Prepared by

1- Mustafa Alzalmeh
2- Noura Alshowair
3- Ranad Basuway

Presented to
Dr. Ahmed Alsenosy

Final summary
of
PMP course.

21/03/2024
LESSON 1
What is PMP: project is a series of structured tasks, activities,
and deliverables that are carefully executed to achieve a
desired outcome
Projects’ Characteristics:
 Creates a unique product, service or result.
 time-limited.
 Drives change
 Enables value creation for a business or organization.
 Unique combination of products, location, environment,
services, or results
 Repetition
 Developing
 Expanding
 Merging
 Improving a business process
 Acquiring and installing
 Exploring
 Modifying
 Conducting research to reach project goal.
 Constructing
 Project has a definite beginning and end.
Project end when:
 Objectives will not be met.
 objectives have been achieved.
 No more Funding.
Project success depends on:
 Organizational project maturity
 Project manager e ectiveness
 Funding and resource
 Team skills

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  Team, key stakeholders Collaboration and
communication.
 core problem and related needs assessment.

The benefit of the project may be tangible, intangible, or both:

 Tangible Elements (Tools, Market share)
 Intangible Elements (Trademarks, Reputation)
Organizational Process Assets (OPAs) include:
 Guidelines and criteria.
 Organizational standards.
 Templates standards.
 Communications requirements.
 Closing a project procedure.
Storing project information, including:
 Files, Policies, procedures, guidelines, HR documentation
and Lessons-learned repository.
Enterprise Environmental Factors (EEFs) may include:
Conditions, not under the immediate control of the team
 Organizational culture, structure, and governance.
 Stakeholder risk tolerances.
 Political climate and situations.
 Geographic distribution of facilities and resources.
 Government or industry standards.
 IT infrastructure.
Organizational project management OPM:

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A System for Value Delivery

Projects, Programs, Portfolios:

Project Management Principles:

Guidance for All Project Practitioners
 Be a diligent, respectful and caring steward.
 Recognize and evaluate.
 Navigate complexity
 Create a collaborative project team environment

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  Demonstrate leadership behaviors
 Optimize risk responses
 E ectively engage with stakeholders
 Tailor based on context
 Embrace adaptability and resiliency
 Focus on value
 Build quality into processes and deliverables
 Enable change to achieve the envisioned future state

A project performance domain:

is a activities that are critical for the e ective delivery of project
outcomes.
Each domain resulting in specific desired outcomes:
 Stakeholders derive project agreement and benefits And
avoided negative.
 Team High performance and interpersonal skills.
 Development Approach and Life Cycle deliver value for
business, facilitate.
 Planning
 Project work
 Delivery (business objectives, outcomes, time frame.
 Measurement (understanding, decision making, avalue).
 Uncertainty little or no negative impact.
The Agile Manifesto for Software Development:

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Principles Behind the Agile Manifesto 1 to 12:

 Satisfy the customer.

 Changing requirements.
 Software frequently and shorter timescale.
 Work together.
 Motivated individuals.
 Face-to-face conversation.
 Working software.
 Sustainable development.
 Technical excellence and good design
 Simplicity.
 Self-organizing.
 Regular intervals.
Doing Agile vs. Being Agile:
 Iterations are likely to be shorter.
 Products evolve.
 Adopt a flexible, change-friendly way.
 Understand the purpose.
 Select appropriate practices.
 Internalize agile.

Tailor Projects to Contexts:

Tailoring: is important based on the type of project and its size
and importance include determining which portions or elements
should be added, modified, removed, blended, and/or aligned.

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CREATING A HIGH-PERFORMING:
Build a team:
 Obtain the people.
 manage teams.
 resources that team will need.
 Develop the team.
 Track team performance.
T-Shaped Skills: becoming more cross functional, help
accomplish and Improves the team goals.
Team Member Considerations:
 relevant skill sets
 Avoid single-points-of-failure
 generalizing specialists
 Physical resources.
 Access rights
Project Stakeholders: may a ect, be a ected by, or perceive
itself to be a ected by a decision, activity, or outcome of a
project.

Interpersonal skills:

 Cultural awareness
 Conflict  Decision making
 Networking  Facilitation
 Observation  Leadership
 Servant  Meeting management
 Team building  Negotiation

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The RACI Chart: Define the involvement of stakeholders in
project activities.

Pre-Assignment Tool:
 Attitudinal surveys
 Specific assessments
 Ability tests
 Focus groups
 Structured interviews
Diversity and Inclusion: (Cultural, Industry and languages)

Team Improvement objectives include:

 Enhance team knowledge, skills, trust, performance, and
decision making.
 Reduce conflicts, cost and time.
Resource Management Plan:

 (Roles) The function of the person

 Organization Chart
 Training and development
 Rewarded and recognized

Project Responsibilities within the Team:

 Experience
 Knowledge
 Skills
 Attitude
 International factor
 self-organizing
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Define Team Ground Rules

Ground rules: Clear expectations regarding to Improves

performance, communication and Decreases risk of confusion.

Team Charter:

 Shared values .
 Communications tools.
 Decisions
 Resolves conflicts.
 Team meets
 Team agreements

Code of Ethics and Professional Conduct:

 Respect
 Honesty
 Responsibility
 Fairness

Guidelines to Manage and Rectify Ground Rule Violations:

 Rules are established.

 Assess opportunities for remediation.
 Removing or replacing
 Focus on its core values.

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Empower Team Members and Stakeholders:

Team Strengths:
leverage the team members’ skills to improve team
performance.
SWOT: Identify team strengths and weaknesses to organize
around team strengths.

Estimates:
have the best knowledge of:
 The risks
 Level of e ort
 Potential pitfalls
 Hours of e ort
 Story Point technique
Estimation Techniques:
 T-Shirt Sizing
 Story Point
 Planning Poker

Team Task Accountability:

Gantt charts and Kanban boards to promote visibility and
collaboration.
 self-organize
 work that needs to be done

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  How to perform
 Who should perform
Retrospective:
s a time specifically set aside for the team to reflect on its
performance and practices
 Set the Stage
 Gather and Share Data
 Generate Insights
 Make Decisions
 Close
Train Team Members and Stakeholders:
Elements of Training:
 Provided to teams, small groups, individuals
Delivery models might include:
 Instructor-led classroom
 Virtual classroom
 Sel f-paced e-learning
 Document reviews
 Interactive simulations
 On-the-job training
Training and coaching Plan:
 Training
 Scheduling
 Gap analysis
 In competencies or possibly certification
Training Options:
 Virtual Instructor-led training
 Self-paced e-learning
 Document reviews

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Training Cost Estimates:
consider the costs associated to training the project.
Cost might include:
 Content creation and editing
 Content hosting and delivery
 Instructional
 Courseware printing and distribution
 Venue costs
 Logistics
Training Calendar:
 dates and locations.
 Schedule published
 confirmation messages
 signatures of attendees
 Manage the training schedule and timing
Training, Coaching and Mentoring:
 Training: - Learn skills
 Coaching: - how to apply new skills
 Mentoring: - Development h through long-term
Baseline and Post-Training Assessments:
 measuring the e icacy of training
 pre-assessment before training
 post-assessment to demonstrate competence.
Engage and Support Virtual Teams:
Basic needs of a virtual team:
 Shared goal
 Clear purpose
 Clarity on roles and expectations
 Manager facilitate

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Alternatives for Virtual Team Member Engagement:
 Team dynamics
 Transparency
 Accountability
 Attention to e ective communication
Communication:
 key to successful
 tea shared work hours
 Team charter
 to use and not use to shared document repositories
 good retrospective
Task Boards:
Visualizes, track progress and maximizes e iciency of work.
Examples: to-do lists, procedure

Guidelines to Implement Options for

Virtual Team Member Engagement:
 collaboration.
 commitments, achievements, and opportunities .
 significant amount of feedback
 meet in person
Calendar Tools:
 Shared calendars help
 Improve focus
 Encourage team
 work on track

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Powers of a PM:
 members becoming isolated from other team
 focus on shared commitments vs. individual
 reinforce the team goals
Guidelines to Continually Evaluate the E ectiveness of Virtual
Team Member Engagement:
 Track progress
 Ensure value commitments
 Use videoconferencing tools
 Timebox your meetings.

Build a Shared Understanding about a Project

Vision statement might include:
 Product or solution description
 users
 objectives
 Di erentiators
 features and benefits

Project Charter:
 Description  Purpose
 Risk  Objectives
 Summary  Requirements
 Approval  Resources
 Stakeholders
 Responsibility  Criteria
 Sponsor

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Project Overview Statement:
 Communicates
 criteria for success
 Brevity and clarity
 project planning.

Agile Ceremonies:
 Sprint Planning (Review)
 Daily Standup (rea irm commitment)
 Sprint Review (receive feedback)
 Sprint Retrospective (improve its performance)
Kicko Meeting:

Consensus: A decision-making process used by a group to reach

a decision that everyone can support.
 Fist of Five (vote by holding up five fingers)
 Roman voting (thumbs up, down)
 Polling (point of view)
 Dot voting (e sticky dots)

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15
LESSON 2
STARTING THE PROJECT
Starting the project:
Determine Appropriate Project Methodology/Methods and
Practice:
Business case:
 economic feasibility study
 a basis for authorization
 establish the benefits
Business needs documents:
 high-level deliverables
 formal business case
 what needs to be created
Project Methodologies, Methods, and Practices:
 Agile
- Modern, collaboratively, determine need and drives the
project forward.

 Predictive/Plan Driven
- Traditional and plans are developed.

