and values in the organization
2. Ensure common understanding of agile principles
3. Educate and influence agile
4. Transparency equates to trust
5. Safe environment for experimenting

6. Experiment with new techniques and processes

7. Share knowledge new collaboration
8. Emergent leadership
9. Practice servant leadership

There are two strategies to fulfill agile values and principles:

• Adopt a formal agile approach, designed and proven to achieve desired results.
• Implement changes to project practices in a manner that fits the project context to
achieve progress on a core value or principle.
PROJECT MANAGEMENT ALIGNMENT
Utilizing Agile

WHY USE AGILE?

1. Different types of projects use different

approaches

2. Predictive project plan up front

3. Knowledge work has many unknowns

PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (1/9)
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (2/9)

Project Name: Website Development for Sprint Backlog 1- Project, Programme & Agile Scrum Methodology Phase
Myirha Consulting Portfolio Management Consulting

Product Vision Sprint Backlog Goal - Sprint Planning

User friendly website for customers to ❑ AGREE with the TEAM on the To Do List of FEATURES
- Project Management Consulting Page
easily access information about MCon - Programme Management Consulting Page
services. - Portfolio Management Consulting Page
❑ TIMEBOX Period – 5 days
❑ AGREE with the team on the DAILY reporting
Product Backlog (Requirements) EXPECTATIONS and FORMAT [STORY BOARD]
Development of a website based to show - STORY – Product feature
- TO DO – Planned Work [Features]
case the following services: - IN PROGRESS – Started but not complete
❑ Sprint backlog 1 - Project, Programme & Portfolio - TO VERIFY - QA+QC
Management Consulting - COMPLETE – done on completed
❑ Sprint backlog 2 - P3 Training Solution features/deliverables
- PMP
- PgMP
- PfMP Implementation - Execution + Monitoring
❑ Sprint backlog 3 - Mentorship and Coaching & Control
- PrCPM ❑ Daily Scrums - Every day for 5 days [TimeBox]
- PrCM - Work on planned features
- PrCHSA - Track challenges/debottleneck
- CHSM - Status update [To Do, Progress or Complete]
- CHSO
- Career Development
- Construction & Consulting Incremental Features Handover
❑ Sprint backlog 4 – PayPal Payment System ❑ Working Website [http://www.myirhaconsulting.co.za]
- Apply and register with FNB - Project Management Consulting Page
- Integrate the PayPal system with MCon’s - Programme Management Consulting Page
finance system - Portfolio Management Consulting Page
- Testing of the integrated system and website
and handover the entire project to the client
Sprint Review & Retrospective
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (3/9): Scrum
Meetings
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (4/9): Scrum
Meetings - MEETING RULES

Meeting Encourage
Objective
Stick to Time Agenda is a Open
Definition
must Communication
Already there is a feeling in people's
minds that scrum meetings are too
Let the meeting be a communicative
much and too long as they might Goal or objective is the larger
Every work must start having a clear one and allow everyone to speak.
have migrated from the traditional perspective, and the agenda is at a
goal in mind. method. smaller level.

But this should not consume time as

This makes them feel meetings are
well. This means to let all members
waste of time or only meant for senior
write their views in a post-it and stick
team members.
them.
It is important to religiously conduct
scrum meetings but at the same time This means every meeting must have
having an objective and making it pointers to discuss.
clear to all participants is a must.
In case if you fail to start and finish the Only those who have a different
meeting on time, then people might opinion can explain why and uniform
lose interest. decisions need not be discussed.

Send this to the team before the

Keep the team informed the goal of
meeting so that they can come At the same time, the team should
the meeting as well so that they Especially for meetings like daily prepared with answers and ask their feel empowered and that is the very
come prepared scrum meeting make sure the time is clarifications as well. reason behind the success of the
not extended beyond 10 mins.
Scrum framework.
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (5/9): Scrum
Meetings – (1) Sprint Planning (SP)

