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LESSON 2
or
START THE
e
PROJECT
at

• Identify and Engage

Stakeholders
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• Form the Team

• Build Shared Understanding
•
up

Determine Project Approach

D

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Learning Objectives

is
D
• Define and discuss stakeholders and the most effective ways to communicate with them.
• Explain the best ways to form a team.
or
• Describe how to build the most effective understanding of a project and how doing so relates
e
to executing a project successfully.
• Explain how predictive and adaptive project life cycles work; explain what a hybrid
at

development approach is.

• Decide which kind of development approach or life cycle is best suited for work.
lic
up
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D
or
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Identify and Engage Stakeholders
at

TOPIC A
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up
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Typical Project
Stakeholders*

D
Can you categorize these
• End users
or • Sponsors

• Customers • Business partners

e
stakeholders?
• Which are typically • Employees • Suppliers and contractors
at

project team members?

Which are not? • Organization • Government
lic

• Which are typically active • Managers • Community

in project work?
up
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Stakeholder and
Communications

D
Management
Overview

• Stakeholder register
or
e
• Stakeholder engagement plan
at

• Communications management plan

• Stakeholder engagement assessment
lic

matrix (SEAM)
• Assessment grids / matrices / models
up
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Stakeholder
Identification Who are they?

D
• Check the business case and benefits management plan for names
• Later, check the issue/impediments log, change log or requirements

or
documents to see who else is needed or named

What’s their relationship to the project?

• Interest
e
• Involvement
at

• Interdependencies
• Influence
lic

• Potential impact on project success

up

Identify and engage stakeholders early to

avoid surprises later in the project!
D

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Assess
Stakeholders Data Gathering

D
• Questionnaires and surveys
• Brainstorming

Data Analysis or
• Stakeholder analysis — What are their “stakes” in the project? — i.e., interest,
rights, ownership, knowledge, contribution
e
• Document analysis
at

Data Representation
• Two-dimensional (2D) grids
lic

• Power/interest
• Power/influence
• Impact/influence
up

• 3D grid — Stakeholder “cube”

• Salience model
• Directions of influence
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Create the
Stakeholder

D
Register • Capture and record important stakeholder information
• Factor in OPAs
or
• Update it! Describe the evolving relationship with stakeholders
throughout the project
e
Contains the information necessary to execute the
at

stakeholder engagement plan

lic

• Refer to stakeholder registers from previous, similar

projects for help
up

• Remember this is a public document, so ensure the

information presented is appropriate
D

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Stakeholder Register

is
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

D
On-time completion, successful
1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and

2

4
Oasestown Municipality

Kara Black

Josie Bynoe
Principal, Oases
Architects

Chair, BOD
External

External

Internal
contributor; owner of SLC site

(conservation building)
or
Partner, designer, specialist knowledge

Direct strategic local partnerships for

partnership;

Clear design brief, successful

partnership

Environmental sustainability of project

Accountability

Fluid funding and communication,

design autonomy

No damage to Oasestown conservation

Supporter

Champion

Resistor
Shawpe work; "moral rights" district or environs
e
Lead, business High profile tenants, excellent Organizational learning; leadership
5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral
at

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral
lic

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

up

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion
D

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Know Your
Stakeholders

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Go Beyond Job Power Level of authority
Titles
Interest
or
Level of concern about project outcomes

• Ability to influence project outcomes or cause changes to

e
Influence planning or execution
aka • Magnitude of potential contribution or disruption to project
at

attitude or
impact Use a descriptive term — e.g., champion, supporter, neutral,
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detractor

Tailor stakeholder assessments to suit project needs. The goal of

up

this exercise is to facilitate your planning of effective

communication with the stakeholders!
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Stakeholder Mapping

is
HIGH

D
Use two dimensions to map stakeholders: KEEP MANAGE
• Power and interest grid SATISFIED CLOSELY
POWER
• Power and influence grid
• Impact and influence grid or MONITOR KEEP
INFORMED
Or use three dimensions – a cube – to
e
refine the analysis further!
at