 Hybrid
- Combined strategy from agile or predictive for need.
Assessment of Project Needs, Complexity, and Magnitude:
 Agile
- Changes easy, not costly, Complex environment and not
fully known.
 Predictive/Plan Driven
- Changes expensive and coordinated timing is
important.
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  Iterative
- Dynamic requirements and repeated activities.
 Incremental
- Dynamic requirements and repeated activities and
Speed to deliver.
 Hybrid
- costs to changes, interested in another method, but not
comfortable to fully adopt.
Progressive Elaboration: increasing the level of detail in a project
and more accurate estimates.
Rolling Wave Planning: planning technique in near term.
 Used in agile or predictive approaches
 progressive elaboration
 Decompose detail
 Decompose work packages
Predictive Life Cycles: A form project scope, time, and cost.
 Fixed requirements
 Activities performed once per project
 Single delivery
 Goal: Manage cost
Iterative Life Cycles: scope is generally, routinely modified.
 Dynamic requirements
 Activities repeated until correct
 Single delivery
 Goal: Correct solution

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Incremental Life Cycles: deliverable is produced through a
series of iterations.
 Dynamic requirements
 Activities performed once per increment
 Frequent small deliveries
 Goal: Speed

Agile Life Cycles: cycle that is iterative or incremental.

 Dynamic requirements
 Combines iterative repetition and incremental deliveries
 Goal: Customer value

Hybrid Methodologies:
 includes adaptive and predictive components
 Shorter, iterative time frames
 High stakeholder involvement
 More in-depth requirements

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2 Plan and Manage Scope

Project Scope: deliver a product, service, or result with the

specified features and functions.
Product Scope: features and functions that characterize a
product.
 Predictive - associated WBS dictionary.
 Agile - Backlogs reflect current project needs.
 Measure completion of project scope.
 Measure completion of the product scope.
Scope Management Plan: describes how the scope will be
defined, developed, monitored, controlled, and validated.
 processes to prepare a project scope
 Enables the creation of the WBS
 how the scope baseline approved
 how formal acceptance completed
 formal or informal, or highly detailed.
Requirements Management Plan: component of the project
describes how requirements analyzed.
Components include:
 How requirements activities will be planned, tracked, and
reported
 Configuration management
 Requirement's prioritization
 Product metrics
 Traceability structure
Project Requirements: agreed-upon conditions or capabilities of
a product.
 High-level requirements
 must verify requirements
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  foundation for building the WBS
Guidelines for Collecting and Eliciting Project Requirements:
Review the following plan:
1. scope management .
2. requirements management.
3. stakeholder engagement.
4. project charter.
5. stakeholder register.
 Use tools and techniques.
 Document the requirements.
Elicitation Techniques:
 Document analysis.
 Questionnaires.
 Benchmarking.
 Interview.
Elicitation Techniques/ Decision Making:
 Unanimity
 Majority
 Autocratic
 Plurality
Elicitation Techniques/ Data Representation:
Mind mapping: used to consolidate ideas created into a
single map to reflect and generate new ideas.
A inity diagram: allows large numbers of ideas to be
classified for review and analysis.
Elicitation Techniques:
 Focus groups
 Observation
 Facilitated workshops
 Prototype
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  Storyboarding
Requirements Documentation:
 Business requirements
 Stakeholder requirements
 Solution requirements
 Project requirements
 Transition requirements
 Requirements assumptions, dependencies, and
constraints.
Project Scope Statement: The description of the project scope.
Guidelines to Develop a Project Scope Statement:
 Review the scope.
 Review the project charter.
 Review the requirements documentation.
 Review the OPAs.
 tools and techniques.
 project scope statement.
Scope Tools and Techniques:
 EXPERT JUDGMENT
 ALTERNATIVES ANALYSIS
 MULTI-CRITERIA DECISION ANALYSIS
 FACILITATION
 PRODUCT ANALYSIS
Product Analysis: A tool to define scope that generally means
asking questions about a product and forming answers.
 Product breakdown
 Systems analysis
 Requirements analysis
 Systems engineering
 Value engineering

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  Value analysis
Work Breakdown Structure WBS: hierarchical decomposition of
the total scope of work.
Guidelines to Create a WBS:
 scope management plan
 scope statement
 requirements documentation
 Review the EEFs and OPAs
 tools and techniques
 expert judgment
 notes on work
 scope baseline
WBS Dictionary: document that provides detailed deliverable,
activity, and scheduling information of work.
WBS dictionary include:
 Resources required to
 complete the work
 Cost estimations
 Quality requirements
 Acceptance criteria
 Technical references
 Agreement information
 Code of account identifier
 Description of work
 Assumptions and constraints
 Responsible organization
 Schedule milestones
 Associated schedule activities
Scope baseline: approved version of a scope statement, and its
associated WBS dictionary.

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Scope baseline components can include:
 Project scope statement
 WBS :
Work package
Planning package
 WBS dictionary
Product and Iteration Backlogs:
 product backlog is expected work to deliver.
 product backlog changes.
 ongoing exercise weekly or monthly.
 Product backlog items (PBI) work is completed.
 PBIs are edited, clarified and added as necessary.
 iteration backlog items that can conceivably be completed
within the time period.
 Teams must estimate the e ort.
User Stories:
 Projects deliver value.
 help teams focus on that value.
 frame who is to benefit from work.
 desire as a story instead of a detailed requirement.
Tools and Techniques for using when Verifying the Scope:
 Done
 Ready
 Acceptance Criteria
 Validate Scope
 Iteration Reviews
 Variance Analysis
 Trend Analysis

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3 Plan and Manage Budget and Resources
Cost estimates: approximation activity in a project.
Cost include:
 Direct labor
 Materials
 Equipment
 Facilities
 Services
 Information technology
 Contingency reserves
 Indirect costs
 Logical estimates
 decisions and baselines.
Advantages and Disadvantages of Estimating Techniques:
DIS ADVAN:
 di icult for manage cost estimates
 time consuming
 May be inaccurate
ADVAN:
 ensure no work is inadvertently omitted
 very accurate and more responsibility
 not time consuming
Common Estimate Types:
 Definitive estimate
 Phased estimate
 Rough Order of Magnitude
Budget Estimates:
 estimated costs of individual activities or work packages
 contains all the funding needed

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  cost performance, cost baseline
Cost Baseline: approved version of the time-phased project
budget.
 Time-phased budget
 Monitors and measures cost
 Includes a budget contingency
 Varies from project to project
Funding Limit Reconciliation: comparing the planned
expenditure of project funds against any limits on the
commitment of funds.
 Budget incoming and outgoing flows.
 Large expenditures incompatible with organizational
 Funding limits help overspending
Budget Planning:
BURN RATE: Burn rates are often used by agile projects to
budget costs for planned iterations / sprints / increments.
Consider: Cost as well as value Organization and stakeholder
attitudes towards cost.
Resource Costs:
 Match project need to resource attributes (availability,
experience, knowledge/skills, attitude and average rate)
 Assign a blended rate
 Estimate points
Use a simple formula to estimate the cost per point:
– Σ (loaded team salaries for period n) / points completed in
interval n
Use a formula to estimate budget:
– (Cost per point * total point value of items to be completed) +
other expenses = forecast budget

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Guidelines to Determine a Budget:
 cost management plan
 resource management plan
 scope baseline
 schedule for type
 risk register
 Review the EEFs and OPAs
 tools and techniques
 project budget
 funding requirements
 Update
How to establish cost baseline and S-Curve:
Slide 60
4 Plan and Manage Schedule

Project Schedule: presents linked activities with planned dates,

durations, milestones, and resources.
 starting and finishing
 planned dates
 Coordinates activities
 Tracks schedule performance
Benchmarks and Historical Data / Processes:
benchmarking is the comparison of a project schedule to a
schedule for a similar product or service produced elsewhere,
help assess the feasibility of a project.
Historical data can come from other projects completed within
an organization, good starting point.

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Processes involved in Project Schedule Management include:
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
Schedule management plan: establishes the criteria and the
activities for developing, monitoring, and controlling the
schedule.
 Describes activities
 Identifies a scheduling method
 Schedule format
 Establishes criteria for developing
Establishes criteria for developing:
 schedule mode
 activity duration
 Units of measure
 procedure links
 Control thresholds
Schedule Management Considerations for Agile/Adaptive
environments:
 timeline may be developed
 activities scheduled iteratively
Two main iterative approaches:
 Iterative scheduling with backlog
 On-demand scheduling

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Iterative Scheduling with a Backlog:
 Progressive elaboration
 specific time window
 Requirements defined
 Stories prioritized
 priority and time box
 stories backlog
 Constructed later
 business value early
 changes/adaptations
 complex dependency relationships
On-Demand Scheduling:
 not use traditional
 pull work from a queue
 Kanban and Lean methodologies
 incremental business value
 activities divided in equal
 complex dependency relationships
Project Activities: performed during the course of a project, work
packages, and tasks might be used interchangeably.
 lowest level of the WBS.
 smaller component of a decomposed
 referring to project
management software
Features:

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Milestone: significant point or event in a project, program, or
portfolio.
Guidelines for Estimating Project Activities:
 schedule management plan.
 scope baseline for the WBS.
 Review the EEFs and OPAs.
 Analyze and decompose work.
 Consult SMEs.
 Evaluate all constraints.
 evaluate your activity list.
Activity Dependency:
 is a logical relationship
 whether the start of an activity is contingent
 precedence relationships

Types of Activity Dependencies:

 Mandatory
 Discretionary
 External
 Internal
Precedence Relationships: logical dependency used in the
precedence diagramming methods.
 sequence in which the activities should be carried out.
 start and finish date
 Predecessor activity
 drives successor activity.
Guidelines to Sequence Project Activities:
 schedule management plan for information
 Review the activity list
 Review the activity attributes
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  Review the milestone list for the dates for specific
schedule
 milestone events.
 scope statement.
 Review the EEFs .And OPAs
 Use tools and techniques such as PDM
 Document schedule network
Activity Duration Estimates:
 Activity duration estimate
 Elapsed time
 E ort
Three-Point Estimation:

Guidelines to Estimate Activity Durations:

 Involve the work package familiar owners
 Consult lessons learned
 Determine how you want to work
 resource requirements

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  Review the resource
 resource calendars
 interactions with other projects
 project scope statement
 risk register
 resource breakdown
 tools and techniques
 duration estimates.
Schedule Presentation Formats:
 Gantt Chart
 Milestone Chart
 Schedule Network Diagram with Dates
Gantt Chart: bar chart of schedule information where activities
are listed on the vertical
 start and end dates,
 precedence relationships.
 percentage completion
 present project
Milestone Chart:
 summary level view of a project’s
 icons or symbols
 fine details
Project Schedule Network Diagram with Dates:
 start and finish dates to activities
 project status of activity

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Critical path: The sequence of activities that represents the
shortest possible duration.

