8PM PERFORMANCE DOMAIN – STAKEHOLDERS

Stakeholder: An individual, group, or organization that may affect, be affected by, or perceive itself to be affected
by a decision, activity, or outcome of a project, program, or portfolio.
Stakeholder Analysis: A method of systematically gathering and analyzing quantitative and qualitative information
to determine whose interests should be taken into account throughout the project.
Stakeholder engagement: includes implementing strategies and actions to promote productive involvement of
stakeholders. Stakeholder engagement activities start before or when the project starts and continue throughout the
project.
Stakeholder Engagement Steps:
1. Indentify: High-level stakeholder identification often occurs before the project team forms, while detailed
identification continues throughout the project. Some stakeholders are straightforward to identify, like the customer,
sponsor, project team, and end users. However, other stakeholders, especially those indirectly linked to the project,
can be harder to recognize.
2. Understand and Analyze: the project manager and team should strive to understand their emotions, beliefs, values,
and perspectives. This understanding is essential because these factors can create new risks or opportunities for the
project. Stakeholder dynamics can change rapidly, so continual assessment is necessary.
• Key aspects to analyze in each stakeholder include:
• Power: Their authority or decision-making capacity.
• Impact: Potential effect on project outcomes.
• Attitude: Their general disposition toward the project.
• Beliefs and Expectations: Their assumptions and anticipated benefits.
• Influence: Their sway over other stakeholders or project directions.
• Proximity and Interest: Their closeness and vested interest in project success.
• Regularly evaluating these factors helps manage stakeholder relationships and respond proactively to changes.
 The project team should consider how stakeholder interactions may influence motivations, actions, and behaviors.
Stakeholders often form alliances that can either support or challenge project objectives. For instance, if a key
manager is highly influential but holds negative views, the team can monitor these perceptions and respond
strategically. Confidentiality is crucial to prevent misinterpretation of the analysis.
Thứ tự ưu tiên: To prioritize, the project team typically focuses on those with the highest power and interest. Initial
prioritization is based on an analysis of influence and impact. As the project progresses, stakeholder priorities may
shift, requiring the team to reassess and adjust based on new or changing stakeholders.
3. Engagement: involves working with stakeholders to introduce the project, gather requirements, manage
expectations, resolve issues, and make decisions. This requires soft skills (active listening, interpersonal skills,
conflict management) and leadership skills (vision-setting, critical thinking).
Communication Types:
• Formal: Reports, presentations, official emails.
• Informal: Conversations, quick updates, casual emails.
Verbal: Meetings, phone calls.
Written: Memos, emails, status reports.