LOW INTEREST HIGH

lic

Method:
• Place each stakeholder on the grid (do not use names)
up

• Use the same quadrant labels, but change the axis labels
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Directions of
Influence You should understand the social network of project stakeholders,

D
specifically the direction of their influence on the project.

or
Parent organization — senior management (business,
Upward
e
financial interests)
at

Downward In the project hierarchy — team or specialists

Outward Have a “stake” in the project — client, end-user, external

lic

Friendly or competitive for resources — project

Sideward
manager's peers, other organizational departments
up
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Salience
Model

D
URGENCY LEGIT IM ACY

• Level of required Appropriate involvement

Focus on the product
owner role. Are they
attention/detail
• Time constraints
or Or proximity, as applied to
team stakeholders,
familiar, interested and
e
• High stakes indicating level of
engaged enough with
at

involvement with project

the project to make
decisions and move the work
POWER
lic

project forward?
Level of authority
up
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Stakeholder Perceptions

D
• Must be holistically understood in
customer-centric project management
approaches
or
• Can be damaging to a project, whether
e
they are negative or positive
at

Why do you think it’s important to

lic

understand both positive and

negative stakeholder perceptions of
up

your project?
D

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Capture
Stakeholder Key stakeholders

D
Feedback and • Interview to understand project requirements and
vision and communication preferences
Perceptions
or
All stakeholders
e
• Interpersonal skills • Appropriate, regular project communications
at

• Active listening

• Emotional intelligence
lic

Large and public groups

• Effective • Questionnaires/surveys
communication • Facilitated conversations/sessions — online or in person
up

methods • Digital media – email campaigns, websites, group chats

• Posters and advertising
D

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Plan to
Communicate

D
with
Stakeholders
or
Stakeholder engagement plan identifies required management
strategies to effectively engage stakeholders.
e
at

Team fulfills strategies via communications described in the

lic

communications management plan.

up
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Communication
Requirements

D
Analysis

or
• Leads to a clear articulation of the stakeholders’
communications needs
e
• Enables effective choices about communication topics,
at

frequency, models and technologies

• Output is a grid, questionnaire or survey that documents the
lic

communication and technology requirements for each

stakeholder
up
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Communication:
Methods and Meetings/verbal

D
Technologies
• Physical (face to face)
• Virtual (videoconferencing)
• Phone call or
Digital/electronic media
e
Do you use any other
• Websites and social media
communication methods
at

or techniques on your • Instant/text messaging via phone or

projects? platform
lic

• Email or fax
Are there types your
up

organization does not Physical

allow? Why?
• Body language and gestures
• White boards
D

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Communication Interactive
Methods PUSH

D
PULL
or • Conversation (speaking on the
Push — sender determines: phone, virtual, in-person)
e
• Send an email • Messaging
at

• Make a phone call • Workshops/collaboration

• Whiteboarding
lic

Pull — receiver determines: Agile teams are colocated

• Post information on team board whenever possible so that
up

• Store reference documents in they can be highly

electronic repository — e.g., collaborative.
SharePoint
D

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Communication
Challenges /

D
Considerations
• Urgency of need for information
or
• Availability and reliability of technology

• Ease of use
e
• Project environment – e.g., language and formality
at

• Sensitivity and confidentiality of information

lic

• Communications OPAs — e.g., social media protocols

• Data protection laws/regulations

up

• Accessibility requirements
D

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Communication
Model* Cross-Cultural Communication Model

D
or
e
Think of an example of a
at

transmission. Depending on
the method, what kinds of
noise can play a part?
lic
up
D

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Stakeholder
Engagement

D
Strategy • Involve stakeholders
• Enable appropriate management strategies
or
• Create and maintain relationships
e
at
lic
up
D

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Example Stakeholder Engagement Assessment Matrix

is
(SEAM)

D
Stakeholder Unaware Resistant Neutral Supportive Leading

Tailor labels for

1

2
or D
C
C
D

stakeholder levels of 3 C D
e
engagement to your
at

4 C D
context, team or
organization. 5 C D
lic

Don’t use names on 6 C D

the matrix – refer to
up

stakeholders by
C – Current engagement level | D – Desired engagement level
number.
D