Critical path activity: Any activity on the critical path in a project

schedule.

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Total float: The amount of time that a schedule activity can be
delayed or extended from its early start date.

Ongoing Progress Based on Methodology:

Measuring the project’s progress with respect to the schedule
consists of:
 Monitoring the project to update.
 Managing changes to the schedule baseline.
In an agile approach, evaluate progress by:
 amount of work delivered and accepted to the estimate of
the work to be completed
 Review completed work in regular Sprint demos.
 record lessons learned
 deliverables are produced, validated, and accepted.
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Use Resource Calendars:
 Document resource availability
 estimating project activities
 how long identified team vailable
 elaborate and update it
Smoothing and Levelling:
Smoothing:
 Adjusts the activities of a schedule model
 Does not change the critical path
 not be able to optimize all resources
Levelling:
 Adjusts start and finish dates
 balance demand for resources
 use resources have limited availability
 Can change the critical path
Schedule Compression Techniques:
Crashing:
 Shortens schedule duration by adding resources.
 only for activities on the critical path
Does not always produce a viable alternative.
Fast-tracking:
 reduce time
 increased risk, and increased cost

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STARTING THE PROJECT

PLAN AND MANAGE QUALITY OF PRODUCTS AND

DELIVERABLES

Starting the project includes determining appropriate project methodology/methods and

practices, planning and managing scope, budget, resources, schedule, quality of
products/deliverables, integrating project planning activities, procurement, establishing
project governance structure, and planning and managing project/phase closure.

QUALITY

Quality is defined as the degree to which inherent characteristics fulfill requirements.

Standards are established documents serving as models, and regulations are
requirements imposed by a governmental body. Quality management involves ensuring
that products meet specifications and standards.

QUALITY MANAGEMENT PLAN

The Quality Management Plan is crucial in outlining how quality control will be handled
throughout the project, including cost of quality, quality metrics, control tools,
performance reviews, and root cause analysis.

COST OF QUALITY

Cost of Quality refers to all costs incurred due to prevention, appraisal, and failures to
meet requirements. It involves investing in quality to avoid nonconformance issues,
ensuring customer satisfaction.

QUALITY METRICS

Quality metrics describe project or product attributes and provide ways to measure them,
such as percentage of tasks completed on time, cost performance, failure rate, defects
identified per day, and customer satisfaction scores.

QUALITY CONTROL TOOLS

Quality control tools include checklists, statistical sampling, questionnaires, performance

reviews, root cause analysis, cause-and-effect diagrams, control charts, histograms, and
scatter diagrams for data representation, analysis, and gathering. These tools help in
identifying and addressing quality issues.

DATA GATHERING, ANALYSIS, AND REPRESENTATION

Data gathering techniques include questionnaires, surveys, and statistical sampling. Data
analysis tools like performance reviews and root cause analysis assist in measuring project
progress and identifying underlying reasons for variances. Data representation methods

35
like cause-and-effect diagrams, scatter diagrams, and control charts help in visualizing
and analyzing data to improve quality.

CONTROL LIMITS AND VARIABILITY

The text discusses Upper Control Limits (UCL), Lower Control Limits (LCL), and the mean
of a process. It explains that measurements exceeding the range between these control
limits are considered unstable and may indicate a special source of variance. This
variability is atypical and may require further investigation.

PARETO CHART

The text introduces a Pareto chart, a hierarchical histogram used to rank causes of
problems. It emphasizes the importance of identifying special sources of variance and
using Pareto charts to address them efficiently.

QUALITY CHECK IN CHOCOLATE PRODUCTION

The project team includes quality engineers who want to implement a quality check at
the end of the production line for foreign objects in chocolate. This includes a $30,000
scanning tool procurement cost. The text poses a question on project cost and quality
conformance metrics.

PROJECT PLANNING ACTIVITIES

The text outlines various project planning activities, including starting the project,
managing quality, scope, budget, schedule, and procurement. It also discusses the
importance of project governance structure, stakeholder engagement, and project
closure.

PLAN FOR COMPLEXITY AND CHANGE

Lastly, the text provides strategies for managing complexity and change in a project, such
as reframing problems, balancing data, and simulating scenarios. It emphasizes the
importance of addressing uncertainty, human behavior, and the organization's system. It
also mentions iterative planning, stakeholder engagement, and planning for failure as key
strategies.

PMIS

Lastly, the text briefly discusses Project Management Information System (PMIS),
emphasizing its role in managing project data and facilitating communication among
stakeholders.

36
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

The text discusses how a PMIS, exemplified by Microsoft Project, enables quick and
efficient scheduling by automatically performing calculations. It consists of tools and
techniques to gather, integrate, and disseminate project management processes outputs.

PROJECT MANAGEMENT PLAN DEVELOPMENT GUIDELINES

The guidelines include reviewing the project charter and other outputs, as well as EEFs
and OPAs. It emphasizes using tools and techniques, facilitation techniques, and
documenting the project management plan. Assessing incremental delivery options and
factoring in dynamic changes are also highlighted.

AGILE APPROACHES FOR MANAGING CHANGE

The text mentions Agile approaches such as Disciplined Agile, Scrum of Scrums, and
Scaled Agile Framework for managing change in highly dynamic and complex projects. It
focuses on finding the best "way of working" for teams and integrating software delivery.

ACTIVITY: INTEGRATING PROJECT PLANNING ACTIVITIES

The text poses questions about integrating subsidiary plans into the overall project
management plan. It quizzes on factors impacting design and stakeholder feedback
types, with options like Agile, Iterative, Predictive, and Incremental approaches.

PLAN AND MANAGE PROCUREMENT

This section covers starting the project, determining appropriate methodology and
practices, managing scope, budget, resources, schedule, and quality. It discusses
integrating project planning activities, establishing project governance, and procuring
goods and services externally through make-or-buy decisions.

PROCUREMENT STRATEGY AND DOCUMENTS

The text delves into procurement strategy considerations, make-or-buy analysis, and
make-or-buy decisions. It explains procurement documents like SOW, RFQ, IFB, RFI, RFP,
and EOI, detailing their significance in project procurement. The make-or-buy decision
impact on cost, time, quality, and resource availability is also highlighted.

PROCUREMENT MANAGEMENT PLAN

37
The Procurement Management Plan outlines the types of contracts that will be used, the
process for obtaining and evaluating bids, standardized procurement documents that
must be used, and how multiple providers will be managed.

SOURCE SELECTION CRITERIA

The Source Selection Criteria includes factors such as overall or life-cycle cost,
understanding of need, technical capability, production capacity, past performance, and
proprietary rights that a seller must meet to be selected for a contract.

QUALIFIED VENDORS

Qualified Vendors are approved to deliver products or services based on procurement

requirements for a project, with the list created based on historical vendor information or
market research for new resources.

BIDDER CONFERENCES

Bidder Conferences are meetings conducted by the buyer before bids are submitted,
where requirements, terms, and conditions are explained, and buyer clarifies queries
ensuring vendors have a common understanding.

COMPONENTS OF CONTRACTS

Components of Contracts include descriptions of work, delivery dates, identified

authority, responsibilities, management aspects, price and payment terms, provisions for
termination, applicable guarantees, and warranties.

TRADITIONAL CONTRACT TYPES

Traditional Contract Types include Firm Fixed Price (FFP) where the price is set at the
outset, Cost-reimbursable involves payment for actual costs, and Time & Material is a
hybrid with aspects of both cost-reimbursable and fixed-price contracts.

FPIF CONTRACTS

Under Fixed Price Incentive Fee (FPIF) contracts, a price ceiling is set, and all costs above
the price ceiling are the responsibility of the seller. This type of contract is used when the
seller's performance period is over a considerable period, or payments are made in a
different currency. FPIF contracts have a fixed price but allow for predefined final
adjustments due to changed conditions like inflation.

FPEPA CONTRACTS

38
Fixed Price with Economic Price Adjustments (FPEPA) contracts are used when
adjustments to the contract price due to changed economic conditions are required. This
contract type involves a fixed price but with provisions for adjusting costs based on
economic changes.

COST REIMBURSABLE CONTRACT TYPES

Cost Plus Fixed Fee (CPFF) contracts reimburse the seller for all allowable costs and
provide a fixed fee payment. Cost Plus Incentive Fee (CPIF) contracts also reimburse the
seller for costs but include predetermined incentive fees based on performance
objectives. Cost Plus Award Fee (CPAF) contracts include fee payments based on
subjective performance criteria defined in the contract.

AGILE CONTRACT TYPES

Agile contract structures include multi-tiered agreements capturing fixed and variable
items, value delivery-focused milestone and payment terms, fixed-price increments, not-
to-exceed time and materials, graduated time and materials, early cancellation options,
dynamic scope options, and team augmentation.

SOLUTION DELIVERY PHASE

The solution delivery phase involves planning, analysis, design, implementation, testing,
training, handover, and support and maintenance. It covers the process of documenting,
designing, implementing, testing, and transferring the solution to the customer.

CONTROL PROCUREMENTS PROCESS

The control procurements process focuses on monitoring and controlling procurement,

ensuring that procured goods or services are delivered according to the terms and
conditions of the contract. It includes managing changes, adjusting costs, defining
performance criteria, and ensuring the delivery of procured items.