It is a TIME BOUND ACTIVITY wherein ENTIRE SPRINT TEAM comes One of the KEY STEPS to INITIATE is to IDENTIFY if the PRODUCT
together to plan the SPRINT. BACKLOG ITEMS are too large or not. [In case if they are too large,
skip them as invalid for sprint planning or break them into smaller
The DIFFERENT PARTICIPANTS who are ACTIVE in this are SCRUM pieces and confirm if they are complete stories].
MASTER who acts as a FACILITATOR/MODERATOR, PRODUCT OWNER
who gives an idea about the task at hand from PRODUCT BACKLOG
item list and PROVIDES ACCEPTANCE CRITERIA for the same and last
not the least the SCRUM TEAM who will give the EFFORT ESTIMATION
for SUCCESSFULLY DELIVERING the COMMITTED WORK PRODUCTS.

SPRINT PLANNING MEETING is HELD for APPROXIMATELY an HOUR

and generally does not extend beyond it.

In the LEAD UP to the SPRINT PLANNING, the PRODUCT OWNER list The SUCCESS of the SPRINT is DISCUSSED in the SPRINT REVIEW
down the PRODUCT ITEMS which are of GREATEST VALUE and can MEETING AGAINST the ACHIEVEMENTS of PRODUCT BACKLOG
meet the "DEFINITION OF READY". ITEMS.
"DEFINITION OF READY", it means FIRSTLY all stories should meet Based on the ASSESSMENT of the WORK PRODUCT and REVIEW
certain criteria, SECONDLY there should be a clear DEFINED USER, MEETING details one can UNDERSTAND the COMPLETION of the
THIRDLY a PROPER ESTIMATION and lastly clearly DEFINED SPRINT, take a note and LIST the PRODUCT ITEMS which will be
ACCEPTANCE CRITERIA. MOVED to the NEXT ITERATIVE SPRINT as BACKLOG for the NEXT
ONE in the line.
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (6/9): Scrum
Meetings – (2) Daily Scrum (DS)
DAILY SCRUM can be simply These 3 questions are critical,
understood as daily update These questions are What did and they pose more than
meeting in laymen’s term with There are basically 3 questions you do yesterday? ,What will update to the team in order to
an objective to understand posted for each individual in you do today? and Are there understand which piece of
the task completed/to be THE SCRUM STAND-UP any work is at what state in the
completed and lurking MEETING. CHALLENGES/ROADBLOCKS to project and when can they
impediments affecting the be addressed?. expect it to get completed
deliverables. (outstanding status).

This meeting is quick one and doesn’t Also, the SCRUM MASTER The reason to ask about the
extend for more than 15 mins, it is
makes a note of the issues to the team players is to
TEAM PLAYERS involved in the conducted at the same location
every day and scheduled at same IMPEDIMENTS for any team let the entire team know
SPRINT MEETING are SCRUM time, generally in the morning to set player and delegate to the about it and take it offline post
MASTER, PRODUCT OWNER and the day’s agenda straight up to the concerned person and DAILY STAND-UP and discuss at
SCRUM TEAM MEMBERS. team and head in the right direction
to achieve the sprint goals request for QUICK length with the concerned
successfully. RESOLUTION. team member.

Once the SCRUM MEETING is

Other PROJECT STAKEHOLDERS
over, SCRUM MASTER updates
such as sales representative,
the BURN DOWN CHART to
logistics representatives can
give perspective to the team
attend the meeting but can
on the SPRINT
only be a looker/observer (not
ACCOMPLISHMENTS as the
speak in the meeting).
days progress.
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (7/9): Scrum
Meetings – (3) Sprint Review (SR)

It’s not a formal display of

It also gives CONFIDENCE
SPRINT REVIEW MEETINGS are It’s a general practice to the deliverables moreover
and helps the team to get
scheduled to discuss the showcase demo to the it’s a walkthrough and
direct feedback from the
accomplishment of the team and stakeholders at casual discussion and
STAKEHOLDERS regarding
sprint. the end of the SPRINT. meeting lasting not more
the artifacts of the SPRINT.
than 2 hours.