Communication methods:
• Push Communication: Information is sent to stakeholders directly. Examples include memos, emails, status reports,
and voicemail. Push is suitable for one-way communication but lacks immediate feedback, so it should be used
thoughtfully.
• Pull Communication: Stakeholders seek information themselves, like accessing an intranet for policies, searching
online, or using document repositories. This method indirectly helps gauge stakeholder interests or issues.
With all forms of communication, quick feedback loops provide useful information to:
• Confirm the degree to which the stakeholder(s) heard the message.
• Determine if stakeholders agree with the message.
• Identify nuanced or other unintended messages the recipient detected.
• Gain other helpful insights.
4. Monitor: Stakeholder dynamics change as the project progresses, requiring ongoing monitoring and strategy
adjustments. Regular engagement reviews help ensure alignment. Satisfaction can be assessed through
conversations, reviews, or surveys. If necessary, adjust the engagement approach to boost satisfaction.
INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
Stakeholders shape project goals, scope, and quality standards, while active engagement with them drives project
success. They may reduce or increase project uncertainty, with key figures like customers and managers focusing
on performance metrics. The Stakeholder Performance Domain is crucial, intersecting with all project aspects to
ensure deliverables meet requirements.
 TEAM PERFORMANCE DOMAIN
Project Manager: The person assigned by the performing organization to lead the project team that is responsible
for achieving the project objectives.
Project Management Team: The members of the project team who are directly involved in project management
activities.
Project Team: A set of individuals performing the work of the project to achieve its objectives.
PROJECT TEAM MANAGEMENT AND LEADERSHIP
1. Centralized Management and Leadership
In a centralized management setup, accountability for outcomes typically rests with a single individual, like the
project manager. Leadership is encouraged across the team, but a project charter or similar document formally
authorizes the project manager to assemble the team to accomplish project goals.
2. Distributed Management and Leadership
In some projects, project management activities are handled by a project management team, with team members
completing the work. At times, project teams may self-organize without a formal project manager. Here, someone
within the team acts as a facilitator, supporting communication, collaboration, and engagement—a role that can shift
among members.
Servant leadership is a leadership style focused on empowering and developing team members to achieve their best.
Servant leaders emphasize team members' growth, encouraging them to become wiser, more independent, and likely
to take on servant leadership themselves by addressing questions like:
- Are team members growing as individuals?
- Are they becoming healthier, wiser, freer, and more autonomous?
- Are they inspired to become servant leaders?
Servant leaders allow project teams to self-organize when possible and increase levels of
autonomy by passing appropriate decision-making opportunities to project team members. Servant
leadership behaviors includes:
• Obstacle Removal: The servant leader maximizes team delivery by identifying and clearing any impediments,
helping the project team work more effectively and deliver value faster.
• Diversion Shield: By protecting the team from unnecessary distractions, the servant leader keeps the team focused,
reducing productivity loss due to fragmented attention.
• Encouragement and Development: The servant leader boosts team morale by providing tools, encouragement, and
rewards. This approach is tailored to individual motivators, keeping the team satisfied and productive.
PROJECT TEAM CULTURE
To cultivate a productive and cohesive team culture, the project manager plays a pivotal role by setting and
maintaining team norms that support open communication, respect, and positive engagement
1. Transparency: Establish openness in thought processes, decision-making, and information sharing, including
openly addressing biases. This encourages others to communicate honestly about their own biases and thought
processes, promoting trust within the team.
2. Integrity: Foster honesty and ethical behavior by consistently sharing risks, potential project impacts, and status
updates accurately. When project team members see integrity modeled, they are more likely to maintain high ethical
standards themselves, such as openly discussing risks or potential product issues.
3. Respect: Show genuine respect for each team member's ideas, expertise, and perspectives. This creates an
environment where everyone feels valued, encouraging collaboration and mutual appreciation.
4. Positive Discourse: Embrace diverse viewpoints and approach disagreements as opportunities for dialogue rather
than debate. This fosters a collaborative culture where solutions are co-created rather than imposed.
5. Support: Encourage a supportive environment by helping team members overcome technical and interpersonal
challenges. Showing empathy, engaging in active listening, and removing obstacles build trust and enhance
collaboration.
6. Courage: Promote courage within the team to try new approaches, suggest innovative ideas, and express different
viewpoints. This cultivates a safe space where team members feel empowered to experiment and share their unique
insights.
7. Celebrating Success: Recognize individual and team achievements regularly. Celebrating contributions boosts
morale and keeps motivation high as team members see their progress acknowledged.
HIGH-PERFORMING PROJECT TEAMS (One goal of effective leadership is to create a high-performing
project team)
To build a high-performing project team, leaders can focus on several key factors:
1. Open Communication: Encouraging an environment where team members feel safe to share ideas and concerns
promotes effective problem-solving, trust, and collaboration.
2. Shared Understanding: A unified grasp of the project’s goals and benefits ensures alignment and fosters motivation
across the team.
3. Shared Ownership: When team members feel a stake in the project's outcomes, they are more committed and
motivated to succeed.
4. Trust: Trust among team members and with the project leader builds a foundation for going the extra mile when
challenges arise.
5. Collaboration: Teams that break down silos and work together can leverage diverse ideas, leading to better solutions
and outcomes.
6. Adaptability: Flexibility in adjusting workflows and processes based on the situation leads to greater effectiveness.
7. Resilience: High-performing teams recover quickly from setbacks, learning from challenges and maintaining
momentum.
8. Empowerment: Teams given autonomy to make decisions tend to be more engaged and perform better than those
heavily controlled.
9. Recognition: Acknowledging contributions and achievements reinforces positive behaviors and sustains high
performance.
LEADERSHIP SKILLS (Leadership skills are useful for all project team members whether the project team
is operating in an environment with a centralized authority or a shared leadership environment)
1. Establishing and Maintaining Vision: A project vision is essential for aligning efforts and ensuring the project team
stays motivated and focused on the end goal. It serves as a succinct statement of the project's purpose and desired
future outcomes, crafted collaboratively with stakeholders to reflect a shared understanding. The vision answers key
questions about the project’s purpose, success criteria, future benefits, and indicators of deviation from the path,
ensuring the team can adjust as needed.
Characteristics of an effective project vision include:
• Clarity: A brief, impactful phrase that encapsulates the project.
• Outcome-focused: Describes the best possible result.
• Unified Perspective: Establishes a cohesive image in the minds of all team members.
• Inspiration: Generates excitement and commitment to achieving the goal.
2. Critical thinking: is essential in project performance, enabling teams to effectively navigate ambiguity, complexity,
