Project Management

PMP Certification

PMBoK 7th Edition

Agenda

• PMI vs PMP ?
• Requirements for PMP exam
• Guidelines for completing PMP application
• About the PMP exam
PMI vs PMP
 PMI : Project Management Institue
– Non profit organisation based in USA
– Certification program
– Local chapters

 PMP : Project Management Professional

– Certification awarded by PMI
– Valid 3 years
– Need PDUs for renew (60 PDU)

PRINCE2 (PRojects IN Controlled Environments 2)

PMI vs PMP
 PMI : Project Management Institut
• CAPM: (Certified Associate in Project Management)
• PMP ® ( Project Management Professional )
• PgMP (Program Management Professional)

 OGC: Office of Government Commerce

• PRINCE2(PRojects IN Controlled Environments 2)

 IPMA : International Project Management Association

• IPMA Level A® (Certified Projects Director)
• IPMA Level B® (Certified Senior Project Manager)
• IPMA Level C® (Certified Project Manager)
• IPMA Level D® (Certified Project Management Associate)
Requirements
Guidelines

Three main parts

• Personnal information
• 4500 h/7500 h of experience (primary contact)
• 35 hours of project management education

Audit : you will recieve an email … follow instructions…

 About the Exam
• Duration : 230 minutes.
• 180 questions (50% on predictive & 50 % Hybird & Agile practices).
• 05 question are pre-test question. Not scored
• 12 Project Management Principles + 8 Performances Domain
• 49 process in predictive project Management
• 2 possibilities break taking 10 minutes ( After 60 Questions possibility of break)
About the Exam

• The questions on the exam are mostly situational.

• Introduction of Agile knowledge and skills.
• Questions will be in predictive , agile or Hybrid management.
• Expect 5 to 10 formula-related calculations on the exam.
• But there are other types of questions
– Drag and Drop
– Hot Spot : to intercat with a digital graphic and use calculations to
estimate specific Data points.
Summary

Chapter 1 : The Fundamentals of project Management

Chapter 2 : Predictive project Management
Chapter 3 : Agile project Management
Chapter 4 : PMBOK 7 edition
Section 1 : The standard of project Management
 Part 1 : Introduction
 Part 2: A System for value delivery
 Part 3: Project Management principles
Section 2 : Project Performance Domains
Section 3 : Tailoring
Section 4 : Models , Methods and Artifacts

10/12/2021 10
Summary

Chapter 1 : The Fundamentals of project Management

Chapter 2 : Predictive project Management
Chapter 3 : Agile project Management
Chapter 4 : PMBOK 7 edition
Section 1 : The standard of project Management
 Part 1 : Introduction
 Part 2: A System for value delivery
 Part 3: Project Management principles
Section 2 : Project Performance Domains
Section 3 : Tailoring
Section 4 : Models , Methods and Artifacts

10/12/2021 11
Chapter 1 : The
Fundamentals of
project Management

10/12/2021 12
Project Management Fundamentals

 A PROJECT :

« Is a temporary endeavor undertaken to create a unique product, service, or

result.»
Project Management Fundamentals

 A PROJECT characteristics :

• Has a specific objectives

• Has a limited time ( begining and end )
• Is a solution for a given problem or a reponse for an oppotunity
• Factor of change
• Has a client
• Multi disciplinary
Project Management Fundamentals
 What is PROJECT initiation context ?
Project Management Fundamentals

 A PROJECT constraints (1/2) :

 Classical approach :
Project has three constraints

1. Scope
2. Time
3. Cost
Project Management Fundamentals

 A PROJECT constraints (2/2) :

 Modern approach :
A project has more than three constraints
Project Management Fundamentals

 AN OPERATION
« Is ongoing endeavover that produce repetitive outputs, with resources
assigned to do basically the same set of tasks according to the standards
institutionalized in a product life cycle »

 Characteristics

 Repetitive
 Dedicated resources
 Business process oriented
Project Management Fundamentals

 A PROGRAM

« A group of related projects, subprograms, and program activites

managed in coordinated way to obtain benefits not available
from managing them individually. Programs may include
elements of related work outside the scope of discrete projects in
the program »
Project Management Fundamentals

 A PORTFOLIO

«Refers to projects, programs, subportfolios, and operations managed as a group

to achieve strategic objectives. The projects or programs of the portfolio may not
necessarily be interdependent or directly related »
Project Management Fundamentals
 Relationship between : Projects, Programs, Portfolio
Project Management Fundamentals

 PROJECT MANAGEMENT

Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.

Project management is accomplished through the appropriate

application and integration of the project management processes
identified for the project.
Project Management Fundamentals
 Description of PMBoK Guide Key Component
Project Management Fundamentals
Project Management Fundamentals

 Life Cycle(1/4)

 Product Life cycle

Project Management Fundamentals

 Life Cycle(2/4)

 Project Life cycle

« Is the series of phases that a project passes through from its initiation to its closure »

There are many types of project life cycles depending on the industry we work in.

 Construction : feasibility , planning ,design ,production.

 IT: High Level Design, Low Level Design, coding, testing, installation.
Project Management Fundamentals
 Life Cycle(3/4)

 Project development Life cycle

• Predictive : project scope, time and cost are determined in the early phases
then changed are carefully managed.

• Iterative : project scope is determined in the early phases but time and cost
estimate are routinely modified as the team understanding increases.

• Incremental : the deliverable is produced through a series of iterations that

add functionality to the product.