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ECO Coverage

D
1.9 Collaborate with stakeholders
• Evaluate engagement needs for stakeholders (1.9.1)
2.4 Engage stakeholders
• Analyze stakeholders (power interest grid, influence,
or
impact) (2.4.1)
e
• Categorize stakeholders (2.4.2)
at

• Develop, execute and validate a strategy for

stakeholder engagement (2.4.4)
lic

2.2 Manage communications

• Analyze communication needs of all stakeholders
up

(2.2.1)
• Determine communication methods, channels,
frequency and level of detail for all stakeholders (2.2.2)
D

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D
or
e
Form the Team
at

TOPIC B
lic
up
D

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Create a
Collaborative

D
Team Culture
Project manager:

(Optional)
or
• Builds team agreements, structures and processes that
support a culture that enables individuals to work together
and benefit from interactions
e
How do you think a • Tailors a resource management plan
at

collaborative team
culture can be created in
lic

a hybrid approach? Give

some examples! • The team assembles and self-organizes to support project
requirements.
up
D

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Project Team
Formation

D
Video

Tuckman’s
Ladder of Team
or
e
Development
at

Dr. Bruce Tuckman

lic
up
D

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Project Team
Formation

D
Key Concepts

or
Self-organizing team: A cross-functional team in which people fluidly
assume leadership as needed to achieve the team’s objectives.
e
Servant leadership: The practice of leading the team by focusing on
at

understanding and addressing the needs and development of team

members in order to enable the highest possible team performance.
lic

These concepts can be applied in any kind of project team .

up
D

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Project
Manager Role Leadership and management models:

D
in Adaptive
Teams • Centralized: All team members practice leadership activities and
or
accountability is usually assigned to one individual, such as the project
manager or similar role (team lead).
e
• Distributed: One project team member (may shift) serves as facilitator
at

to enable communication, collaboration and engagement on accountable

tasks.
lic

If a team is self-organizing, is a project manager needed?

• If not, which of these models works best?
up

• If yes, what does that role look like?

D

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Hybrid Team Formation
Example

D
Centralized coordination by a project
or
manager or team lead and self-
e
organized project teams for portions of
at

the work
lic
up
D

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Project Team
Composition

D
or
• Refers to team’s makeup and how team members are brought together
• Varies based on organizational culture, location and scope
e
• Can be full-time or part-time members
at

• Includes varied knowledge and expertise — i.e., generalists and

specialists
lic
up
D

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Project Team Roles

D
• Project management staff
• Project work staff or
• Supporting experts
e
• Business partners
at
lic
up
D

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Identify
Project Provision team members, external contractors and suppliers and physical

D
Resource and intangible assets:
Requirements
Guidelines or
• Ensure relevant skill sets
• Avoid single points of failure — e.g., a single resource has a required
skill
e
• Create cross-functional teams
at

• Use generalizing specialists, or T-shaped people, whenever possible

to support other areas of the project
lic

• Ensure appropriate physical resources and other requirements — e.g.,

equipment and access rights
up
D

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T-Shaped People and
Self-Organizing Teams

T
D
•

•
Provide individual value and versatility on
project teams
Lend flexibility to organizations
T
or T
• Help avoid key resource shortages or work
e
stoppages due to availability
at

• Train and coach team members to become T-

shaped, combining breadth and depth of
lic

knowledge
up
D

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Diversity, Equity and
Inclusion Standards

D
• Teams are global and diverse in culture,
gender, physical ability, language and
many other factors.
or
• The project environment optimizes the
e
team’s diversity and builds a climate of
at

mutual trust.
lic
up
D

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Experts and Expert
Judgment

D
People from other areas of the organization
• Consultants
• Stakeholders
or
e
• Professional and technical associations
at

• Historical data
• Project manager
lic
up
D

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Focus on Team Strengths

D
• Organize around team strengths
• Be aware of weaknesses
• Identify threats to team success and
or
e
opportunities to improve team
performance
at
lic

SWOT analysis
up
D

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Team Norms
• Together, establish expected team behaviors at the beginning of the