and bias. It requires disciplined, logical, and evidence-based analysis, alongside open-mindedness and objective
evaluation. In project work, critical thinking includes conceptual imagination, insight, intuition, reflective thinking,
and metacognition (awareness of one’s thought processes).
Project team members use critical thinking to:
- Gather unbiased, well-rounded information.
- Analyze and solve problems objectively.
- Identify hidden biases, assumptions, and values.
- Understand language’s influence on thinking.
- Evaluate data, arguments, and perspectives.
- Detect patterns and relationships in events.
- Apply appropriate reasoning types: inductive, deductive, and abductive.
- Spot faulty logic, such as false premises, analogies, and emotional appeals.
3. Motivation: Motivating project team members involves two main aspects:
• Understanding Motivation: Recognize what drives team members to perform well.
• Maintaining Commitment: Engage team members to keep them committed to the project and its goals.
Motivation can be:
• Intrinsic: Comes from within, driven by enjoyment or satisfaction in the work itself.
• Extrinsic: Driven by external rewards like bonuses.
In project work, intrinsic motivation often aligns more closely with the nature of tasks.
People have different motivators, but each person usually has a dominant one. To motivate project team members
effectively, it’s helpful to identify this.
For example:
• Challenge-motivated: members excel with stretch goals and problem-solving tasks.
• Relatedness-motivated: members thrive in dynamic, collaborative groups.
• Autonomy-motivated: members work best with flexible hours and independence.
4. Interpersonal Skills: In projects, interpersonal skills are vital for effective team collaboration, especially in
challenging or high-stakes situations. Key skills include:
• Emotional Intelligence: The capacity to be aware of, control, and express one's emotions while handling
interpersonal relationships with empathy and clear judgment. This skill is particularly important in project
environments to maintain a positive, productive team dynamic. Key aspects are:
• Self-Awareness: Knowing one’s emotions, strengths, and weaknesses, allowing for realistic self-assessment.
• Self-Management: Regulating disruptive emotions and impulses, making reasoned decisions even under pressure.
• Social Awareness: Recognizing and understanding others’ emotions, which aids in reading non-verbal cues and
fostering empathy.
• Social Skills: Managing relationships and building networks effectively, essential for rapport and team unity.
• Decision-Making: Making informed choices by weighing options, considering potential impacts, and aligning
decisions with project goals. Effective decision-making fosters trust and keeps projects on track.
• Conflict Resolution: Identifying and addressing conflicts in a way that promotes team cohesion and minimizes
disruptions. Resolving conflicts constructively helps maintain morale and focus.
Conclusion: Emotional intelligence is foundational, supporting all aspects of leadership and team engagement. By
being self-aware, managing emotions, understanding others, and building rapport, project managers can guide their
teams through complex situations effectively.
Figure 2-5 shows the key points for each of the four aspects of emotional intelligence and how
they relate. The aspects having to do with oneself are on the top, and the social aspects are on the bottom. Awareness
is on the left side, and management and skill are on the right side.
Decision-making: a structured approach can balance speed, inclusivity, and thoroughness. Decisions range in
significance from minor choices, like selecting a team lunch venue, to impactful ones, such as choosing a
development method, tool, or vendor.
1. Types of Decision-Making Approaches:
- Unilateral Decisions: Fast but prone to errors or oversights due to limited input, which can demotivate those
affected who may feel their views were overlooked.
- Group-Based Decisions: Tapping into a wider knowledge base increases accuracy and buy-in, though it requires
more time and may interrupt work.
2. Diverge/Converge Model for Decision-Making: Project teams often use a diverge/converge model, which
involves two main phases:
1. Diverging: Generating a broad set of solutions or approaches individually. This stage encourages a diversity of
ideas without the influence of more dominant personalities.
2. Converging: The team comes together to discuss and converge on a final option. Although the chosen option may
not be everyone’s first choice, this process fosters inclusivity and respect for various perspectives.
3. Selecting Decision Methods: To streamline group decisions, project managers can employ methods like:
- Roman Voting: A simple thumbs up, down, or neutral vote for quick alignment.
- Wideband Delphi Estimating: Structured estimation involving individual rounds of feedback.
- Fist of Five Voting: A consensus-building approach where each team member raises a number of fingers (1-5) to
indicate their level of agreement.
These methods provide individual input opportunities and minimize groupthink by allowing private reflection before
voting. For decisions outside the team's authority, alternatives and impacts can be analyzed and escalated, following
 the guideline to "bring solutions, not just problems."
This approach, particularly in a collaborative setting, balances efficiency with the inclusivity and engagement needed
to achieve high-quality project outcomes.
Conflict is an inevitable part of project management, especially with the competing demands of budget, scope,
schedule, and quality. Effective conflict management, however, can lead to stronger decision-making and innovative
solutions when handled correctly. Here are key approaches for managing conflict productively:
• Open, Respectful Communication: Create a safe space where everyone feels heard. Use calm language and non-
threatening body language to encourage open dialogue.
• Focus on Issues, Not People: Keep it objective—target the problem, not individuals, to prevent personal conflicts
and foster collaboration.
• Stay Present-Focused: Address the current situation rather than past incidents, which can worsen tensions and detract
from finding a solution.
• Collaborate on Solutions: Involve all parties in generating options, shifting the focus from conflict to problem-
solving and fostering stronger team bonds.
LEADERSHIP STYLES: in projects must be adapted to fit various factors, including project specifics, team
dynamics, and organizational contexts. Key variables influencing these adaptations include:
1. Experience with the Project Type: Teams familiar with specific project types often operate with greater autonomy,
requiring less direct oversight. Conversely, newer projects may necessitate a more directive leadership style for
guidance.
2. Maturity of Team Members: Experienced team members usually need less supervision compared to those who
are new to the team or the technical field, who may benefit from more direction and support.
3. Organizational Governance Structures: Projects exist within broader organizational frameworks. The leadership
style at the top management level often influences the project team's approach, reflecting centralized or distributed
authority based on the organization's structure.
4. Distributed Project Teams: As global project teams become more common, fostering collaboration can be
challenging. To enhance communication and teamwork in distributed environments, consider:
- Establishing collaboration platforms for teamwork.
- Maintaining a dedicated project site for easy access to information.
- Utilizing audio and video for meetings to foster engagement.
- Employing messaging and texting for ongoing communication.
- Allowing time for team members to build rapport remotely.
- Scheduling at least one in-person meeting to strengthen relationships.
Table 4-2 suggests the performance domain(s) where each method is most likely to be of use; however, the project
manager and/or project team have the ultimate responsibility for selecting the right methods for their project.
INTERACTIONS WITH OTHER PERFORMANCE DOMAINS (TEAM):
 LIFE CYCLE
DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN

DEVELOPMENT, CADENCE, AND LIFE CYCLE RELATIONSHIP:

• Loại sản phẩm dự án (project deliverable) quyết định cách phát triển sản phẩm.
• Loại sản phẩm và phương pháp phát triển ảnh hưởng đến số lượng và nhịp độ giao sản phẩm dự án.
• Phương pháp giao sản phẩm và nhịp độ giao mong muốn quyết định vòng đời dự án và các giai đoạn của dự án.
Types of Project Deliveries: Delivery cadence refers to the timing and frequency of project deliverables. Projects
can have a single delivery, multiple deliveries, or periodic deliveries.
1. Single Delivery:
- Definition: Projects with a single delivery provide their output only at the end of the project.
- Example: A process reengineering project may not have any deliveries until the completion, at which point the
new process is implemented.
2. Multiple Deliveries:
- Definition: Projects that involve multiple deliveries can provide outputs at different times throughout the project.
- Example: In a drug development project, deliveries might include:
- Preclinical submissions
- Phase 1 trial results
- Phase 2 trial results
- Phase 3 trial results
- Registration
- Launch
- These deliveries are sequential but can also be independent, such as in a building security upgrade, where
deliveries like physical barriers, new badges, and key code pads can be rolled out at different times without a specific
order.
3. Periodic Deliveries:
 - Definition: Similar to multiple deliveries but scheduled on a fixed timetable.
- Example: A software application may have internal development milestones every two weeks and then release
updates to the market on a monthly basis.
Continuous Delivery is a delivery option that focuses on delivering feature increments to customers immediately,
using small batches of work and automation technology. It's particularly effective for digital products, emphasizing
the delivery of benefits and value throughout the product life cycle.
- Development and Maintenance: Continuous delivery involves both development-oriented aspects and ongoing
maintenance activities, similar to a program with multiple development cycles.
- Stable Project Teams: This approach works best with stable project teams that remain intact, allowing them to
leverage their knowledge of the product, stakeholders, and market dynamics.
- Market Responsiveness: By focusing on one product, teams can quickly respond to market trends and maintain a
strong focus on delivering value.
- Approaches: Continuous delivery is part of various methodologies like DevOps, #noprojects, and Continuous
Digital, which prioritize efficiency and adaptability in the development process.
- Example:
1. Spotify
• Context: Spotify employs continuous delivery to enhance its music streaming service.
• Example: The platform frequently rolls out new features and updates without requiring users to download new
versions of the app. For instance, Spotify can introduce playlist algorithms, user interface tweaks, and bug fixes
through automated deployment processes. This allows users to experience improvements in real-time, enhancing
user satisfaction and engagement.
2. Amazon:
• Context: Amazon utilizes continuous delivery to ensure its online retail platform is always up-to-date and responsive
to customer needs.
• Example: Amazon’s development teams use continuous delivery practices to deploy new features and services, such
as payment options and personalized recommendations, quickly and efficiently. The company can deploy thousands
of changes each day, ensuring that customers benefit from the latest innovations and fixes without interruptions.
DEVELOPMENT APPROACHES:
Three commonly used approaches are predictive, hybrid, and adaptive
 Predictive Approach
Definition: A predictive approach, often known as a waterfall approach, is effective when project and product
requirements can be clearly defined, collected, and analyzed at the project’s start.
Use Cases: Suitable for projects with significant investments and high risks, necessitating regular reviews, change
control, and replanning during development phases.
Characteristics:
- Well-defined scope, schedule, cost, resource needs, and risks in the early project phases.
- Reduced uncertainty through extensive upfront planning.
Methodology:
- May involve proof-of-concept developments to explore options, but most work follows the initial plans.
- Utilizes templates from previous, similar projects for guidance.
Example: Development of a New Pharmaceutical Drug
1. Project Overview: A pharmaceutical company aims to develop a new drug to treat a specific medical condition.
The project involves extensive research, clinical trials, and regulatory approval.
2. Predictive Approach Implementation:
- Requirement Definition: At the project's outset, the team gathers comprehensive requirements, including the
drug's chemical composition, target efficacy, and safety standards.
- Planning Phase: The project manager develops a detailed project plan outlining the scope, schedule, costs,
resource allocation, and risk management strategies.
- Phases:
• Research and Development: Conduct laboratory research and initial tests. This phase follows the defined schedule
and is monitored for any deviations.
• Preclinical Trials: The project plan includes specific timelines for conducting preclinical trials on animals to assess
safety and effectiveness.
• Clinical Trials: Once preclinical results are favorable, the project moves to phased clinical trials (Phase I, II, and III)
with strict protocols outlined in the planning phase.
• Regulatory Submission: After successful clinical trials, the team prepares and submits a New Drug Application
(NDA) to the regulatory authorities, adhering to the timeline established in the project plan.
3. Benefits:
- Reduced Uncertainty: Extensive planning at the beginning allows the team to navigate complex regulatory
requirements and anticipate challenges.
- Clear Milestones: The project has clearly defined milestones for each phase, allowing stakeholders to assess
progress against the project plan.
4. Outcome: If the drug successfully passes all trials and receives regulatory approval, the project concludes with
the product ready for market launch, following the initial roadmap laid out in the project plan.
This example illustrates how a predictive approach is applied in a complex and high-stakes project, allowing for
thorough planning and structured execution throughout the product lifecycle.