• Adaptive : the detailed scope is defined and approved before the start of an
iteration (agile method or change-driven life cycle)
• Hybrid: a combination od predictive and adaptive lifecycle. If the scope is
known enough (predictive) if not (adaptive)
Project Management Fundamentals

 Life Cycle(4/4)

 Project Phase

is a collection of logically related project activities that participate in the

completion of one or more deliverables
 Phases are defined depending of the need of control and management

 Project Gate

is held at the end of a phase. Performance and progress are compared

to project/business document.

A decision "Go/No-go is made

Project Management Fundamentals

 Project Management Processes

• The project lifecycle is managed by executing a series of project management

activities known as project management processes.
• These processes are logically linked by the output they produced.
Project Management Fundamentals

 Project Management Process Groups

is a logical grouping of project management processes to achieve specific objectives.

Process groups are independent of project phase.

- Initiating Process Group

- Planning Process Group
- Executing Process Group
- Monitoring and Controlling Process Group
- Closing Process Group
Project Management Fundamentals

 Project Management Knowledge

Area
Processes are also categorized by Knowledge Areas (K.A)
K.A = an identified area of project management defined by its knowledge requirements
10 Knowledge Areas :
 Project Integration Management
 Project Scope Management
 Project Schedule Management
 Project Cost Management
 Project Quality Management
 Project Resource Management
 Project Communication Management
 Project Risk Management
 Project Procurement Management
 Project Stakeholder Management
Project Management Fundamentals
 49 processes
Project Management Fundamentals

 Project Management Data and Information

 a project collect, analyses, transforms and distributes lots of data and information, in
various format, to project team members and other stakeholders.

 Work performance data

 Work performance information
 Work performance report
Project Management Fundamentals

 Tailoring

 PMBoK Guide is not a project management methodology

 A project management methodologies may be :
• developed by experts within the organization,
• purchased from vendors,
• Obtained from professional associations, or
• Acquired from government agencies.

 The appropriate project management processes, inputs/outputs, tools, techniques and

lifecycle phases should be selected to manage a project.
This is  Tailoring project management to the project (adaptation)
Project Management Fundamentals

Environment in which projects operate

Environment in which projects operate

 Projects exist and operate in environments that may have an influence on them.

 Two major categories of influences :

- Entreprise Environmental Factors : EEF

- Organizational Process Assets : OPA
Environment in which projects operate

 Entreprise Environmental Factors : EEF

• conditions, not under the control of the project team, that influence the project
• internal or external to the organization
• input to almost all processes

exp:
- Organizational culture, structure and governance
- Geographic distribution of facilities and resources
- Infrastructure
- Information technology software
- Marketplace conditions
- Financial considerations
- Political climate
Environment in which projects operate

 Organizational Process Assets : OPA

• Plans
• Processes
• Policies
• Procedures
• Knowledge bases

used by the performing organization.

It also includes the organization's lessons learned from previous projects and
historical information
Environment in which projects operate

 PMO ( Project Manamgement Office )

« Is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,
methodologies, tools and techniques »

 Supportive: Provides information, policies, methodologies, and

templates for managing projects within the organization
(The PMO has a low control of the project)
 Controlling: Provides support and guidance to others in the
organization on how to manage projects.
(The PMO has a moderated control of the project)
 Directive: Provides project managers for different projects.
(The PMO take control of the projects).
Environment in which projects operate

 Stakeholders
« An individual, group, or organisation who may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a project »
Environment in which projects operate

 Organizational structure types

 Functional
CEO
Project
coordination
Production Commercial Finacial HR
Department Department Department department

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation
Environment in which projects operate

 Projectized (project-oriented)
Project
coordination
CEO

Project Project Project Project Project

Manager Manager Manager Manager Manager

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee
 Environment in which projects operate

 Matrix (1/2)

CEO

Project Production Commercial Finacial HR

Department Department Department Department department

Project Employee Employee Employee Employee

Manager Operation Operation Operation Operation

Project Project Employee Employee Employee Employee

coordination Manager Operation Operation Operation Operation

Employee Employee Employee

Project Employee
Operation Operation / Operation/
Manager Operation
/Project Project Project

Project Employee Employee Employee Employee

Manager Operation Operation Operation Operation
Environment in which projects operate

 Matrix (2/2)

There are three type of martix ogranisation :

1. Balanced : the functional manager and the project Manager have the same
level of influence
2. Strong : The Project Manger has more influence than the functional manager
3. Weak : The functional Manger has more influence than the Project Manager
, in this form of matrix organisation the project manager’s role might be more of
a :
 Project Expediter: Staff assistant and communication coordinator,
but connot make decisions.
 Project Coordinator: have power to make some decisions.
Environment in which projects operate

 Power Balance
The role of Project Manager
The Role of Project Manager

 PM definition

The PM is the person assigned by the performing

organization to lead the team that is responsible
for achieving the project objectives
The Role of Project Manager

 PM’s Sphere of influence

• Project Team
• Resource Managers
• Sponsors
• PMOs
• Stakeholders
The Role of Project Manager

 PM competences

• Technical Project Management skills

• Strategic and Business Management skills
• Leadership skills
The Role of Project Manager

 Technical Project Management skills

defined as the skills to effectively apply project management

knowledge to deliver the desired outcomes for programs or projects.
==> Knowledge Areas

 Strategic and Business Management skills

involve the ability to see the high-level overview of the organization

and effectively negotiate and implement decisions and actions that
support strategic alignment and innovation.
==> Finance, marketing, operations...
The Role of Project Manager

 Leadership skills
involve the ability to guide, motivate and direct a team.
 Dealing with people :
 study people’s behaviors and motivations

 Qualities and skills of a leader :

 being visionary
 being optimistic and positive
 being collaborative
 managing relationships and conflicts
 communicating
 being respectful
 focusing on the important things
 building effective teams...