D
project
• Enable teams to handle challenges later
or
• Include guidelines and techniques for:
• Meetings
e
• Communications
at

• Conflict management
• Shared values
lic

• Decision-making
up

• Align team values with the PMI Code of Ethics and Professional Conduct
D

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PMI®
Code of Ethics

D
RESPONSIBILITY
and Professional Conduct

Can you remember the four values

or
RESPECT FA I R N E S S
that drive ethical conduct for the
e
project management profession?
at

HONESTY
lic
up
D

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Team Charter*
and Ground • A document – electronic or paper, or a poster of the ground rules

D
Rules* • Created together with the team
• Includes:
• Shared values or
• Behavior guidelines
e
• Guidelines for communications and use of tools
• Decision-making guidelines
at

• Performance expectations
lic

• Conflict-resolution measures
• Meeting time, frequency, and channel
up

• Other team agreements — e.g., shared hours, improvement

activities
D

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Team Charter Example

is
D
or
e
at
lic

GROUND RULES
up
D

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Team
Communication
• Effective communication • Include communication

D
includes: expectations and details in the
team charter
o Verbal

o Written
or • Organize communications:

o Facilitate team and

o Behavioral
e
stakeholder collaboration
o Physical (notice boards)
at

Manage expectations
o Virtual o Check regularly to make sure
lic

it’s working!

o Plan and use retrospectives

up

to discuss communications
improvements
D

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Colocated,
Virtual Team* Colocated Team*
Virtual or

D
Both? • “Normal” in most workplaces • Interaction is easy

• Create opportunities for the • Better bonding is facilitated

organization: or
• Better skills at lower costs
• Use of physical tools,
collaboration and boards
e
possible
What kind of team are • Avoids relocation
at

you on? expenses

• Work/life balance
lic

• Rely on communication
technology
up

• May have bonding challenges

D

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Virtual Team Challenges

D
• Individual performance tracking
• Diversity - language, technological skill
• Solo working prohibits bonding
or
e
at
lic
up
D

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Running Virtual Teams

D
• Check in with people individually as
often as possible
• Conduct positive network-building
activities
or
e
at

What are your tips for creating a

positive virtual team experience?
lic
up
D

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Virtual Team Communication Technology

D
•

•
Plan team communication and collaboration methods
or
Consider working hours, geographical dispersion and security requirements

• Use appropriate tools:

e
• Task boards
at

• Messaging and chat

• Calendars
lic

• Document storage

• Knowledge repositories
up

• Videoconferencing
D

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Address Virtual Team
Member Needs

D
Facilitate and ensure collaboration as a
priority
Address the basic needs of a virtual team,
or
including:
e
• Cohesion
at

• Shared goals
lic

• Clear purpose
• Clarity on roles and expectations
up
D

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ECO Coverage

D
1.4 Empower team members and stakeholders
• Organize around team strengths (1.4.1)
2.16 Ensure knowledge transfer for project continuity

• Discuss project responsibilities within team (2.16.1)

or
•
e
Outline expectations for working environment
(2.16.2)
at

1.11 Engage and support virtual teams

• Examine virtual team member needs (e.g.,

lic

environment, geography, culture, global, etc.)

(1.11.1)
up

• Investigate alternatives (e.g., communication tools,

colocation) for virtual team member engagement
(1.11.2)
D

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D
or
e
Build Shared Understanding
at

TOPIC C
lic
up
D

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Seek Consensus for the
Project Among the Team

D
and Stakeholders

•
•
Demonstrate leadership behaviors
Focus on value
or
e
• Be a diligent, respectful and caring steward
•
at

Navigate complexity
• Embrace adaptability and resiliency
lic

Create artifacts:
•
up

Project charter

• Project vision statement

D

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Building a
Shared

D
Understanding
Guidelines • Share the project agreements (vision statement and project charter) with
or
stakeholders and the team
• Agree or negotiate to reach agreement and “buy-in”:
• Project agreements — stakeholders
e
• Roles and responsibilities, priorities and assignments — team
at