Hybrid Approach: A hybrid development approach combines elements from both adaptive and predictive
methodologies. It is particularly useful in situations with uncertainty or risk regarding project requirements. This
approach allows for modularization of deliverables, enabling different project teams to work on separate components
simultaneously.
- Adaptive and Predictive Elements: Utilizes aspects of both methodologies, making it more flexible than a strictly
predictive approach but less adaptive than a purely adaptive one.
- Iterative Development: Involves refining requirements and exploring various options through repeated iterations.
This helps clarify requirements over time.
- Incremental Development: Produces deliverables through a series of iterations, with each iteration adding new
functionality. The deliverable is considered complete only after the final iteration.
Use Cases:
- Software Development: Uncertain requirements during early stages, followed by a structured deployment.
- Product Launch: Adaptive development based on market feedback, with a predictive rollout strategy.
- R&D Projects: Flexible design and experimentation transitioning to structured commercialization.
- Construction Projects: Adaptive design to accommodate changes, predictive execution during construction.
2. Characteristics:
- Flexibility: Combines adaptive and predictive elements.
- Iterative and Incremental: Uses iterative cycles for refinement and incremental delivery of functionalities.
- Modularization: Supports concurrent work by different teams on separate components.
- Risk Management: Addresses uncertainty through adaptive methods with structured outcomes.
- Stakeholder Engagement: Encourages continuous feedback throughout the project.
3. Methodology:
- Planning: Identify deliverables and areas for adaptive vs. predictive approaches.
- Iteration Cycles: Develop in iterative cycles, refining based on feedback.
- Timeboxing: Manage iterations within defined timeframes.
- Integration: Ensure components work seamlessly together.
- Feedback Loops: Regularly assess progress and adjust as needed.
- Final Deployment: Use predictive methods for a structured rollout.
4. Example: Developing a Mobile App
- Adaptive Phase: Use an adaptive approach for initial feature development based on user feedback.
- Predictive Phase: Transition to a predictive approach for final launch planning and execution.
- Outcome: Balances user responsiveness during development with structured deployment for success.
Adaptive Approach
Purpose: Ideal for projects with high uncertainty and volatility in requirements, allowing for flexibility and
 responsiveness to change.
• Initial Vision: Establishes a clear project vision while allowing for evolving requirements.
• Refinement: Initial requirements are refined, changed, or replaced based on user feedback and unforeseen events.
• Iterative and Incremental: Uses short iterations, typically lasting 1 to 2 weeks, enabling rapid development cycles.
• Stakeholder Engagement: Continuous engagement with stakeholders to gather feedback and adjust requirements
accordingly.
Agile Relationship: Agile methods are a subset of adaptive approaches, emphasizing collaboration, flexibility, and
iterative progress. The project team actively participates in planning each iteration, determining achievable scope
based on a prioritized backlog.
Predictive Approach: Best suited for projects with clear, stable requirements where thorough planning and control
are essential.
Hybrid Approach: Effective for projects that have both stable and uncertain elements, allowing for a balance of
structure and flexibility.
Adaptive Approach: Ideal for projects where requirements are expected to change frequently, emphasizing
responsiveness and stakeholder collaboration.
Các phương pháp phát triển (development approaches) có ảnh hưởng lớn đến vòng đời sản phẩm (product life cycle)
thông qua tần suất giao hàng (delivery frequency) và kết quả của dự án (project outcomes). Dưới đây là một số cách
mà các phương pháp phát triển ảnh hưởng đến vòng đời sản phẩm:
1. Tần suất Giao Hàng (Delivery Frequency)
Phương pháp Predictive: Giao hàng thường xảy ra theo từng giai đoạn lớn trong vòng đời sản phẩm. Các deliverables
được xác định từ đầu, và có thể không có nhiều cơ hội để điều chỉnh hoặc thay đổi sau khi kế hoạch đã được thiết
lập.
- Ví dụ: Trong xây dựng một trung tâm cộng đồng, mọi thứ được dự kiến và thực hiện theo kế hoạch ban đầu, dẫn
đến tần suất giao hàng thấp nhưng ổn định.
Phương pháp Adaptive: Giao hàng diễn ra thường xuyên hơn, thường là trong các chu kỳ ngắn hơn (ví dụ: hàng tuần
hoặc hàng tháng). Sản phẩm được phát triển thông qua các phiên bản nhỏ hơn, cho phép phản hồi từ người dùng và
điều chỉnh kịp thời.
- Ví dụ: Trong việc phát triển dịch vụ cho trung tâm cộng đồng, mỗi dịch vụ mới có thể được triển khai khi hoàn
thành mà không cần chờ đợi cho đến khi tất cả các dịch vụ đều sẵn sàng.
Phương pháp Hybrid: Kết hợp giữa các phương pháp predictive và adaptive, cho phép một số phần của sản phẩm
được phát triển theo chu kỳ ngắn trong khi những phần khác được xác định từ đầu. Điều này mang lại sự linh hoạt
trong tần suất giao hàng.
- Ví dụ: Một dự án có hai sản phẩm chính, trong đó một sản phẩm được phát triển theo phương pháp adaptive và
sản phẩm còn lại theo phương pháp predictive.
2. Kết Quả của Dự Án (Project Outcomes)
Phương pháp Predictive: Thường dẫn đến kết quả rõ ràng hơn và ít thay đổi hơn, vì kế hoạch và yêu cầu đã được
xác định trước. Tuy nhiên, nếu có sự thay đổi lớn trong yêu cầu hoặc môi trường, điều này có thể dẫn đến rủi ro lớn.
- Ví dụ: Kết quả của dự án xây dựng trung tâm cộng đồng sẽ được đo lường dựa trên việc hoàn thành đúng thời
gian và ngân sách đã dự kiến.
Phương pháp Adaptive: Kết quả có thể đa dạng hơn và có khả năng cải thiện theo thời gian nhờ vào việc phản hồi
từ người dùng và điều chỉnh dựa trên các yếu tố môi trường. Điều này có thể tạo ra giá trị cao hơn nhưng cũng có
thể dẫn đến khó khăn trong việc đo lường thành công nếu không có tiêu chí rõ ràng.
- Ví dụ: Kết quả của dịch vụ mới cho trung tâm cộng đồng sẽ được cải thiện liên tục theo phản hồi từ người dùng.
Phương pháp Hybrid: Kết quả thường là sự kết hợp của tính ổn định từ các phần predictively phát triển và sự linh
hoạt từ các phần adaptively phát triển. Điều này cho phép tận dụng cả hai thế mạnh.
- Ví dụ: Dự án có thể có một số dịch vụ được triển khai ngay lập tức và một số dịch vụ khác cần thêm thời gian để
phát triển và điều chỉnh.