 Politics, Power and Getting things done

 Various form of powers
 Positional, formal, legitimate
 Charismatic
 Expert…

 Manager Vs Leader
The Role of Project Manager

 Manager vs Leader
The Role of Project Manager

 Performing Integration

• Project manager play a key role in working with the sponsor to understand the
strategic objectives and ensure the alignment of the project objectives and results
with those of business areas.

• Project manager is responsible for guiding the team to work together to focus on
what is really essential at the project level : integration of processes, knowledge
and people.

 Integration is a critical skill for project managers

Project Selection
Project Selection

 What happens before a project is initiated ?

• We assume that the organizations has a formal process to review and analyze
potential projects and select the projects that best align with the strategic goals of
the organization.

• A project manager is not typically involved in project selection but he needs to

know the reason why it was selected.

• The reasons a project was selected can impact which constraints are more flexible
and will influence how the project manager plans and manages the project.
Project Selection

 Economic measures for project selection

• Return on Investment (ROI) : determines the potential profitability of an

investment by calculating the benefits received in relation to the cost

• Present Value (PV) : The value today of future cash flows

 Example : Is the present value of $300,000 to be received 3 years from now,

with an expected interest rate of 10 percent, more or less than $300,000 ?

• Net Present Value (NPV) : PV of the total benefits (income or revenue) minus
the costs over many time periods.
 If the NPV is positive, the investment is a good choice
 The project with the greatest NPV is typically selected.
 Question : An organization has two projects from which to choose
1. Project A will take three years and has an NPV of $45,000.
2. Project B will take six years and has an NPV of $85,000.
Project Selection

 Economic measures for project selection

• Internal rate of return (IRR) : Think of a bank account…..

 Example : An organization has two projects from which to choose :
1. Project A with an IRR of 21%
2. Project B with an IRR of 15%

• Payback Period : refers to the length of times it takes for the organization to
recover its investment in a project before is starts accumulating profit.
 Example : The are two projects from which to choose ?
1. Project A with a payback period of six months.
2. Project B with a payback period of 18 months.

• Cost-Benefit Analysis : compares the expected costs of a project to the potential

benefits it could bring the organization.
 Benefits = Revenue
 Profit is not the same as
 Benefit-cost ration greater than 1  Benefits are greater than costs
Project Selection

 Economic measures for project selection

• Question : What does a benefit-cost ratio of 1.7 mean ?

a. The costs are greater than the benefits.
b. Revenue is 1.7 times the costs.
c. Profit is 1.7 times the costs.
d. Costs are 1.7 times the profit.

Exercice
Summary

Chapter 1 : The Fundamentals of project Management

Chapter 2 : Predictive project Management
Chapter 3 : Agile project Management
Chapter 4 : PMBOK 7 edition
Section 1 : The standard of project Management
 Part 1 : Introduction
 Part 2: A System for value delivery
 Part 3: Project Management principles
Section 2 : Project Performance Domains
Section 3 : Tailoring
Section 4 : Models , Methods and Artifacts

10/12/2021 59
Chapter 2 :
Predictive
project Management

10/12/2021 60
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Integration management
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Manage Project Knowledge
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase

62
Integration management

Definition:

• Integration management is the main role of the project

manager.
• = Putting all the pieces of the project together into one
cohesive whole that gets the project done faster, cheaper and
with the fewer resources, while meeting the project
objectives.
• = Balancing all the processes in the knowledge areas with
each other.

63
Integration management

Integration management processes:

The Integration Management Processes Done During

Develop Project Charter Initialting process group

Develop Project Management Plan Planning process group

Direct and Manage Project Work Executing process group

Manage Project Knowledge Executing process group

Monitor and Control Project Work Monitoring and controlling process group

Perform Integrated Change Control Monitoring and controlling process group

Close Project or Phase Closing process group

64
Develop project Charter
Develop Project Charter process

• The process of developing a document that formally authorizes the

existence of the project and provides the project manager with the
authority to use/apply organizational resources to project

What is included in a project charter?

• Project title & description
• Project manager assigned & authority level
• Business case
• Resources pre-assigned
• Stakeholders
• Stakeholders requirements
• Product description
• Measurable project objectives
• Project approval requirements
• High level project risks
65
Develop project Charter

66
Develop project Charter

What does the project charter do for the PM?

• The project charter (PC) recognizes the existence of the project
(a project does not exist without a project charter)
• It gives the PM authority to spend money and commit corporate resources.
• Project charter provides the high-level requirements for the project.
• It links the project to the ongoing work of the organization.

 The PC may be created by the PM but is issued by the sponsor in the initiating
process group.
 the PC is influenced by all the project management knowledge area, this is
why Develop Project Charter is an Integrated process.

67
Project charter

INPUT Tools & Techniques OUTPUT

Business documents Expert judgment Project charter

- Business cases
- Benefit management plan
Data gathering Assumption log
- Focus Group
Agreements - Interviews
- Brainstorming
Entreprise
Environnemental Interpersonal and team
Factors (EEF) skills
- Conflict Management
- Facilitation
Organizational - Meeting Management
Process Assets (OPAs)
Meeting

68
Develop project Charter

Business Document
• Business case  explains the business need and the analysis used to justify the project
investment:
 Which of the possible projects or programs will best support your company’s strategic plan.

• The project manager should know:

 Why their project was selected and how it fits into organization’s strategic plan.
 Make sure the project meets those needs.