• Uphold the agreements throughout the project

lic

Use open and reliable communication methods and your

leadership “power skills”
up
D

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Project Vision
Statement

D
or
• Created by project sponsor or executive
e
• Includes a clear vision of the desired objectives and alignment with
the organization’s strategic goals
at

• Refer to it throughout the project to maintain alignment

lic
up
D

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Holistic
Understanding

D
of the Project First, find out...
Negotiation Goals
or
• The boundaries of negotiation for the project agreement

• What, if anything, is eligible for discussion or troubleshooting

• The desired objectives of the project

e
at

Then:

• Apply critical thinking and business acumen

lic

• Discover how the project fits in the organizational landscape and

business objectives
up
D

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How to Create
a Holistic

D
Understanding
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,

•
or
including asking the sponsor to clarify the vision statement!
Existing agreements may contain initial intentions for, or describe, a
project:
e
• Contracts with external parties
at

• Memorandums of understanding (MOUs)

• Service-level agreements (SLAs)
lic

• Letters of agreement or intent

• Verbal agreements
• Communication (especially emails) between key stakeholders
up

• Statements of work (SOW)

D

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Refer to
Business

D
Case and
Business case:
Business
• A documented economic feasibility study
Needs or
• Establishes benefits of project work
• Provides a basis for authorization of further project activities
e
at

Business needs documents:

lic

• Identifies high-level deliverables

• A prerequisite of a formal business case
• Describes requirements — what needs creating and/or performing
up
D

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Negotiate and
Agree on • Interview stakeholders

D
Project • Gather expert judgment on technical success criteria

Success • Check:
Criteria •

•
or
Organizational (program, operations) key performance indicators (KPIs)

Lessons learned and historical data

e
• Quality policy
at

• User acceptance testing (UAT) requirements

lic

• Reporting and verification criteria for objectives

• Identification of deliverable and objective acceptance criteria for each
up

• A definition of done (DoD) may be specified for the project, in addition

to iteration outputs
D

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Help Everyone
Understand

D
the Vision • Use interpersonal and leadership “power skills” and open communication
Guidelines channels with stakeholders and team members
or
• Get creative with agile methods!

• A product box exercise to internalize the vision from the

e
customer’s point of view and emphasize product/project value
at

• Example: Here is why Oasestown residents will choose to

spend their time and money at SLC (followed by
lic

explanation of what it offers to customers)

• The XP metaphor technique explains a complex idea in simple,

up

familiar terms, using common language and vocabulary

• Example: SLC is the living room of Oasestown!

D

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Got Agreement on the
Project Agreements?

D
There is no single way to create a
project charter, but every project
needs to have one!
or
e
at
lic
up
D

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Project
Charter*

D
What it does and why it’s important:

• Authorizes project

or
• Enables project manager to apply resources to project work

• Defines rationale and business need

e
• Verifies alignment with strategic goals
at

• Keeps everyone focused on a clear project vision

lic

Usually created by project sponsor or project manager with

executive/stakeholder approval. Sometimes a statement of work
up

can serve as project charter.

D

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Project
Charter

D
Contents What’s included:

• Names - project sponsor, project manager, key

stakeholders or
• Project description, including preliminary requirements,
e
measurable objectives
at

• Business needs, including financial goals or milestones

• Summary schedule and milestones

lic

• Assumptions, boundaries and constraints, including

overall risk, approval requirements and approved budget
up

• Information from the business case, including success and

exit criteria
D

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Project
Charter:

D
Example

or
e
at
lic
up
D

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Kickoff Meeting

is
D
Purpose Internal/Team – held after agreements are finalized

•
Establishes project context

Assists in team formation

or •

•
Give project charter overview

Clarify team member roles and responsibilities

(may include the initial team charter)
• Aligns team and stakeholders with project vision
e
• Present results of planning efforts
at

Organizational/Public
• Initiate product backlog
• Announce project initiation
lic

• Share understanding of high-level vision, • Present product roadmap

purpose and value
• Identify sponsor, key stakeholders and project
up

manager
• Include high-level items from the project
charter
D

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ECO Coverage

D
1.2 Lead a team

• Set a clear vision and mission (1.2.1)