As part of the review, the

Participants involved in customers (PO) looks at the work The PRODUCT OWNER puts The team works together on
SPRINT MEETING are committed, the actual work forward to the team what which item to do next, so
completed by the team, metrics if
Stakeholder and Sponsors, any (code, test coverage), Demo
PRODUCT BACKLOG items that the SPRINT REVIEW
Customer, Scrum Master, of the delivered product, and are marked as “DONE” and provides valuable feedback
Product Owner and Scrum lastly items which are moved to what are not marked as for upcoming SPRINT
Team Members. the next SPRINT and set priority for “DONE”. PLANNING.
the same.

Generally, the team

The outcome of the SPRINT As part of the SPRINT
accomplishes each
REVIEW is a refined PRODUCT REVIEW, the project is
PRODUCT BACKLOG ITEM
BACKLOG that defines the evaluated in regard to sprint
pulled into the SPRINT,
tentative PRODUCT goal fulfillment which is set
however it's more
BACKLOG items for the IN- during the SPRINT PLANNING
imperative to achieve the
LINE SPRINT. MEETING.
final goal of the SPRINT.
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (8/9): Scrum
Meetings – (4) Sprint Retrospective (SRT)

This is the best part of SPRINT

During this meeting, entire team gets
RETROSPECTIVE as it gives
together and does “Self-Assessment” There are more than one way to
information/perspective on whether
on how they are working till date- conduct SPRINT RETROSPECTIVE
SPRINT RETROSPECTIVES MEETING are are they heading in right direction
what went well, what can be MEETING but one of my favorite is
basically the heart of Scrum projects. and see bigger picture and
improved/worked upon– take it the “The Start-Stop and Continue
appreciate individual contributor
down and implement for Retrospective”.
and discuss achievements of the
next/upcoming sprints.
project.

Continue items example would

In a nutshell this meeting states, the Few examples of Start Items are Stop items can be the ones which
involve things resulting in success of
SCRUM MASTER simply asks team showcasing the work product to results in wasting of time and efforts
SPRINT to keep the momentum
members what they would start, client early on, performing code such as taking too long for daily
going and further contributing to
stop and continue doing. inspections etc. stand-ups.
meeting the sprint goals.

It’s important for the SCRUM MASTER

to keep it engaging and interesting
There are certain drawbacks of
by sending some BRAINSTORMING
SPRINT RETROSPECTIVE meeting such
IDEAS prior to the meeting, show
as repetitive activities in terms of
progress made on previous
asking same set of questions at the
RETROSPECTIVES and intervening
end of each sprint, team conflicts
when he/she observes some
resulting in creating gap between
disputes getting flared up by
team players.
providing quick resolutions/ taking it
offline
PROJECT MANAGEMENT ALIGNMENT
Agile Methodology - Scrum Methodology (9/9): Scrum
Meetings – (5) Sprint Backlog Refinement (SBR)
❑ Sprint Backlog Refinement are nothing but Product Backlog Grooming/Up scaling.

❑ It basically focuses on updating backlog, re-arranging product items to be in

“Ready” state, adding new stories and removing stories which will never be done,
breaking bigger piece of work into smaller ones and understanding the need of
Definition of Done/Ready.

❑ This meeting occurs near the end of one sprint to ensure the backlog is ready for the
upcoming sprint.

❑ Importance of Sprint Backlog Refinement is that it increases the efficiency of the

team by reducing uncertainty, refinement helps in stories to be estimated easily,
developed and tested.

❑ If conducted efficiently it reduces the time and effort required in Sprint planning
meeting resulting in good and effective sprint planning meeting.

❑ They can act as checkpoint rather than meeting to resolve issues.

❑ In case, refining the backlog is not conducted, sprint planning activity will result in an
adequate number of queries and/or skepticism.

❑ SBR meeting doesn’t need participation of the entire team and only Product owner
& Scrum master are sufficient to take it forward. Sprint Review v/s Sprint Retrospective

❑ Scrum meetings play an important role in any agile projects and its success can be Purpose of SPRINT REVIEW is “Inspecting and ADAPTING the PRODUCT”
determined by the coordination and collaboration of project team members,
thereby resulting in achieving the sprint goals and meeting client/customer Purpose of SPRINT RETROSPECTIVE is “Inspecting and ADAPTING the
expectations successfully with quality work products. PROCESS”