• There is a defined business case for every project.

69
Develop Project Management Plan

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Project Management plan

Output other Process Data gathering

- Checklist
- Focus Group
EEF - Interviews
- Brainstorming

OPAs
Interpersonal and team
skills
- Conflict Management
- Facilitation
- Meeting Management

Meeting

70
Develop project management plan

Management plan:
• = The strategy for managing the project and the processes in each knowledge area: How
will I define, plan, manage and control: scope, schedule, cost, quality,…) the creation of
PMP is an integral part of PM’s job.

 Project management plan Or project plan, includes:

• The project management processes that will be used on the project.
• 9 Subsidiary management plans for each knowledge area:
• Scope, Schedule, Cost, Quality, Resource, Communication, Risk, Procurement and Stakeholders
Management Plan

• 3 Baselines :
• Scope baseline
• Schedule baseline
• Cost baseline

• Additional components :
• Requirements management plan
• Change management plan.
• Configuration management plan.
• Project lifecycle description.
• Development approach

71
Develop project management plan

 Project Management Plan vs other project documents:

72
Direct and Manage project Work

Direct and Manage project Work process

• The process of leading and performing the work defined in the project
management plan and implementing approved changed to achieve
the project's objectives

73
Direct and Manage project Work

Direct & manage project Work:

 Managing people + Doing the Work + Implementing approved changes.

Schedule
Budget
 Executing project = managing Risk
Quality
... (other knowledge areas)
 The project manager should:
 Ensure common understanding: make sure everyone has the last version of
communication management plan and knows how to use it
 Being of service: Assisting the team in implementing solutions, letting them know
about information that will affect them, facilitating the team discussion to review
options,…

74
Direct and Manage project Work

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Delivrables

Work performance Data
Project Documents Project Management Issue log
- Lessons learned register Information System Change Request
- Change Log
- Milestone List (PMIS) Update PMP
- Project communication
- Project Schedule
- Requirements Traceabilty Matrix Meeting Update project documents
- Risk register - Lessons learned register
- Risk report - Activity list
- Assumption log
- Requirement documentation
Approved change request - Stakeholder register
- Risk register
EEF
Update OPAs
OPAs

75
Manage Project Knowledge

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Lessons learned register

Delivrables Knowledge Management Update PMP

Projects Documents Information Management Update OPA

- Lessons learned register
- Project team assignements
- Ressource Breakdown structure Interperonal and Team skills
- Source Selection criteria - Facilitation
- Stakeholder register - Active listening
- Leadership
- Political awareness
EEF - Networking

OPAs

76
Manage Project Knowledge

 Knowledge Management:
Tools and techniques which connect people, face-to-face or virtually, or both so they can work together
to create new knowledge, share this knowledge and integrate other team members knowledge.

• Networking
• Meetings
• Discussion forums (focus group)
• conferences, seminars, workshops
• Training...

 Information Management:
Tools and techniques used to create information then connect people to this information in order to
share simple, unambiguous, codified explicit knowledge for this process.
• Method for codifying knowledge
• Lessons learned register
• Library services
• Project Management Information System (PMIS)
• Information gathering...

77
Monitor and control project work

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Work performance Report

Project documents Data Analysis Change Request

- Variance Analysis
- Lessons learned register
- Trend Analysis
- Milestone List Update PMP
- Route cause Analysis
- Issue log
- Cost & Benefit Analysis
- Assumption Log
- Earned value Analysis
- Quality Report Update project documents
- Alternatives Analysis
- Basis of estimate
- Cost forecasts
- Cost forecasts
- Schedule forecasts
- Schedule forecasts
- Lessons learned register
- Risk register Decision Making - Risk register
- Risk report
- Issue log
Meeting
Work performance information
Agreement
EEF
OPAs

78
Monitor and control Project Work

Monitor & Control project Work:

 It’s a control function done from project Initiating through project closing.
 Change requests (recommended corrective actions, preventive
The results: actions, defect repair)
 Updated to the project management plan and project
documents

 The change requests are evaluated and approved or rejected in the Perform
integrated change control process.
 Monitor & Control project Work is not Monitoring and controlling process group.

- “M&C” means measuring against the project plan.

- “M&C P W”: the project manager must balance the demands of the different
knowledge area to control project + Analyzing & tracking risks, performing quality
control activities, forecasting and reviewing changes.

79
Monitor and control Project Work

Monitor & Control project Work:

 Work Authorization system:
 Project management’s system for authorizing the start of activities.
 Part of Enterprise Environment Factors.

 Exple: Activity 1 Activity 2

You should finish A1in order to start A2

Work Authorization system is put in place to make sure work is only

stated when a formal authorization is given

 Change requests:
 Result of comparing planned results to actual results.
 Changes may include: Corrective actions, Preventive actions, and defect repair.

80
Monitor and control Project Work

Monitor & Control project Work:

 Corrective Action:
 Any action taken to bring expected future project performance in line with the project
management plan (Implementing actions to deal with actual deviations from the baseline)

 Preventive action:
 A documented direction to perform an activity that can reduce the probability of negative
consequences associated with project risks.

 Defect repair:
 The formally documented identification of a defect in a project component with a
recommendation to either repair the defect or completely replace the component.