(Predictive: Deliveries typically occur in large increments throughout the product lifecycle. Deliverables are defined
up front, and there may not be much room for adjustment or change once the plan has been established.
- Example: In building a community center, everything is anticipated and executed according to the initial plan,
resulting in a low but steady delivery frequency.

Adaptive: Deliveries occur more frequently, often in shorter cycles (e.g. weekly or monthly). The product is
developed in smaller iterations, allowing for feedback from users and timely adjustments.
- Example: In developing services for a community center, each new service can be deployed as it is completed
without waiting until all services are ready.

Hybrid: A combination of predictive and adaptive methods, allowing some parts of the product to be developed in
short cycles while others are defined up front. This allows for flexibility in delivery frequency.
- Example: A project has two main deliverables, one developed using an adaptive approach and the other using a
predictive approach.
2. Project Outcomes
Predictive approach: Usually leads to clearer outcomes and less variability, as the plan and requirements are pre-
defined. However, if there are major changes in requirements or the environment, this can lead to significant risk.
- Example: The outcomes of a community center project will be measured based on completion on time and within
budget.
Adaptive approach: Outcomes can be more varied and can improve over time due to user feedback and adjustments
based on environmental factors. This can create higher value but can also lead to difficulty in measuring success
without clear criteria.
- Example: The outcome of a new service for a community center will be continuously improved based on user
feedback.