CONTRACTUAL PROCESSES AND INTEGRATED APPROACHES

The text outlines various processes and integrated approaches applied to the contractual
relationship, such as project plan execution, performance reporting, quality control,
change control, and project risk monitoring and control. These processes ensure that the
seller's work meets contract objectives and is managed effectively.

CONTROL PROCUREMENTS PROCESS

39
The Control Procurements process involves managing procurement relationships,
monitoring contract performance, making changes and corrections as needed, and
closing out contracts. It ensures that procurement activities are conducted efficiently and
in compliance with the contract.

CONTRACT CHANGE CONTROL SYSTEM

The Contract Change Control System is vital for managing procurement relationships. It
involves collecting, tracking, adjudicating, and communicating changes to a contract. It
specifically focuses on controlling contract changes, ensuring proper documentation,
dispute resolution, and approval levels for contract modifications.

TYPES OF CONTRACT CHANGES

The text discusses various types of contract changes, including administrative changes,
contract modifications, supplemental agreements, constructive changes, and termination
of contracts. Each type represents different scenarios or actions that may occur within a
contract.

LEGAL CONCEPTS WHEN MANAGING DISPUTES

Legal concepts such as warranty, waiver, breach of contract, and cease and desist letters
are mentioned in the text. These concepts help clarify rights and responsibilities in
contractual relationships, as well as potential legal actions that may be taken in case of
disputes.

CLOSING PROCUREMENTS AND GUIDELINES

The text provides guidelines for closing procurements, emphasizing the importance of
ensuring all products or services were provided, settling any outstanding issues,
conducting a procurement audit, and formally notifying the seller of contract completion.
It also highlights the significance of updating OPA documents and archiving contract files.

OVERALL SUMMARY AND ACTIVITY

The text covers essential processes in contract management, including controlling

procurement relationships, managing changes, handling disputes legally, and closing out
contracts effectively. It emphasizes the importance of following guidelines and best
practices to ensure successful procurement management. An activity at the end prompts
readers to apply their knowledge of managing suppliers and contracts.

TOPIC A: PROCUREMENT PROCESS

40
To rent three large monitors for a meeting, the first document you should prepare to
procure the monitors is the Procurement Statement of Work.

TOPIC B: CONTRACT MANAGEMENT

If you forget to inspect the monitors before the meeting and one doesn't work, the
correct term for this situation is Breach of Contract.

TOPIC H: PROJECT GOVERNANCE STRUCTURE

Project Governance involves the framework, functions, and processes that guide project
management activities to meet organizational, strategic, and operational goals. It includes
components such as project success criteria, issue resolution processes, and alignment
with organizational strategy.

TOPIC H: ESTABLISHING PROJECT GOVERNANCE FRAMEWORK

The Project Governance Framework includes components like project decision-making

processes, communication procedures, and guidelines for aligning governance with
strategy. It also encompasses project life cycle approaches and methods for reviewing
and approving changes.

TOPIC H: PROJECT PHASES

Project Phases are collections of logically related project activities that culminate in the
completion of deliverables, with outputs typically serving as inputs to the next phase.

TOPIC H: ESCALATION PATHS

Escalation Paths involve processes for escalating issues and resolving conflicts within the
project, ensuring smooth progress and effective decision-making.

TOPIC H: PHASE GATES

Phase Gates are reviews at the end of project phases where decisions are made to
continue to the next phase, modify the current one, or end the project. They serve as
checkpoints to ensure project progress aligns with objectives and requirements.

TOPIC H: GOVERNANCE IN ADAPTIVE PROJECTS

Governance in Adaptive Projects focuses on involving decision makers, documenting

outputs, and maintaining transparency to ensure project success and stakeholder
involvement.

TOPIC H: DETERMINING GOVERNANCE

41
Determining Governance involves practices to assure project success, understanding
phase-to-phase relationships, and adhering to directives from PMOs and sponsors to
align with governance goals.

TOPIC H: DEFINITION OF GOVERNANCE

Governance is defined as a set of practices to ensure project success, encompassing PMO

and sponsor directives, phase-to-phase relationships, and adherence to governance
gates.

PLAN AND MANAGE PROJECT / PHASE CLOSURE IN LESSON 5

In Lesson 5, the text discusses the importance of properly planning and managing project
or phase closure in project management. It emphasizes the significance of having a well-
defined closure process to ensure that all project objectives have been met and that all
deliverables have been completed according to specifications. The text outlines the steps
involved in project closure, such as conducting a final project review, obtaining approval
from stakeholders, and archiving project documentation. It also highlights the importance
of conducting lessons learned sessions to identify areas for improvement in future
projects. Overall, the text emphasizes the need for project managers to effectively plan
and manage project closure to ensure successful project completion.

IMPORTANCE OF PROPER PROJECT CLOSURE

The text also emphasizes the importance of proper project closure in project
management. It emphasizes that closure is a critical phase of the project life cycle and
should not be overlooked. Proper project closure ensures that all project objectives have
been met, all deliverables have been completed, and all stakeholders have been satisfied
with the results. It also allows for a smooth transition of project resources and team
members to other projects. The text stresses that project closure is essential for
evaluating the success of the project and for identifying areas for improvement in future
projects.

STEPS INVOLVED IN PROJECT CLOSURE

The text outlines the steps involved in project closure, including conducting a final project
review to assess project outcomes, obtaining approval from stakeholders to officially
close the project, and archiving project documentation for future reference. It also
highlights the importance of conducting lessons learned sessions to reflect on the
project's successes and challenges and identify opportunities for improvement. The text
emphasizes the need for project managers to carefully plan and manage project closure
to ensure that all project objectives are met and that the project is successfully
completed.

42
LESSON 3
DOING THE WORK
 Assess and Manage Risks
 Execute Project
 Communications
 Stakeholders
 Project Artifacts
 Project Change
 Project Issues
 Knowledge Transfer

1 Assess and Manage Risks

Risk:
 Positive risks: produce a positive outcome on project.
 Negative risks: negative impact on project.
Risk Management Plan:
 Risk strategy
 Methodology
 Roles and responsibilities
 Funding
 Timing
 contingency reserves
 Risk categories
Risk Identification:
 Checklist analysis
 Root cause analysis
 Assumption and constraint analysis
 SWOT
 Document analysis
 Prompt lists

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  Meetings
 Expert judgment

Risk Tolerance, Appetite, and Threshold:

 Risk tolerance : The maximum amount of risk
 Risk appetite * The degree of uncertainty

Qualitative Risk Analysis:

 Determines the risk exposure
 List of prioritized risks

FUNDAMENTALLY RISKY:

44
Probability and Impact Matrix:

Quantitative Risk Analysis Methods:

 Simulations (computer models to determine risk)
 Sensitivity analysis (greatest risk)
 Decision tree analysis ( represent decisions associated
costs and risks)
 Influence diagrams (graphical aid)
 Expected monetary value (EMV)( Multiply the monetary
value of a possible outcome)
Risk Responses:
 Planning risk responses
 Risks are addressed by priority,
 risk is assigned a risk response
 risk response strategies response.

45
  fallback plan

Positive Risk Strategies:

 Escalate
 Exploit
 Enhance
 Share
 Accept
Negative Risk Strategies:
 Escalate
 Avoid
 Transfer
 Mitigate
 Accept
Contingency Plans: A risk response strategy
 react to risk event and increasing benefits, include a
fallback plan
Guidelines to Determine and Implement Risk Responses:
 Examine - each identified risk
 Choose - the response strategy
 Ask - sponsor for help.
 Identify - backup strategies
 Determine - amount of contingency reserves
 Determine - how much of a contingency reserve.
 Consult - risk management plan
 Incorporate - risk response plan

46
2 Execute Project to Deliver Business Value
Creating a Culture of Urgency:
 Establish and cultivate
 communicating the importance
 Commit to be accountable
 Represent customer voice

Examination of Business Value: The benefit may be tangible,

intangible.
Business value can be:
 Financial
 Improvements
 New customers
 First to market
 Social
 Technological
Product Roadmaps:
 vary in appearance and presentation
 display the strategy and direction
 overarching vision
 progressively elaborated
 provide structure and associations.
 short-term and long-term visualization
Minimum Viable Product: MVP
 allows to see and experience
 tangible output channels
 provides inspiration and a sense of accomplishment

47
Minimum Business Increment: MBI
 When MVP might be disruptive
 product and functions are understood
 when value can be pinpointed
 when value benefits to the business
 Enables deliver bits of value
 Validate improvement
 build on that success

3 Manage Communications

Project Communications:
 Internal or external stakeholders
 message content and format
 Hierarchical focus
 O icial or uno icial reports
 Written or oral
Communications Management Plan:
 Stakeholder
 Communication Method
 Frequency
 Responsibility
 Notes
Components of the Communications Management Plan:
 Requirements
 Information
 Reason
 Time frame
 communication responsible
48
  confidential information
 information receiver
 Methods or technologies
 Budget
 issues that need visibility
 communications management plan
 terminology
 Information Flowcharts
 regulation or policies

Communication Requirements Analysis:

 Investigation of communication need
 e ective choices of technologies
 form of a grid, questionnaire, or survey
Communication Types:

49
Communication Models:
A description, analogy, or schematic used to represent how the
communication process will be performed for the project.
Communication Methods:
 Interactive: communication between multiple people and
information
 Push: sending information
 Pull: receivers accessing information

4 Engage Stakeholders

Stakeholder Categories:

 Sponsors
 Customers and users
 Sellers
 Business partners
 Organizational groups
 Functional managers
 Other stakeholders

Stakeholder Engagement Strategy:

 a strategy to involve each project stakeholder

 Enables right-level of management
 Enables development
 maintenance of relationships

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Stakeholder Engagement Assessment Matrix: is a matrix that
compares current and desired stakeholder engagement levels

Guidelines to Develop, Execute, and Validate a Strategy for

Stakeholder Engagement:

 Review project plan

 Review stakeholder register
 Review (EEFs)
 Review (OPAs)
 Use tools and techniques
 Hold team meetings
 Use classify the level of engagement
 Document engagement plan

5 Create Project Artifacts:

Project Artifact Characteristics: Any document related to the

management of a project.