81
Perform Integrated change control

INPUT Tools & Techniques OUTPUT

Project Management plan Expert judgement Approved change Requests

- Change Management Plan
- Configuration Management Plan
- Scope Baseline Change control tools Update PMP
- Schedule Baseline
- Cost Baseline
Data Analysis Update project documents
Work performance work - Cost & Benefit Analysis - Change Log
- Alternatives Analysis
Change Request
Decision Making
Project Documents - Voting
- Risk Report - Autocratic decision
- Basis of estimates - Multicritria decision analysis
- Requirements Traceability matrix
EEF Meeting
OPAs

82
Close Project or phase
INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Update project documents

- Lessons learned register
Project charter
Business documents Data Analysis Final product ,service or
- Business Case - Regression Analysis
- Benefit management plan - Document Analysis result transition
- Variance Analysis
Accepted Delivrables - Trend Analysis
Final Report
Project documents Meeting
- Assumption Log Update OPA
- Change Log
- Basis of estimates
- Issue log
- Lessons learned register
- Milstones List
- Project communicatiobns
- Quality report
- Quality control mesurements
- Requirement documentation
- Risk register
- Risk report

Agreement
Procurement documentation
OPAs 83
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Scope management

• Overview
• Plan Scope Management
• Collect requirements.
• Define scope.
• Create WBS (Work breakdown structure)
• Validate Scope
• Control scope

85
Scope management
Scope management processes:

The Scope Management Processes Done During

Plan Scope Management Planning process group

Collect Requirements Planning process group
Define Scope. Planning process group
Create WBS Planning process group

Validate Scope Monitoring and controlling process group

Control Scope. Monitoring and controlling process group

86
Plan Scope Management

Plan Scope Management process

• Is the process of creating a scope management plan that

documents how the project scope will be defined, validated,
controlled.

o How will I do scope?

o What tools should I use to plan how the project will accomplish the
scope on this project?
o How scope will be planned, executed and controlled.

87
Plan Scope Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Scope Management Plan

Project Management Plan
- Quality Management plan Data Analysis Requirement
- Development approch - Alternatives analysis Management plan
- Project life cycle description

EEF Meeting

OPAs

88
Collect Requirements
Collect Requirements process

• Is the process of determining, documenting and managing

stakeholders needs and requirements to meet objectives

Notes about requirements:

 Requirements are what stakeholders need from a project or

product, and should relate to solving problem or achieving
objectives.
 Collect requirements process will look for all requirements, not just
those related to the product of the project.
 High level Project and product requirements should have been
defined in the Project charter.

89
Collect Requirements

INPUT Tools & Techniques OUTPUT

Project charter Expert judgement Requirement documentation

Business documents Data gathering Requirement traceability
- Business Case - Focus Group
- Interviews Matrix
Project Management plan - Brainstorming
- Scope Management Plan - Questionnaires and survey
- Requirement Management plan - benchmarking
- Stakeholder engagement plan
Data Analysis
- Document analysis
Project documents Decision Making
- Assumption Log - Voting
- Lessons learned register - Multicritria decision analysis
- Stakeholder Register
Data representation
- Affinity diagram
Agreement - Mind Mapping
Interpersonal and
EEF team skills
- Nominal Group Technique
- Observation/conversation
OPAs - Facilitation
Context diagram
prototype
90
 Define scope
Define scope process

• Is the process of developing a detailed description of the project and

product. It also describes the product, service or result boundaries and
acceptance criteria.

91
 Define scope

 Define Scope = Define what is and what is not included in the project and its
deliverable.

Determine
requirements 1
Project scope 5
statement
2
Go-Back: Determine
Determine
Adjust requirements budget & Schedule
Scope
4
Balance
requirements
against the budget & Schedule 3
and other constraint

92
Define scope

INPUT Tools & Techniques OUTPUT

Project charter Expert judgement Project scope statement

Project Management Plan
- Scope Management Plan Data Analysis Update project documents
- Alternatives analysis - Requirement documentation
Project documents - Assumption Log
- Requirement documentation - Requirement traceability Matrix
- Assumption Log Decision Making - Stakeholder Register
- Risk Register - Multicritria decision analysis

EEF Interpersonal and

team skills
- Facilitation
OPAs
Product Analysis

93
Define scope
 Project Scope Statement:

 The primary output of the ‘Define Scope process’ Here is what we

will do on this project

 Defining requirements  Define scope = Identify, in PSS, what is it in

the project and what is not in the project to make clear that such
additions are not allowed.

 The Project Scope Statement May include:

- Product Scope description
- Deliverables
- Product acceptance criteria
- What is not part of the project
- Additional risks
- Constraints and assumptions

94
Create WBS

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Scope Baseline

- Scope Management Plan Decomposition
Update project
Project documents documents
- Requirement documentation
- Requirement documentation
- Project scope statement
- Assumption Log

EEF

OPAs

95
Create WBS
 WBS: Work Breakdown Structure

 WBS breaks the project into smaller and more manageable pieces.
 WBS shows a complete hierarchy of the project.
 The first level of the WBS is completed before the project is broken down further.
 Each level of the WBS is a smaller piece of the level above.
 WBS includes only deliverables that are really needed.
 WBS is created with inputs from the team and stakeholders.
 Creating WBS allows the team to walk through the project in their minds and improvs the project plan.
 WBS helps people better understand the project and makes it feel more achievable.

96
Create WBS

 WBS Dictionary

 An output of the ‘Create Work Breakdown Structure’ process.

 WBS dictionary provides a description of the work to be done for each Work
package.
 It can be used as:
- Work authorization system: information when to star, schedule milestones
- Control what work is done.
- …

 Scope baseline:

 Project Scope Statement + WBS + WBS Dictionary.

 A project’s measurement of success include whether the project has met the
requirements and whether the scope baseline has been met.

97
Validate Scope

Validate Scope process

• Is the process of formalizing acceptance of the completed

project deliverables.