Hybrid approach: The outcome is often a combination of stability from predictively developed parts and flexibility
 from adaptively developed parts. This allows for the best of both worlds.
- Example: The project may have some services that are deployed immediately and others that need more time to
develop and adjust.)
LIFE CYCLE AND PHASE DEFINITIONS
1. Feasibility: This phase determines if the business case is valid and if the organization has
2. the capability to deliver the intended outcome.
3. Design: Planning and analysis lead to the design of the project deliverable that will be
developed.
4. Build: Construction of the deliverable with integrated quality assurance activities is
conducted.
5. Test: Final quality review and inspection of deliverables are carried out before transition,
go-live, or acceptance by the customer.
6. Deploy: Project deliverables are put into use and transitional activities required for
sustainment, benefits realization, and organizational change management are completed.
7. Close: The project is closed, project knowledge and artifacts are archived, project team
members are released, and contracts are closed.
Example of a product life cycle using using Predictive Life Cycle
1. Feasibility: Assess the viability of developing a mobile application for the community center.
- Activities:
• Conduct market research to determine user needs and preferences.
• Analyze technical requirements, costs, and resource availability.
• Prepare a feasibility report detailing expected benefits, costs, and risks.
- Outcome: A decision is made to proceed with the project based on positive feasibility results.
2. Design: Create a comprehensive design for the mobile application.
- Activities:
• Develop detailed specifications, including user interface (UI) and user experience (UX) designs.
• Create wireframes and prototypes to visualize the app's layout and functionality.
• Review and approve designs with stakeholders to ensure alignment with user needs.
- Outcome: Finalized design documents and prototypes ready for development.
3. Build: Develop the mobile application according to the approved design.
- Activities:
• Code the application, implementing features as outlined in the specifications.
• Conduct regular project meetings to ensure the project stays on track and to manage any changes in scope.
• Prepare documentation for both the application and user guides.
- **Outcome**: A fully developed mobile application ready for testing.
### 4. **Test**
- **Objective**: Ensure the application is functional, user-friendly, and meets all requirements.
- **Activities**:
- Conduct various testing phases, including unit testing, integration testing, system testing, and user acceptance
testing (UAT).
- Identify and resolve any bugs or issues found during testing.
- Collect feedback from stakeholders and end-users to ensure the application meets expectations.
- **Outcome**: A thoroughly tested application with all critical issues resolved and stakeholder approval for
deployment.
### 5. **Deploy**
- **Objective**: Launch the mobile application to the community.
- **Activities**:
- Deploy the application to app stores (Google Play, Apple App Store) and make it available for download.
- Develop a marketing and communication plan to inform the community about the new app.
- Provide training sessions or materials to help users navigate and utilize the app effectively.
- **Outcome**: The mobile application is successfully launched and available for community use.
### 6. **Close**
- **Objective**: Complete the project and conduct a post-project evaluation.
- **Activities**:
- Finalize all project documentation and ensure it is archived for future reference.
- Conduct a project review meeting with the team and stakeholders to discuss successes, challenges, and lessons
learned.
- Release project resources and formally close the project.
- **Outcome**: Project closure documentation completed, and valuable insights for future projects captured.
Here’s an example of a product life cycle using an **Adaptive Life Cycle** approach for developing a new
community service app. This example illustrates how the phases of **Feasibility, Design, Build, Test, Deploy, and
Close** would unfold:
Example of a product life cycle using using Addaptive Life Cycle
Example: Community Service App Development

#### 1. **Feasibility**
- **Objective:** Assess the feasibility of developing a community service app that connects local volunteers with
community needs.
- **Activities:**
- Conduct surveys and interviews with community members to identify needs.
- Research existing solutions to determine gaps and opportunities.
 - Analyze technical feasibility, including available technologies and resources.
- **Outcome:** A clear understanding of user needs and a decision to proceed with the project based on identified
opportunities.
2. **Design**
- **Objective:** Create initial designs for the app, focusing on key features and user experience.
- **Activities:**
- Develop wireframes and prototypes for the app interface.
- Prioritize features based on user feedback from the feasibility phase (e.g., volunteer sign-up, event calendar,
request for assistance).
- Engage with users to gather feedback on designs and make necessary adjustments.
- **Outcome:** A set of designs that have been validated by potential users, along with a prioritized feature list for
development.
#### 3. **Build**
- **Objective:** Develop the app incrementally, focusing on delivering usable features in each iteration.
- **Activities:**
- Start with the core feature: a volunteer sign-up module.
- Use Agile sprints (e.g., two-week iterations) to develop additional features based on the prioritized list.
- Collaborate with cross-functional teams, including developers, designers, and testers, throughout the build
process.
- **Outcome:** An initial version of the app with the sign-up feature complete, ready for testing.

4. **Test**
- **Objective:** Ensure that each developed feature works as intended and meets user needs.
- **Activities:**
- Conduct user acceptance testing (UAT) after each sprint to gather feedback on the newly developed features.
- Implement continuous integration and automated testing for code quality.
- Fix any bugs or issues reported by users and retest to ensure reliability.
- **Outcome:** A refined app with validated features that have undergone rigorous testing based on user feedback.