 Acceptance Criteria
 Assumptions
 Business Case
 Change Requests
 Constraints

51
  Lessons learned
 Minutes of status meetings
 Project Charter
 Slide decks
 Requirements
 Scope
 Scope Baseline
 Subsidiary project management plans

Configuration Management:

 Control product
 Specifications
 Control the steps

Version Control:

 Each time the file is updated

 stamp contain a date/time
 contain version control

Storage/Distribution of Artifacts:

 stored in a location
 manageable given the complexity
 Cloud-based document storage and retrieval
 Built-in version control
 check-out and check-in
 document security
 email notification
 based on the size and complexity of the project

52
6 Manage Project Changes:

Change Management Plan:

 It should answer the following questions:

 Who can propose a change?
 What change?
 How to evaluate change?
 What steps to evaluate the change?
 When a change request is approved?
 How monitored to confirm completed satisfactorily?

Causes of Project Changes:

 Inaccurate initial estimates

 Specification changes
 New regulations
 Missed requirements

Change Control Systems:

Include:

 Forms
 Tracking methods
 Processes
 Approval levels required for changes

Change Control Board (CCB):A formally chartered group

responsible.

Change Control Strategy:

 Change identification
 Change documentation
 Analyzing the impact of the change

53
  Course of action
 Updating related plans

Approved Change Requests:

 Corrective action
 Preventive action
 Defect repair
 Update

Guidelines to Manage Project Changes:

 change control system is cost e ective.

 use of an existing CCB composed of project
 Document the e ect
 Obtain approval
 Use configuration management
 Coordinate changes across knowledge areas
 Update the project plan
 Document the causes of variances

7 Manage Project Issues:

Issues:

 Scope change control

 Schedule control
 Cost control
 Project variance analysis
 Quality
 Risk
 Procurement
 Communications

54
Risks and Issues:

Risks :

 Focused on the future

 positive or negative
 Is documented in the Risk Register
 “risk response”

Issues :

 Focused on the present

 Will always be negative
 Is documented in the Issue Log
 “workaround”

Issue log: A document where information about issues is

recorded and monitored.

Issue Resolution:

 add them to the issue log .

 issue should have an owner
 The due date realistic
 a regular topic of every status meeting
 Don’t hesitate to escalate an issue

7 Ensure Knowledge Transfer to Project Continuity

Types of Knowledge:

 Explicit knowledge (using symbols)

 Tacit knowledge (di icult share Personal knowledge)

Considerations of Lessons Learned:

 Scheduling lessons
 Conflict management lessons
 Vendor lessons
55
  Customer lessons
 Strategic lessons
 Tactical lessons
 Other aspects of lessons

Lessons-learned register: A project document used to record

knowledge gained during a project.

Lessons-learned repository: A store of historical information

about lessons.

Knowledge Transfer Approach:

 Networking .
 Facilitating
 Meetings, seminars
 Training
 shadowing

56
Lesson 4
4. KEEPING THE TEAM ON TRACK

CREATING A HIGH-PERFORMING TEAM

Creating a high-performing team involves building a team, defining team ground rules,
negotiating project agreements, empowering team members, supporting virtual teams,
training team members, building shared understanding about a project, planning and
managing scope, budget, resources, schedule, quality of deliverables, procurement, and
establishing project governance structure.

STARTING THE PROJECT

Starting a project includes planning and managing scope, budget, resources, schedule,
quality of deliverables, procurement, and project governance structure, as well as
integrating project planning activities.

DOING THE WORK

Executing the project to deliver business value involves managing communications,

engaging stakeholders, managing project changes, creating project artifacts, managing
project issues, ensuring knowledge transfer for project continuity.

KEEPING THE TEAM ON TRACK

Keeping the team on track entails leading a team, supporting team performance,
addressing and removing impediments, managing conflict, mentoring relevant
stakeholders, collaborating with stakeholders, and applying emotional intelligence to
promote team performance.

LEADERSHIP SKILLS AND TRAITS

Effective leadership in project management requires skills such as conflict management,

cultural awareness, decision making, facilitation, negotiation, networking, servant
leadership, and team building. Leadership traits include personal ethics, integrity,
trustworthiness, interpersonal skills, conceptual and analytical skills.

SERVANT LEADERSHIP

Servant leadership, commonly used in Agile, focuses on facilitating rather than managing,
providing coaching and training, removing work impediments, and focusing on
accomplishments while adopting a growth mindset. Servant leaders prioritize the growth
and development of team members through listening, coaching, and supporting their
self-discovery and self-awareness.

57
GROWTH MINDSET

The concept of a growth mindset, as introduced by Stanford psychologist Carol Dweck

and colleagues, revolves around the belief that an individual's capacities and talents can
be improved over time. It emphasizes the importance of avoiding complacency,
embracing new ideas, and continuously seeking ways to innovate and improve.

SALIENCE MODEL AND POWER GRIDS

The salience model classifies stakeholders based on their level of authority, immediate
needs, and involvement in the project. Similarly, the power/interest grid groups
stakeholders based on their authority and interest, while the power/influence grid focuses
on authority and involvement in the project.

PSYCHOLOGICAL SAFETY AND DIVERSITY

Psychological safety is crucial for high-performing project teams, allowing team members
to feel comfortable being themselves at work. It fosters a healthy work environment that
embraces diversity, builds trust, ensures ethical decision-making, and promotes mutual
respect.

REWARD AND RECOGNITION PLANS

Reward and recognition plans play a vital role in motivating team members. Rewards are
tangible, consumable items given for specific achievements, while recognition is
intangible, focusing on behavior rather than outcomes. Both aim to increase feelings of
appreciation and motivation within the team.

SUPPORT TEAM PERFORMANCE

The project manager's role in supporting team performance includes addressing and
removing impediments, managing conflicts, collaborating with stakeholders, mentoring
relevant individuals, and applying emotional intelligence to promote team performance.
These tasks are essential for ensuring the project's success and cannot be delegated.

PROJECT MANAGER'S ROLE

In a centralized model, the project manager plays a crucial role in ensuring alignment of
project deliverables, managing project performance, making integrated decisions,
monitoring progress, and effectively communicating with stakeholders. They are
responsible for the overall success of the project and must oversee all project activities,
transitions, and closures.

58
KEY PERFORMANCE INDICATORS

Key Performance Indicators (KPI) are a set metric used to evaluate a team’s performance
against the project vision and objectives. KPIs follow the SMART acronym, which stands
for Specific, Measurable, Achievable, Relevant, and Time-bound.

TEAM CULTURE AND EMPOWERMENT

Empowering the project team allows for timely decision-making which increases
responsibility and ownership. Interfering with the team reduces motivation, while
fostering team collaboration and decision-making enhances team cohesion.

PERFORMANCE ASSESSMENT TASKS

Performance assessment tasks involve comparing performance to goals, reclarifying roles

and responsibilities, delivering feedback, discovering unresolved issues, creating and
monitoring individual training plans, and establishing future goals. The purpose of
assessment is to improve interaction between team members, solve issues, deal with
conflicts, improve skills, and increase team cohesiveness.

GUIDELINES TO MEASURING PERFORMANCE

John Doerr's quote "Only Measure What Matters" emphasizes tailoring performance
measurement to the project context and stakeholders. This involves measuring
percentage of work completed, actual duration against projected dates, actual costs,
team allocations, technical performance, risk, and more.

DESCRIPTION OF SCOPE

Monitoring the scope involves measuring completion against the baseline and ensuring
alignment from the initial product roadmap to iteration backlogs. User stories and DoD
should be checked against feedback and requirements.

CONTINUOUS FLOW DIAGRAM

The Continuous Flow Diagram assesses throughput, lead and cycle time, WIP, backlog,
and work in progress. Monitoring resources involves ensuring timely availability and
release of physical resources, comparing planned vs actual utilization, and addressing
shortages or surpluses promptly.

PHYSICAL RESOURCE MANAGEMENT

Physical resource management includes reviewing performance usage, ensuring timely

availability, monitoring expenditures, identifying and addressing shortages or surpluses,
informing stakeholders, influencing factors, managing changes, and obtaining approvals
for changes impacting schedule or cost baselines.

59
QUALITY MANAGEMENT

Project managers use Control Quality process to verify that deliverables meet functional
and nonfunctional requirements, suggest improvements, ensure compliance, and provide
feedback on variances. Quality goals are set by the team, customers, and product owners,
with feedback from iterations continuously monitoring quality using SLAs, KPIs, and Lean
Six Sigma frameworks.

VERIFICATION OF DELIVERABLES

Project teams verify deliverables based on quality standards, with metrics and tolerance in
mind. Deliverables are presented to and accepted by the customer, with corrections
implemented if needed. Agile teams may conduct quality assurance cycles and reviews
using methodologies like Scrum.

RISK MONITORING

Monitoring risks involves continuously assessing status, probability, and impact,

identifying new risks, reassessing current risks, closing outdated risks, and improving risk
effectiveness. Regular questions and audits help in evaluating the overall risk exposure
and individual risks.

RESERVE ANALYSIS

Reserve analysis is crucial for establishing contingency and management reserves,

comparing the remaining amount, and communicating effectively. Updating risks in the
risk register, using risk lists, and logs help in managing risks effectively.

TEAM DEVELOPMENT

Team development stages include Forming, Storming, Norming, Performing, and

Adjourning, following Tuckman's model. Understanding these stages helps in managing
teams effectively and enhancing productivity.

MANAGEMENT BY OBJECTIVES

Management by Objectives involves setting clear objectives collaboratively with the

project team, ensuring they are challenging yet attainable. Objectives can be set at the
start of a project or phase, and throughout the project life cycle during iteration planning
sessions.

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EARNED VALUE MANAGEMENT (EVM)

EVM is a method used to track project performance, cost, and schedule performance,
ensuring that projects are on track and within budget. It helps in evaluating the project's
progress and forecasting future performance.