98
Validate Scope

INPUT Tools & Techniques OUTPUT

Project Management Plan Inspection Accepted delivrables

- Scope Management Plan Work performance information
- Requirement Management Plan
- Scope Baseline Decision Making Change Request
- Voting

Project documents
Project documents - Requirement documentation
- Requirement documentation - Requirement Traceability Matrix
- Requirement Traceability Matrix - Lessons learned register
- Quality Report
- Lessons learned register

Verified delivrables

Work performance Data

99
Validate Scope

 Inputs
 Work must be completed and checked each time before you meet with the customer:
Validated deliverable from the CONTROL QUALITY process.
 Take the approved scope with you
 Requirements traceability matrix
 The requirements documentation

 Outputs
 Accepted deliverables
 Change requests
 Work performance information
 Project documents updates

100
Validate Scope

 ‘Validate Scope’ vs ‘Quality Control’

 The two processes are very similar: both involve checking for the correctness of work.
 Perform Quality Control: The quality control department checks to see if the quality
requirements specified for the deliverables are met and makes sure the work is correct
 Validate Scope: the customer checks and hopefully accepts the deliverables.

101
Validate Scope

 ‘Validate Scope’ vs ‘Perform Quality Control’

Complete deliverables
(Direct & manage project Execution)

QC inspection
(Validate deliverables)

Changes are requested and corrective action or

defect repair completed

QC inspection Customer accepts

deliverables

Validate Scope
(Meet customer) Changes are requested
(Ask customer for a description of the change)

102
Control Scope

Control Scope process

• is the process of monitoring the status of the project and

product scope and managing changes to the scope baseline.

103
Control Scope

INPUT Tools & Techniques OUTPUT

Project Management Plan Data Analysis Work performance information

- Variance Analysis
- Scope Management Plan
- Trend Analysis
Change Request
- Requirement Management Plan
- Scope Baseline
- Performance measurement Baseline Update PMP
- Configuration Management Plan - Scope Management Plan
- Changement Management Plan - Scope Baseline
- Cost Baseline
Project documents - Schedule Baseline
- Requirement documentation - Performance measurement Baseline
- Requirement Traceability Matrix
- Lessons learned register
Update Project documents
- Requirement documentation
OPAs - Requirement Traceability Matrix
- Lessons learned register
Work performance Data

104
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Schedule management
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
• Control Schedule

106
Schedule management

 Schedule Management Processes

The Scope Management Process Done During

Plan Schedule Management Planning process group

Define Activities Planning process group

Sequence Activities Planning process group

Estimate Activity Durations Planning process group

Develop Schedule Planning process group

Control Schedule Monitoring &Controlling process group

107
Plan Schedule Management

Plan Schedule Management process

• Is the process of establishing the policies, procedures and

documentation for planning, developing, managing,
executing and controlling the project schedule.

Schedule Management Plan is a part of the Project Management Plan.

It answers the following questions

 How will I create the schedule ?

 What tools will I use for scheduling ?
 How will I go about planning the schedule for the project ?
 How will I effectively manage and control the project to the schedule baseline, and
manage schedule variances?

108
Plan Schedule Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Schedule Management Plan

Project Management Plan
- Scope Management Plan Data Analysis
- Devlopment approach
Alternatives analysis
EEF
Meeting
OPAs

109
Define Activities

Define Activities process

• is the process of identifying and documenting the specific

actions to be performed to produce the project deliverables.

110
Define Activities

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Activity list

- Schedule Management Plan Rolling wave planning Activity Attributes
- Scope Baseline Milstones list
Decomposition
Meeting Change Request
EEF
Update PMP
OPAs - Scope Baseline
- Schedule Baseline

111
Sequence Activities

Sequence Activities process

• is the process of taking activities and milestones and starting

to sequence them in the order they will be performed , the
result is a network diagram

112
Sequence Activities

 Network diagram

 Graphical representation of the logical relationships between activities :

Start End

113
Sequence Activities

 Methods to draw Network diagrams

 Precedence Diagramming Method(PDM) :

In PDM or Activity-on-node (AON) nodes are used to represent activities, and

arrows show activity dependencies .

Activity A Activity B

114
Sequence Activities

 Methods to draw Network diagrams

 Precedence Diagramming Method(PDM) :

This kind of drawing can have four types of logical relationship

between activities

Finish to start Start to finish

Activity A Activity B Activity A Activity B

Start to start Activity A Activity A

Finish to Finish

Activity B Activity B

115
Sequence Activities

 Methods to draw Network diagrams

 Precedence Diagramming Method(PDM) :

Activity duration

ES EF

Activity name
Float

LS LF

116
Sequence Activities

 Types of dependencies

o Mandatory dependency (hard logic)

o Discretionary Dependency ( Preferred ,Soft logic)
o External Dependency
o Internal Dependency

117
Sequence Activities
 Leads and lags

 Lead : advance time may be added to start an activity before the

predecessor activity is completed.

 Lags : inserted waiting time between activities

118
Estimate Activity Durations

Estimate Activity Durations process

• is the process of estimating the number of work periods

needed to complete individual activities with estimated
resources.

119
Estimates Activity duration

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert Judgment Duration estimates

- Schedule Management Plan Analogous estimating Basis of estimates
- Scope Baseline
Parametric estimating Update Project
Three point estimating documents
Project documents - Assumption Log
- Assumption Log Bottom Up estimating - Activity Attributes
- Activity list - Lessons learned register
- Activity Attributes
- Milstones list Data Analysis
- Lessons learned register - Alternatives Analysis
- Project Team assignement - Reserve Analysis
- Ressources break down structure
- Ressources calandar Decision Making
- Ressources Requirements
- Risk register
Meeting
EEF

OPAs

120
Estimate Activity Durations

 How is estimating done?