5. **Deploy: Release the app to the community while continuing to gather user feedback for future improvements.
- **Activities:**
- Launch the app on app stores (iOS and Android) and promote it within the community.
- Organize training sessions or tutorials to help users get started with the app.
- Monitor user feedback and app performance using analytics tools to track usage patterns and issues.
- **Outcome:** The app is live and actively used by community members, with ongoing engagement for
improvements.
6. **Close: Objective:** Evaluate the overall project success and prepare for future iterations.
- **Activities:**
- Conduct a retrospective meeting with the project team to discuss what worked well and what could be improved.
- Document lessons learned, user feedback, and plans for future feature development.
- Define next steps for ongoing maintenance and potential enhancements based on user requests and trends.
- **Outcome:** A comprehensive closure report that summarizes the project’s success, feedback from users, and
plans for future iterations to enhance the app.

example about perpectual constraint (ảnh hưởng, những cái làm mình hiểu sai tình huống):
Perceptual constraints refer to the limitations or biases in how individuals or groups perceive and interpret
information, which can significantly influence decision-making and project outcomes. Here’s an example that
illustrates how perceptual constraints can affect a project, along with potential impacts and misunderstandings that
may arise.
### Example: Development of a New Software Application
Scenario
A software development team is tasked with creating a new application for a client. The project manager and team
members have strong pre-existing beliefs about the best technologies to use based on past experiences.
#### Perceptual Constraints
1. **Bias Toward Familiar Technologies**: The team believes that the technology they used in previous projects
is the best choice, leading them to overlook newer technologies that could be more effective for this specific
application.
2. **Overconfidence in Initial Assumptions**: The project manager is confident that the initial requirements
gathered from the client are comprehensive, leading the team to neglect further discussions and feedback sessions
with the client.
3. **Ignoring User Feedback**: Team members might perceive user feedback as unnecessary, believing that their
expertise in software development is sufficient to make design decisions without consulting end-users.
#### Impacts of Perceptual Constraints
- **Poor Technology Choices**: The reliance on familiar but outdated technologies could lead to performance
issues, security vulnerabilities, and scalability problems, ultimately affecting the application's success.
- **Incomplete Requirements**: By not validating requirements with the client, the final product may fail to meet
user needs, leading to dissatisfaction and potentially costly revisions
- **Lack of User Adoption**: Ignoring user feedback could result in an application that is difficult to use or does
not solve the intended problems, leading to low adoption rates.
#### Misunderstandings that Can Arise
1. **Misinterpreting User Needs**: The team may believe they understand the client’s needs perfectly based on
initial discussions, leading to a disconnect between expectations and the final product.

2. **Underestimating Challenges**: The project manager might perceive the project as straightforward due to past
experiences, underestimating the complexity of the new application and resulting in unrealistic timelines.

3. **Resistance to Change**: The team may misunderstand the necessity for adopting new technologies or
methodologies, leading to resistance and friction within the team, as well as with stakeholders who advocate for
innovation.

### Conclusion
Perceptual constraints can significantly influence the direction of a project and its outcomes. Recognizing and
addressing these biases early in the project can help teams make more informed decisions, gather comprehensive
requirements, and ensure that the final product aligns with user expectations. Techniques such as regular
stakeholder engagement, iterative feedback loops, and open discussions about technology choices can help
mitigate the effects of perceptual constraints.
development approchess ảnh hưởng lẫn nhau như thế nào?
Development approaches are often applied in various projects and fields, such as software development,
community development, or economic development. These approaches can influence each other in several ways,
including:
### 1. **Integration and Improvement of Processes**
- **Integration**: Different methods can be combined to create a more comprehensive development process. For
example, in software development, Agile can be integrated with Waterfall to optimize the development process.
- **Process improvement**: This combination can lead to improved development processes, enhancing product
quality and increasing adaptability to change.
### 2. **Knowledge and Experience Sharing**
- **Mutual learning**: Different development methods can share knowledge, tools, and techniques. For instance,
the Lean method can provide insights into process optimization for other methods like Six Sigma.
- **Sustainable improvement**: This sharing can create a continuous improvement loop, where methods learn
from each other's successes and failures.
### 3. **Impact on Organizational Culture**
- **Organizational culture**: Different development methods can influence the working culture within an
organization. For example, adopting Agile may promote a more open, flexible, and collaborative environment
compared to traditional methods.
- **Changing work practices**: When an organization adopts a new development method, it can lead to changes
in work practices, habits, and interactions among team members
### 4. **Response to Different Stakeholders and Goals**
- **Addressing diverse needs**: Each development method is often designed to address specific types of
stakeholders or objectives. For example, sustainable development focuses on environmental and social issues,
while economic development may focus on financial growth.
- **Creating value for stakeholders**: Understanding the differences and relationships between methods can help
organizations create better value for stakeholders
### 5. **Changing Policies and Regulations**
- **Development policies**: Development methods can influence policy and regulatory decisions at various
levels. For instance, the rise of sustainable development methods may drive policies aimed at environmental
protection.
- **Development direction**: Changes in policy can affect how various development methods are applied,
creating a cycle of reciprocal influence.
### Illustrative Example
**In the field of software development**, the combination of Agile and DevOps has become a popular trend.
Agile focuses on rapid development and customer feedback, while DevOps emphasizes automation and
continuous integration. This integration allows development teams to deliver high-quality products more quickly
while maintaining flexibility in their workflows.
**In community development**, sustainable development approaches can interact with economic development
programs. When a community focuses on sustainable development, it can create new job opportunities in green
sectors, improving the livelihoods of residents and generating economic value.
### Conclusion
Development methods do not operate in isolation but are often closely interconnected. Understanding how they
influence each other can help organizations and individuals optimize development processes, achieve better
outcomes, and create sustainable value.