EARNED VALUE MANAGEMENT (EVM)

EVM is a methodology that integrates scope, schedule, and resource measurements to

evaluate project performance and progress. It is essential to understand the monetary
value of work contribution and monitor metrics such as Schedule and Cost Variance,
which includes EV, AC, and PV in order to track project control costs effectively.

COST VARIANCE & SCHEDULE VARIANCE

In the context of EVM, metrics such as CV and SV are used to determine if a project is
under, on, or over planned cost and ahead of, on, or behind schedule. These calculations
involve EV, AC, and PV, along with indicators like CPI and SPI to provide insight into
project performance in terms of schedule and cost.

EAC & ETC

Estimation at Completion (EAC) and Estimation to Completion (ETC) are tools utilized to
forecast future costs and schedules based on the current project performance. Adjusting
the budget at completion (BAC) with the Cost Performance Index (CPI) helps project
managers project future costs accurately.

PERFORMANCE REPORTS

Various forms of performance reports, such as Information Radiators, Burndown Charts,

Burnup Charts, and Earned Value Management Reports, serve as visual aids to present
project progress and analyze actual outcomes against planned or expected results. These
reports assist in making informed decisions to ensure project success.

VALUE STREAM MAP

A Value Stream Map is a lean enterprise technique used to document, analyze, and
improve the flow of information or materials in producing a product or service for a
customer. This tool aids in identifying and addressing inefficiencies in the workflow,
contributing to enhanced project delivery processes.

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SHIPPING INFORMATION FLOW

The text provides a breakdown of the shipping information flow, detailing the time ladder
involved in the process, from receiving to the customer. It outlines the product flow and
the timing associated with each step along the way.

PRODUCTION PLAN PROCESS

The text also touches on the production plan process, highlighting the various stages
involved and the timeline associated with each process. It emphasizes the importance of
efficient coordination between suppliers and customers to ensure timely delivery.

SUPPORTING TEAM PERFORMANCE

Dr. Ahmed Alsenosy discusses the importance of supporting team performance in project
management. The text outlines activities to enhance team productivity, such as
identifying potential process issues through value stream mapping and use of charts to
measure cost and schedule performance.

ADDRESSING AND REMOVING IMPEDIMENTS, OBSTACLES, AND

BLOCKERS

The text provides insights into overcoming impediments in project management, such as
utilizing techniques like backlog assessment and daily standups to track impediments and
keep the team on track. It also highlights the role of servant leaders in handling
impediments and optimizing the workplace for team efficiency.

Overall, the text emphasizes the significance of efficient information flow, production
planning, and addressing impediments to enhance team performance and ensure
successful project outcomes.

ADDRESSING IMPEDIMENTS

In order for a team to do their best work on a project and achieve its desired objectives, it
is crucial to address any impediments that may interfere with or slow down day-to-day
progress. Various tools and practices, such as annual conferences, daily standups, Kanban
boards, and lessons learned, can be used to bring attention to these impediments on a
regular basis.

MANAGE CONFLICT

Managing conflict is a responsibility of all stakeholders involved in a project, but the

project manager plays a crucial role in influencing the direction and handling of conflict.
In agile projects, the project manager facilitates conflict resolution while empowering the
team to resolve conflicts themselves. Interpersonal and team skills are essential in
ensuring positive results when handling conflict, and as a servant leader, the project
manager assists in the removal of impediments or sources of conflict.

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CONFLICT MANAGEMENT

Effective conflict management is essential in maintaining productivity, performance, and

positive relationships within a team. Utilizing various conflict resolution methods can help
prevent reduced productivity, poor performance, animosity, and destructive behavior. By
applying emotional intelligence and promoting team performance, conflict can be
managed in a way that leads to improved understanding, performance, and productivity.

CONFLICT MANAGEMENT APPROACHES

There are different approaches to conflict management that can be applied depending
on the situation. These approaches range from withdrawing or avoiding conflict to
collaborating and problem-solving. Conflict can escalate from a problem-solving stage to
a personal or relationship-oriented level, where issues are no longer the focus.
Understanding the different levels of conflict and utilizing appropriate conflict
management strategies is crucial in resolving conflicts effectively.

LEVELS OF CONFLICT

Conflicts can escalate from a problem-solving stage to an intractable situation where

people are incapable of understanding the issues and relationships are ruined. Levels of
conflict include problem-solving, disagreement, contest, fight/flight, and intractable
situation/war. It is important to address conflicts at an early stage to prevent escalation
and maintain positive relationships within a team.

CONFLICT RESOLUTION APPROACH

In the scenario presented, the conflict resolution approach used by the project manager
is to facilitate a meeting between conflicting team members to search for a settlement
acceptable to both. This approach is aimed at resolving conflicts that arise within the
team and fostering collaboration.

TEAM CHARTER COMPONENTS

A team charter typically includes team values, team agreements, and team operating
guidelines. These components help establish a clear framework for team behavior,
expectations, and interactions.

COLLABORATING WITH STAKEHOLDERS

Collaborating with stakeholders is essential for project success. It involves activities such
as managing conflict, mentoring relevant stakeholders, and applying emotional
intelligence to promote team performance. Stakeholder engagement plans and
stakeholder registers are key tools in this process.

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STAKEHOLDER IDENTIFICATION AND ENGAGEMENT

Stakeholder identification involves analyzing and documenting relevant information

about stakeholder interests, involvement, influence, and potential impact on project
success. Stakeholder engagement plans outline strategies and actions to promote
productive involvement of stakeholders in project decision-making and execution.

FACILITATING A MEETING

Guidelines for facilitating a meeting include ensuring that the meeting is appropriate to
the stakeholder's needs, establishing clear objectives, conducting the meeting efficiently,
and actively engaging participants. Effective communication, clarity of purpose, and a
focus on stakeholder engagement are crucial elements in successful meeting facilitation.

MEETING MANAGEMENT

To ensure effective engagement in a project, it is essential to set and distribute an agenda

prior to the meeting start, start meetings promptly to support a sense of urgency, review
the agenda set prior to the meeting and change as stakeholders deem necessary, allow
others to speak and share as appropriate, take notes or record the meeting with
permission, keep the meeting discussions on topic, save off-topic discussions for another
time, recap the meeting and any action items to follow the meeting, thank everyone for
attending, adjourn the meeting per the scheduled time or earlier, and distribute the
meeting notes or recording as agreed.

COLLABORATING WITH STAKEHOLDERS

To collaborate effectively with stakeholders, it is important to address and remove

impediments, obstacles, and blockers, manage conflict, mentor relevant stakeholders,
apply emotional intelligence to promote team performance, lead and support the team,
and lead a team. Mentoring relevant stakeholders in a project and expanding that
mentorship throughout the organization can significantly increase the knowledge base
and skill sets of all project stakeholders.

APPLYING EMOTIONAL INTELLIGENCE

Emotional intelligence is crucial in promoting team performance. It helps with self-

awareness, self-regulation, motivation, social skills, and empathy. By understanding one's
emotions and those of others, conflicts can be minimized. It is also important to look
beyond personality indicators and use tools like the Big Five Personality Model (OCEAN)
and Myers-Briggs Type Indicator to better understand team dynamics. It is crucial to seek
permission, explain the use of such tools, and not make fixed assumptions or judgments
based on results.

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DETERMINING RELEVANT STAKEHOLDERS

When refining the backlog, mentoring the product owner on grooming best practices can
be beneficial. Onboarding a new project team member involves guiding them on the
processes used by the team. When a team member must purchase material for the
project, showing them procurement best practices and the organization's procurement
process is essential. Mentoring relevant stakeholders in various project aspects and
expanding that mentorship throughout the organization can lead to more successful and
effectively managed projects.

PSYCHOLOGICAL TEAM ROLES

Personality can affect various aspects within a team, including the role you have within
the team, how you interact with the rest of the team, and whether your values align with
the team's. Psychological team roles include results-oriented individuals, relationship-
focused team members, innovative and disruptive thinkers, process and rule-followers,
and pragmatic team members.

SELF-AWARENESS ELEMENTS

Self-awareness involves understanding elements such as emotional awareness, accurate

self-assessment, self-confidence, and how to regulate oneself in various situations. These
elements are crucial for personal and team growth and success.

SELF-REGULATION ELEMENTS

Self-regulation involves elements like self-control, trustworthiness, conscientiousness,

adaptability, and innovation. These elements help individuals navigate various situations
and challenges effectively and ethically.

MOTIVATION ELEMENTS

Motivation elements include achievement drive, commitment, initiative, and optimism.

These elements drive individuals to set and achieve goals, remain committed, take
initiative, and approach challenges with a positive mindset.

EMPATHY ELEMENTS

Empathy elements involve understanding others, service orientation, developing others,

leveraging diversity, and political awareness. These elements are crucial for effective
communication, building relationships, collaborating, and understanding the dynamics
within a team.

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SOCIAL SKILLS ELEMENTS

Social skills include communication, building bonds, and collaboration and cooperation.
These skills are essential for fostering strong relationships, effective teamwork, and
successful collaboration within a team.

CHANGE CATALYST

Change catalysts focus on managing tough problems directly, effectively exchanging

information, cultivating clear communication, achieving mutual awareness, building
connections with colleagues, establishing large casual networks, keeping others informed,
searching for mutually rewarding relationships, fostering a collaborative environment,
cultivating options for cooperation, balancing job duties and professional relationships,
working together to share strategies, knowledge, and assets, challenging the current
situation to appeal for change, advocating for change, appreciating the importance of
change, and exhibiting the change anticipated of others.

SOCIAL SKILLS ELEMENTS

These elements focus on conflict management, including resolving disputes, managing

difficult individuals, urging open discussion of issues, and engineering resolutions for
both sides. Emphasizing the importance of emotional intelligence for promoting team
performance, these elements also include detecting clashes, moving disputes into the
open, managing tough individuals, and coordinating events to sell an idea and approval.