 One-point Estimate : in this technique, the estimator submits one estimate per
activity. This type of techniques is used for projects that do not require a
detailed, highly probable schedule .

 Analogous estimating (top-down) :This technique can be done for a project or

activity, it uses expert expert judgment and historical information to predict
the future.

 Heuristics : It means a rule of thumb. Refers to experience-based techniques

121
Estimate Activity Durations

 Parametric Estimating :

- Used algorithm to calculate cost or duration based on historical data and project
parameters.
- It Uses a statistical relationship between historical data and other variables to
calculate an estimate for activity parameters, such as cost, budget and duration
- This technique can produce higher levels of accuracy depending on the
sophistication and underlying data built into the model

122
Estimate Activity Durations

 Three point Estimate (PERT) : With this technique ,estimators give an optimistic (O),
pessimistic(P), and most likely (M) estimates for each activity, this ultimately provides a risk-based
expected duration estimate by taking average or a weighted average of the three estimates.

𝑃 + 4𝑀 + 𝑂
(Beta distribution)
6
 Expected Activity Duration (EAD) :
𝑃+𝑀+𝑂
(Triangular distribution)
3

𝑃−𝑂
 Beta Activity Standard Deviation (SD or σ) : 6

𝑃−𝑂
 Activity Variance (V) : [ ]²
6
⇒ 𝑉 = (𝑆𝐷)²

123
Develop Schedule

Develop Schedule process

• is the process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to create a
schedule model for project execution and monitoring and
controlling.
• Developing acceptable project schedule is often an iterative
process.

124
Develop Schedule

INPUT Tools & Techniques OUTPUT

Project Management Plan Schedule networks Analysis Schedule Baseline

- Schedule Management Plan Critical path method Project schedule
- Scope Baseline
Critical chain method Schedule data
Project documents Modeling Technique Project calandar
- Basis of estimates Ressource optimization Update PMP
- Duration estimate - Schedule Management Plan
- Assumption Log Leads and lags - Scope Baseline
- Activity list Data Analysis
- Activity Attributes
- What if scenario Project documents
- Milstones list
- Simulation
- Lessons learned register - Duration estimate
- Project Team assignement Schedule compression - Assumption Log
- Ressources calandar - Activity Attributes
Project management - Lessons learned register
- Ressources Requirements
- Risk register infomation system (PMIS) - Ressources Requirements
- Projects Schedule network diagram - Risk register
Agile release planning
Agreement
EEF

OPAs
125
Develop Schedule

 Tools and Techniques

 Schedule network analysis.

 Resource optimization: used to adjust the start and finish dates of activities to
adjust planned resources use to be equal to or less than resource availability.
Example:

 Resource leveling
 Resource smoothing

126
Develop Schedule

 Tools and Techniques

 Critical Path Method (Definitions )

 Critical Path :The sequence of schedule activities that determines the duration
of the project , It is the longest path through the project .
 Near-critical path : the path wich is close in duration to critical path.
 Float (Slack) :Total Float ,Free Float ,Project Float

127
Develop Schedule

 Tools and Techniques

 Critical Path Method (Definitions )

 Total Float : the amount of time an activity can be delayed without delaying the
project end date or an intermediary milestone.
 Free Float : the amount of time an activity can be delayed without delaying the
early start date of successors
 Project Float :the amount of time a project can be delayed without delaying the
externally imposed project completion date required by costumer or management.

128
Develop Schedule

 Tools and Techniques

 Data analysis:

 What if scenario analysis (Monte Carlo Analysis): Evaluating scenarios in order

to predict their effect, positive or negative on project objectives
 Simulation

129
Develop Schedule

 Tools and Techniques

 Schedule compression

 Fast tracking :This techinque involves doing critical path activities in parallel
that were originally planned in series.

 Crashing : This techique involves making cost and schedule trade-offs to

determine how to compress the schedule the most for the least incremental cost
while maintaining project

130
Control Schedule

Control Schedule process

• Control Schedule is the process of monitoring the status of

the project to update project progress and manage changes
to schedule baseline.

131
Control Schedule

INPUT Tools & Techniques OUTPUT

Project Management Plan Data Analysis Work performance
- Schedule Management Plan - Earned value analysis
- Scope Baseline - Iteration burndown chart
Information
- Schedule Baseline - Variance analysis Schedule forecasts
- Performance measurement - Trend analysis
Baseline - What if scenario
Change Request
- Performance review Update PMP
- Schedule Management Plan
Project documents Leads and lags - Scope Baseline
- Lessons learned register - Schedule Baseline
- Project Calandar Critical path method - Performance measurement Baseline
- Project schedule Schedule compression
- Ressource calandars
- Schedule data Project management Update Project documents
- Basis of estimates
infomation system - Assumption Log
(PMIS) - Lessons learned register
Work Performance Data Ressource optimization
- Risk Register
- Project schedule
- Ressource calandars
OPAs - Schedule data

132
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Cost Management

 Plan Cost Management

 Estimate Costs
 Determine Budget
 Control Costs

134
Cost Management

 Cost Management Process

The Cost Management Process Done During

Plan Cost Management Planning process group

Estimate Cost Planning process group

Determine Budget Planning process group

Control Cost Monitoring &Controlling process group

135
Plan Cost Management

Plan Cost process

• is the process of defining how the project costs will be

estimated, budgeted, managed, monitored and controlled.