1.8 Negotiate project agreements

• Analyze the bounds of the negotiation for agreement (1.8.1)
or
• Assess priorities and determine ultimate objective(s) (1.8.2)
e
• Participate in agreement negotiations (1.8.4)
• Determine a negotiation strategy (1.8.5)
at

1.10 Build shared understanding

• Survey all necessary parties to reach consensus (1.10.2)
lic

• Support outcome of parties’ agreement (1.10.3)

1.12 Define team ground rules

• Communicate organizational principles with team and external
up

stakeholders (1.12.1)
• Establish an environment that fosters adherence to ground rules
(1.12.2)
D

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D
or
e
Project Approach
at

TOPIC D
lic
up
D

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First, Understand How and
Why Approaches Differ

D
• Changing perceptions of value — e.g.,
sustainability, customer-centricity
or
• Dynamic and perpetual global change
e
• Increasing complexity and risk
at

• Need to innovate and be dynamic

lic

Which project management

frameworks do you use?
up

Do you have a preference?

D

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Tailored
Development • Support dynamic work environments

D
Approaches • Discover value delivery requirements early

• Put stakeholders and the team in close collaboration

or
Advantages:
e
• Provide better feature or capability assessment — continuous
at

improvement and quality

lic

• Improve organizational tolerance for change

up

Servant leaders influence projects and encourage

the organization to think differently.
D

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Project Management Development Approaches

is
D
Certainty About
Characteristics Change and Risk
Requirements

• Plan-driven
• Linear sequence of
activities, in phases
or
High, from beginning
• Change possible, but
controlled
• Risks carefully studied
• Phase completion governed
and managed
e
by phase gates
at

• Change-driven • Built on assumption of

• Iterative or incremental Unclear or customer- high degree of change
lic

• Timeboxed cadence driven, so needs further • High tolerance of risk

(iterations/sprints) or discovery with guardrails for risk
continuous flow management
up

Tailored development approach, combining these elements

D

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Project or
Product?

D
A product is part of a project;
products have their own life
cycles.

Product management
or
e
represents a key integration
point within program and
at

project management.

Product owners are

lic

responsible for maximizing

the value of the product and
accountable for the end
up

product.
Can you explain why projects often have both a project
manager and a product owner?
D

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Life Cycle and
Development

D
Approach

.
or
e
Which type of life cycle is
at

depicted here?
lic
up
D

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Predictive Life
Cycle

D
FEASIBILITY
Visual

or
DESIGN

BUILD
e
at

TEST
lic

DEVELOPMENT DEPLOY
up

CLOSE
D

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Adaptive Life
Cycle

D
Example Initial Project and
Product Vision

Note the iterations on the

or
e
graphic, then describe
ITERATION 1 ITERATION 2 ITERATION 3
at

how this life cycle uses Product /

an incremental Service
Delivered
lic

approach. Feedback Feedback

Backlog Backlog
Prioritization Prioritization
up
D

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Cadence

D
Refers to the timing and frequency of
delivery of project deliverables.
• Single: One delivery at the end of the
or
project
e
• Multiple: Delivery separated into parts,
at

not necessarily sequentially

• Periodic: Like multiple deliveries, but on
lic

a fixed schedule — e.g., monthly or

bimonthly
up
D

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Adaptive Development Approaches

is
D
ITERATION OR SPRINT
INITIAL TEAM
VISION MVP(s) WORKS

PRODUCT
BACKLOG
USER
STORIES
or
INCORPORAT
E FEEDBACK DELIVER TO
CUSTOMER
DEFINITION
OF DONE MET DELIVER
PRODUCT
e
at

SUBSTANDARD
PIVOT IDEA
lic

DROP
up

Cadence can be time-boxed with

sprints/iterations or a continuous flow.
D

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Development
Approach and development approach or method, which
Project professionals use a _______________________

D
Life Cycle can be predictive, iterative, incremental, adaptive, or hybrid, to create and
Terminology deliverable which is a unique and verifiable product, result, or
evolve a ___________,

Quiz or
capability to perform a service.