INFLUENCE

Focused on influencing others, this section highlights the importance of assertiveness,

seeking out new opportunities to influence others, building solid relationships, and
displaying effective leadership through modeling a vision for collective goals.

LEADERSHIP

Leadership involves identifying change catalysts, enhancing leadership skills, directing

others' performance, attracting group members, displaying team characteristics,
safeguarding the team and its reputation, and ensuring knowledge transfer for project
continuity.

TEAM CAPABILITIES

Team capabilities revolve around building high-performing teams, starting a project

effectively, doing the work, keeping the team on track, and keeping the business in mind
through managing compliance requirements, evaluating and delivering project benefits,
and evaluating and addressing innovational changes. The focus is on planning, executing,
leading, managing, and collaborating within a team environment to maximize efficiency
and productivity, solve problems, motivate people, and meet stakeholder requirements.

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INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT CHANGES

The text discusses the importance of recognizing and adapting to both internal and
external business environment changes. This includes understanding how changes in the
market, technology, and regulations can impact the organization.

SUPPORT ORGANIZATIONAL CHANGE

The text emphasizes the need for supporting organizational change to effectively
navigate these environment changes. This involves determining the appropriate project
methodology and implementing risk assessment and management strategies to mitigate
potential challenges.

DETERMINE THE APPROPRIATE PROJECT METHODOLOGY

One key aspect of supporting organizational change is determining the appropriate

project methodology. This involves assessing the risks involved and establishing effective
management strategies to ensure successful implementation of change initiatives. By
prioritizing this step, organizations can better adapt to the evolving business
environment

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Lesson 5
KEEPING THE BUSINESS IN MIND

MANAGE COMPLIANCE REQUIREMENTS

Compliance requirements in a project must be identified, tracked, and managed

throughout the project, including legal and regulatory constraints related to specific
practices, privacy laws, and handling of sensitive information. Compliance-related risks
need to be managed, tracked, and validated to ensure project deliverables meet
compliance requirements. Configuration management systems are used to record and
track project deliverables and compliance information. Execution reports and variance
analysis are crucial in monitoring and controlling compliance-related variances and
ensuring the project stays on track.

EVALUATE AND DELIVER PROJECT BENEFITS AND VALUE

Evaluation and delivery of project benefits and value are essential aspects of project
management. Ensuring project activities align with the overall goals and objectives, as
well as regularly assessing deliverable status, progress, and compliance-related risks is
crucial. Planning and managing quality, procurement, and project governance structure
are key components in evaluating and delivering project benefits and value.

EVALUATE AND ADDRESS INTERNAL AND EXTERNAL BUSINESS

ENVIRONMENT CHANGES

Evaluating and addressing internal and external business environment changes are
necessary for project success. Supporting organizational change, determining appropriate
project methodology, and risk assessment and management are vital aspects in adapting
to changing business environments. Continuous evaluation and addressing of changes
ensure project alignment with evolving business needs and priorities.

SUPPORT ORGANIZATIONAL CHANGE

Supporting organizational change involves empowering team members, engaging

stakeholders, managing communications, and addressing project issues effectively.
Ensuring knowledge transfer for project continuity, creating project artifacts, and applying
emotional intelligence to promote team performance are crucial in supporting
organizational change efforts. Mentorship of relevant stakeholders and collaboration
along with stakeholder engagement further support organizational change initiatives.

PLAN AND MANAGE PROCUREMENT

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Planning and managing procurement, as well as ensuring knowledge transfer for project
continuity, are critical in meeting compliance requirements. Detailed variance analysis in
project reports is essential in identifying and addressing variances related to compliance,
ensuring the project stays on track. Regular reporting on compliance variances and
proposed changes helps in controlling the project effectively to meet compliance
requirements and deliver expected value.

COMPLIANCE BEST PRACTICES

The text outlines five best practices for compliance. These include keeping
documentation updated with compliance needs and risks, prioritizing compliance in risk
planning, forming a compliance council including relevant legal and technical specialists,
conducting formal compliance audits, and emphasizing compliance stewardship as a
responsibility.

NONFUNCTIONAL REQUIREMENTS

Nonfunctional requirements like availability, capacity, continuity, and security are crucial
considerations for compliance. The project manager must ensure that compliance
requirements, even if documented as nonfunctional, are tracked and managed for the
solution to meet the expected functionality and desired level of compliance.

SIGN-OFFS AND APPROVALS

The process of obtaining sign-offs and approvals for compliance is detailed, emphasizing
the importance of stakeholders' involvement in reviewing and approving deliverables.
Compliance sign-offs throughout the project help in identifying potential compliance
threats early, capturing variances, and avoiding negative impacts like project delays, cost
overruns, and increased risks.

ESCALATION PROCEDURES

Escalation procedures for noncompliance issues are outlined, detailing how project
managers should handle issues within tolerance levels and escalate when necessary for
adjudication. Stakeholders responsible for managing noncompliance issues must be
identified during project and risk planning stages.

ANALYZING CONSEQUENCES OF NONCOMPLIANCE

Guidelines for analyzing the consequences of noncompliance are provided, emphasizing

the need to define constraints, business rules, and stakeholders responsible for
compliance. Tracking and managing review activities and associated risks are crucial to
addressing noncompliance effectively.

AUDITS

The text highlights the importance of conducting audits by external teams to verify
compliance with organizational policies, processes, and procedures. Audits help identify

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gaps, share best practices, offer improvements, and contribute to lessons learned for
future projects.

DATA ANALYSIS AND DECISION MAKING

The text discusses various data gathering and analysis techniques like checklists, process
analysis, and alternatives analysis to make informed decisions. It also mentions decision-
making techniques and data representations such as cause and effect diagrams and
histograms.

QUALITY MANAGEMENT METHODS AND TOOLS

The text outlines different quality management methods like Six Sigma and Plan-Do-
Check-Act. It also provides a list of tools and techniques like audit reports and affinity
diagrams that can be used for quality management.

PROJECT COMPLIANCE MANAGEMENT

The text provides guidelines on managing project compliance, leveraging QA tools,

establishing clear quality management plans, and using QA outputs to confirm
deliverable and process compliance. It emphasizes the importance of measuring
compliance and addressing any noncompliance issues early on.

STRATEGIC ALIGNMENT AND BUSINESS MANAGEMENT SKILLS

The text highlights the importance of aligning projects with an organization's strategic
plan and understanding business functions. It also discusses the significance of having a
working knowledge of business functions and product expertise to maximize the business
value of projects. The definition and significance of a strategic plan are also outlined.

PMI TALENT TRIANGLE

The PMI Talent Triangle is explained as a framework reflecting the skills necessary for
project professionals. It includes ways of working, power skills, and business acumen to
navigate the evolving world of project management. The importance of mastering diverse
ways of working, critical interpersonal skills, and effective decision-making to align
projects with broader organizational strategies is emphasized.

STRATEGIC MANAGEMENT ELEMENTS AND FRAMEWORKS

Agile projects often utilize goal-setting frameworks such as OKRs (Objectives and Key
Results) to define organizational objectives and key results. This framework helps in
understanding the organization's goals and desired outcomes.

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EXTERNAL BUSINESS ENVIRONMENT ANALYSIS

Various frameworks like PESTLE, TECOP, and VUCA are used to analyze external factors
that can impact a project. Additionally, comparative advantage analysis, feasibility studies,
SWOT analysis, assumption analysis, historical information analysis, and risk alignment
with organizational strategy are important in understanding and mitigating risks.

HOW OKRS HELP DELIVER BUSINESS VALUE

OKRs are utilized to set measurable goals and track outcomes in organizations. Best
practices include supporting objectives with measurable key results, aiming for a 70%
success rate, writing action-oriented and inspirational OKRs, and ensuring concrete,
measurable outcomes.

VALUE ANALYSIS

The process of value analysis involves examining each component of business value to
understand its cost and improve it cost-effectively to enhance overall business value.

BENEFITS MANAGEMENT PLAN

The benefits management plan outlines how and when the benefits of a project will be
derived and measured, including target benefits, strategic alignment, timeframe, benefits
owner, metrics, and associated risks.

BENEFITS TRANSITION AND SUSTAINMENT

Responsibilities include transitioning reviewed benefits management plans to ensure

benefits realization and sustainment, tailoring solutions for benefits realization, and
proposing improvements or modifications as work for future iterations. The handover or
transition process involves a review of the benefits management plan.

BENEFITS OWNER

A benefits owner, such as a business analyst, sponsor, or operations manager, is

responsible for ensuring that project work reaps benefits for the organization. This
individual assists in transitioning requested benefits to the receiving organization,
establishes and monitors measurement metrics and methods, and reports to
management on the realized results of delivered benefits.

VERIFY BENEFITS REALIZATION

Using chosen metrics, the product owner reports on progress for each tangible benefit,
while a subjective determination may be more useful for intangible benefits. Reporting
should include progress toward tangible benefits being met, any benefits at risk of not
being realized as planned, any resulting negative impacts on strategic objectives, and the
potential ending of project team support.

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RELEASE MANAGEMENT

In Agile projects, high-value capabilities can be converted into delivered solutions early.
The product owner defines initial capabilities that make up the Minimum Business
Increment (MBI). In traditional projects, releases occur at the end when everything is
done. MBIs offer enough high-value aspects of a solution to start using and benefiting
from it, allowing for subsequent releases driven by the availability of features,
organizational tolerance for changes, and time cadence.

BENEFIT COST ANALYSIS

Also known as a cost-benefit analysis, this analysis is frequently used to compare

potential projects to determine which one to authorize. The goal is to select the
alternative whose benefits outweigh costs by the largest amount, and the accuracy of
cost and benefit estimates determines the value of the analysis.

RETURN ON INVESTMENT (ROI)

Return on Investment, or ROI, is a financial metric that measures the gain or loss from an
investment relative to the amount of money invested. It is sometimes called the rate of
return and is usually expressed as a percentage. A positive ROI is considered a good
investment, while a negative ROI indicates a bad investment.