A project passes through a series of logically related activities, called

• Deliverable
e
phases from its start to its completion. This entire process is called a
_______
• Development
at

approach life cycle

_________.
• Phases
lic

• Life cycle deliverable is required to complete a process, phase, or

Acceptance of a ___________
project.
up
D

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Hybrid Life
Cycle and

D
Development
Approach
or
• Accomplished by tailoring

• Combines adaptive and predictive life cycles and/or development

e
approaches
at

• Useful when requirements are uncertain or risky

• Also useful when deliverables can be modularized, or when deliverables

lic

can be developed by different project teams

• Uses iterative and incremental development

up
D

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Hybrid Project
Approaches:

D
Examples

or
• Use agile or iterative practices within a predictive framework

• Use predictive artifacts or processes within an adaptive life cycle

e
• Business analysis techniques assist with requirements
at

management

• New tools help identify complex elements in projects

lic

• Organizational change management methods prepare for

transitioning project outputs into the organization
up
D

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What Can Be
Tailored?

D
• Project life cycle or
• Development life cycle components
e
• Way of working (WoW)
at

• Knowledge management
lic

• Change management

• Project governance
up

• Benefits management
D

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Development
Approaches • Deliverable type and the development approach influence the number

D
Guidance and and cadence for project deliveries.
Probing • The development approach and the desired delivery cadence determine
Questions or
the project life cycle and its phases.

• How much unplanned work?

e
• How does the team prefer to work?
at

• What cadence suits our work?

• What does the customer want? Is incremental value delivery even
lic

important to them?
• What’s our schedule? Do we want a steadier, building approach or a faster
pace?
up

• What’s our risk appetite/threshold?

• Are sprints helpful?
D

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Assess
Complexity:

D
Far from
agreement
The Stacey CHAOS
Fundamentally
Complexity risky
Model
-Ralph D. Stacey
or COMPLEX
Requirements

e
Adaptive
approaches
at

COMPLICATED work well here

lic

Linear
SIMPLE approaches
Close to work well here
agreement
up

Close to Far from

certainty Technical Capability
certainty
D

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Suitability
Filter:

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A Diagnostic
Visual Based on
Survey Data or
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Iterative and Incremental: Overview

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Development Approaches

Predictive
or
Hybrid Adaptive
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Increasingly Iterative and Incremental

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• Compatible with each other

• Used in hybrid and adaptive projects
• Break down development cycle to enable early value delivery
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Iterative Way of Working: Video

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or
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Scrum

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or
• This is a commonly used agile framework that offers suggestions for how
work can be organized to maximize value to the end user.

• Scrum is implemented at a product development team level.

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• Roles include a scrum master/senior scrum master who facilitates
at

ceremonies (meetings); iterations are called sprints.

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Remember that Agile frameworks focus on influencing the entire

organization, including leadership and company culture.
up
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Scrum
• Sprint planning
Ceremonies

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• Team collaborates with product owner to plan work for current sprint
Overview • Scrum master/senior scrum master facilitates

• Daily scrum
or
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal
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• Not a status meeting
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• Sprint review – can include Demo

• Held at end of sprint
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• Team, product owner and stakeholders attend, or customers review progress

and give feedback to adapt product
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• Sprint retrospective
• Team identifies improvements to performance and collaboration
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Agile
Ceremonies • Product strategy meeting – product owner shares product vision

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• Daily standup or standup

We've discussed the

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• Team status meeting
• 5 to 15 minutes, timeboxed
• Not necessarily daily
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ceremonies over the last
few slides. Do you use
at

• Backlog refinement
them in your
• Product owner prioritizes items on backlog
organization? How
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effective do they seem to

• Project retrospective
be to you?
• Held at the end of a project to review work and processes
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• Like lessons learned

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ECO Coverage

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2.13 Determine appropriate project methodology/
methods and practices
or
• Assess project needs, complexity and magnitude
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(2.13.1)
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• Recommend project execution strategy (e.g.,

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contracting, financing) (2.13.2)

• Recommend a project methodology/approach

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(i.e., predictive, adaptive, hybrid) (2.13.3)

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End of Lesson 2
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©2023 Project Management Institute, Inc. All rights reserved.
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