PRESENT VALUE (PV)

The present value is a financial tool used to calculate the current value of a future sum of
money based on a specific rate of return. It helps in determining the present value of an
investment based on future cash flows.

NET PRESENT VALUE (NPV)

NPV is a financial tool used in capital budgeting that compares the value of a dollar today
to the value of the same dollar in the future, considering inflation and discount rate. It
helps in determining the present value of all cash outflows minus the present value of all
cash inflows.

INTERNAL RATE OF RETURN (IRR)

IRR is another financial tool commonly used in capital budgeting, representing the
interest rate that makes the net present value of all cash flows zero. It helps in
determining the rate of return from an investment.

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NET PROMOTER SCORE (NPS)

Net Promoter Score measures a customer's willingness to recommend a provider's

products or services on a scale of -100 to 100. It is calculated by subtracting the
percentage of detractors from the percentage of promoters and helps indicate customer
satisfaction and loyalty.

NET PROMOTER SCORE (NPS)

The Net Promoter Score (NPS) is a metric used to measure customer loyalty by asking
customers to rate their likelihood to recommend a product or service on a scale of 0-10.
Promoters are those who rate 9-10, while Detractors rate 0-6. By calculating the
percentage of Promoters minus the percentage of Detractors, the NPS can range from -
100 to 100, with higher scores indicating higher levels of customer loyalty.

AB TESTING

AB Testing is a method used in marketing to determine user preferences by showing

different sets of users similar services with one difference, known as the independent
variable. By analyzing the results of the AB testing experiment, project teams can
optimize the solutions they provide to users based on their preferences. This method
helps in making informed decisions about which approach is most effective for user
engagement.

DECISION TREE ANALYSIS

Decision Tree Analysis is a diagramming and calculation technique used to evaluate the
implications of multiple options in the presence of uncertainty. By assessing different
scenarios and their potential outcomes, decision makers can make informed choices
based on the probabilities associated with each option. This analysis helps in determining
the most cost-effective choices by considering the best and worst-case returns for each
decision.

INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT CHANGES

In order to evaluate and address internal and external business environment changes,
project teams need to consider factors such as compliance requirements, project benefits
and value delivery, organizational change, continuous process improvement, and PESTLE
analysis. The impact of organizational changes on project scope should be carefully
managed, and project sponsors and managers need to have visibility into internal and
external business plans and activities.

BACKLOG REPRIORITIZATION

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Product Owners play a crucial role in prioritizing work based on the value it will provide
to the business. They are accountable for the ultimate business value of the solution
produced by the project team, create and socialize the product vision, coordinate
business needs, and define and prioritize user stories. By answering team questions and
providing timely feedback, Product Owners ensure that the team is aligned with the
business goals and priorities.

SCRUM MASTER DUTIES

A Scrum Master's responsibilities include facilitating communication between the team

and stakeholders, removing impediments hindering team progress, ensuring the proper
implementation of the Agile Scrum framework, supporting collaboration and continuous
learning within the team, organizing and facilitating Agile Scrum meetings, monitoring
team and project performance, and guiding and developing the skills of team members.

SWIMLANE ROADMAPS

Swimlane roadmaps provide high-level visibility to project tasks, deliverables, and

milestones. They should reflect changes made to the backlog for effective project
management.

GOVERNANCE BOARD

The Governance Board, also known as the Project Board or Steering Committee, provides
project oversight and may include project sponsors, senior managers, and PMO
resources. It reviews key deliverables, provides guidance for project decisions, and acts as
an intermediary between project and organizational governance.

CHANGE MANAGEMENT

Change management is essential for organizational success and requires a

comprehensive, cyclic, and structured approach for transitioning individuals, groups, and
organizations from a current state to a future state. It focuses on aligning projects with
organizational goals and employs continuous process improvement.

ORGANIZATIONAL CHANGE

Organizational change requires individual change, and the ADKAR model outlines the
milestones individuals must achieve for successful change: Awareness, Desire, Knowledge,
Ability, and Reinforcement. Implementing a Change Management Framework involves
defining knowledge transfer, training, and readiness activities, conducting attitudinal
surveys, creating informational campaigns, and being transparent about potential effects
of changes.

ROLLOUT PLAN

The rollout plan is not a project management plan component and involves defining
knowledge transfer, training, and readiness activities needed for implementing change.

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Affects resource availability and project conduct, with main structures including
functional, projectized, matrix, and composite.

ORGANIZATIONAL TRANSFORMATION

Includes a North Star statement, customer insights, a transformation operating system,

internal volunteer champions, and employee transformation. Emphasizes plan for change
and organizational structures like hierarchical and functional.

RELATIVE AUTHORITY IN ORGANIZATIONAL STRUCTURES

Describes the project manager's authority relative to functional managers in different

organizational structures, including functional, matrix, and projectized. Discusses the
loyalty, reporting structure, role, and control levels in each type.

PROJECT MANAGEMENT OFFICE (PMO)

Types of PMOs are supportive, controlling, and directive, with varying levels of support
and compliance. Also mentions Agile Centres of Excellence (ACoEs) for coaching teams,
building skills, and mentoring sponsors.

CLOSE PROJECT/PHASE

Activities during closeout include completing planned work, archiving project

information, releasing team resources, and handling financial aspects like invoices and
contracts closure. Lessons learned are also discussed and documented.

CLOSE PROJECT OR PHASE CRITERIA

Closing a project or phase can occur in a variety of ways, including successful completion
of objectives, changes in requirements, lack of funding, significant risks, or no longer
needing deliverables. External factors such as laws, mergers, or economic changes can
also lead to project closure.

WHY PROJECTS OR PHASES CLOSE / FULFILLMENT

Projects or phases close when stakeholders accept deliverables based on acceptance

criteria. Acceptance criteria may change during the project life cycle, and a final
assessment against the mutually agreed definition of done occurs before the product
release. Acceptance criteria and definition of done (DoD) signify stakeholder satisfaction
with the product.

CLOSE PROJECT OR PHASE ACTIVITIES

Activities include acceptance of deliverables, transition to the customer, notifying

enterprise functions, preparing final reports, concluding external obligations, archiving

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project information, and releasing resources. A final report summarizes project
performance, scope, schedule, quality, cost, and risks.

TRANSITIONS (HANDOVERS)

Organizations may use a rollout or transition plan for project handovers. Deliverables are
given to the customer, and specifications for handovers are detailed in the project
management plan, tailored to deliver value incrementally to the organization.

FINALIZING CONTRACTS

Archiving contracts involves collecting, indexing, and filing contract-related information

like schedules, scopes, quality, costs, change documentation, payments, inspections, and
necessary approvals. The process ensures all contract-related documents are properly
stored and archived.

SUMMARY OF FINAL REPORT

The final report emphasizes the importance of transition planning artifacts, coordination
and strategy, and releasing and deploying deliverables in the most suitable manner to
ensure end-user awareness and proper usage. Close-out meetings involving stakeholders,
team members, project resources, and customers are crucial for reviewing project
performance. Guidelines for closing a project or phase include reviewing the project
management plan, confirming compliance requirements, releasing project resources, and
updating project records.

CONTINUOUS PROCESS IMPROVEMENT

Continuous process improvement involves assessing current CI methods, such as using

the risk register to assess current CI measures and ensuring lessons learned registers are
up to date. Lean Six Sigma is discussed as a collaborative team method that targets
customer needs and measures performance during project execution. Various approaches
to continuous improvement, such as Agile project management, Kaizen, and Plan Do
Study Act, are also outlined for enhancing project performance.

KEEPING THE BUSINESS IN MIND

Lastly, the text discusses the importance of continuous improvement approaches in

project management, such as Agile project management, Kaizen, and Plan Do Study Act.
These methods focus on defining objectives, executing plans, evaluating data, identifying
issues, and implementing modifications to improve processes. The text also mentions the
significance of involving all employees in the continuous improvement process to
enhance project performance and achieve better results.

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CONTINUOUS IMPROVEMENT TOOLS

The Lessons Learned Register is a crucial component of every project, serving as a source
for process improvement in future projects. It is essential to avoid filing it away at the end
of a project without referring to it. Retrospectives, common in agile projects, allow teams
to reflect on iterations and plan improvements for the next one. Experiments, such as AB
testing and team feedback, help identify improvements by enhancing team efficiency and
effectiveness.

PMP NEW CONTENT MAP

The PMP New Content Map outlines various aspects of project management, including
creating high-performing teams, starting the project, doing the work, keeping the team
on track, and keeping the business in mind. Building a team, defining team ground rules,
and negotiating project agreements are essential components of creating a successful
team. Planning and managing scope, budget, resources, and schedule are crucial for
initiating a project effectively. Assessing risks, executing projects to deliver business value,
managing communications, and engaging stakeholders are key elements of managing
project tasks. Leading a team, supporting team performance, addressing obstacles,
managing conflict, and applying emotional intelligence are essential for keeping the team
on track. Managing compliance requirements, evaluating project benefits and value,
supporting organizational change, and employing continuous process improvement are
vital for keeping the business in mind.

STRATEGIES FOR CONTINUOUS IMPROVEMENT

Continuous improvement strategies include conducting experiments one at a time to

isolate results effectively. Assessing and managing risks, executing projects to deliver
value, managing communications, engaging stakeholders, and managing project changes
are essential tasks to ensure project success. Evaluating and delivering project benefits,
supporting organizational change, and employing continuous process improvement are
key strategies for keeping the business in mind. Continuous improvement also involves
building a high-performing team, defining team ground rules, and empowering team
members and stakeholders. Additionally, training team members, building shared
understanding about a project, and planning and managing project activities are crucial
for achieving continuous improvement goals. Leadership, addressing obstacles, managing
conflict, mentoring stakeholders, collaborating with stakeholders, and applying emotional
intelligence contribute to promoting team performance and continuous improvement

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Thank you

21/03/2024