136
Plan Cost Management

 Cost Management Plan

Cost Management Plan is a part of Project Management Plan.

It answers the following questions

 How will I go about planning cost for the project ?

 How will I effectively manage the project to the cost baseline,
control cost and manage cost variances?

137
Plan Cost Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Cost Management Plan

Project Management Plan
- Schedule Management Plan Data Analysis
- Risk Management Plan

Meeting
EEF

OPAs

138
Estimate Costs

Estimate Costs process

• is the process of developing an approximation of the

monetary resources needed to complete project activities .

139
Estimate Costs

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Cost estimates

- Cost Management Plan
Analogous estimating Basis of estimate
- Quality Management Plan
- Scope Baseline Parametric estimating
Three point estimating Update Project
Project documents documents
- Lessons learned register Bottom Up estimating
- Assumption Log
- Ressources Requirements - Risk register
- Risk register
- Project schedule Data Analysis - Lessons learned register
- Alternatives Analysis
- Reserve Analysis
EEF - Cost of Quality

OPAs
PMIS

Decision Making
- Voting

140
Estimate Costs

 Estimating techniques

 Costs can be estimated using the same techniques as described in

the Schedule Management Chapter

 One-point estimate
 Analogous estimating
 Parametric estimating
 Three-point estimates

141
Estimate Costs

 Estimating techniques

 An additional way of estimating cost is : Bottom-up estimating

 Bottom-up estimating : Detailed estimating is done for each

activity or work package, and the estimates are then rolled up into
control accounts and finally into an overall project estimates.

142
Estimate Costs

 Range of estimating

 Rough Order of Magnitude : This estimating is usually made during the

initianting process. ( +/- 50%)

 Budget estimate : This type of estimate is usually made during the

planning phase and is in the range of -10% to +25%

 Definitive Estimate: Later during the project, the estimate will become
more refined (+/-10%)

143
Determine Budget

Determine Budget process

• is the process of aggregating the estimated costs of

individual activities or work packages to establish an
authorized cost baseline. This base line includes all
authorized budget, but excludes management reserves

144
Determine Budget

 Determine Budget

145
Determine Budget

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert Judgement Cost Baselines

- Cost Management Plan
Cost Aggregation Project Funding
- Ressource Management Plan
- Scope Baseline Data Analysis requirement
- Reserve Analysis
Project documents Update Project
- Cost estimates Historical information review documents
- Basis of estimate
- Project schedule
Funding Limit reconceliation - Cost estimates
- Risk register Financing - Risk Register
- Project schedule

Business documents
- Business cases
- Benefit management plan

Agreement

EEF

OPAs

146
Control Costs

Control Cost process

• Control cost or the process of monitoring the status of the

project to update the project budget and managing
changes to the cost baseline
Control Cost

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Work performance

- Cost Management Plan Information
- Scope Baseline
- Schedule Baseline Data Analysis Cost forecasts
- Performance measurement Baseline - Earned value analysis Change Request
- Iteration burndown chart
- Variance analysis Update PMP
Project documents - Trend analysis - Cost Management Plan
- Project Funding requirement - Cost Baseline
- What if scenario
- Performance review - Performance measurement Baseline
Update Project
Work performance data
To complete documents
- Basis of estimates
OPAs performance Index - Assumption Log
- Lessons learned register
- Risk Register
PMIS - Cost estimates

148
Control Costs

 Earned Value Management

 Earned Value Management(Definition)

A management methodology for integrating scope,schedule and
resources , and resources,and for objectively measuring project
performance and progress.

Performance is measured by determining the budgeted cost of work

done ( earned value ) and comparing it to the actual cost of work
performed.

149
Control Costs

 Earned Value Management

 Earned Value Measurement

150
Control Costs

 Earned Value Management

 Earned Value Measurement
Formula

Cost Variance CV=EV-AC

Schedule Variance SV=EV-PV

Cost Performance Index CPI=EV/AC

Schedule Performance Index

SPI=EV/PV

Estimate At completion EAC=BAC/CPI *

Estimate To Completion ETC=EAC-AC

To Complete Performance Index TCPI=(BAC-EV)/(BAC-AC)

151
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Quality Management
Program

• Plan Quality Management

• Manage Quality
• Control Quality

153
Quality Management
Definition:

 Quality: is defined as the degree to which the project fulfills

requirements (only stated requirements)

 Quality management:
 includes creating and following policies and procedures to ensure
that a project meets the defined needs it was intended to meet from
the customer’s perspective.

 This can also mean the same thing as completing the project with no
deviations from the project requirements.

154
Quality Management

Quality management processes:

The Quality Management Process Done During

Plan Quality management Planning process group

Manage quality Execution process group

Control quality Monitoring and controlling process group

155
Quality Management

Notes about Quality:

• Quality and Grade are not the same concepts.

• Quality as a delivered performance or result is “the degree to which a set of
inherent characteristics fulfill requirements”
• Grade as a design intent is a category assigned to deliverables having the
same functional use but different technical characteristics
• a quality level that fails to meet quality requirements is always a problem
• A low grade of quality may not be a problem

156
Quality Management
Notes about Quality:
• Gold Plating: Giving the customer extras (extra functionality, higher quality
components, extra scope,…)
Advanced quality thinking does not recommend this practice and neither does
PMI.
• Prevention over Inspection: «Quality must be planned in, not inspected in »
Is it better to inspect work to find problems or to prevent them in the first place?
• Marginal Analysis: Looking for the point where the benefits or revenue to be
received from improving quality equals the incremental cost to achieve that
quality

157
Quality Management
Notes about Quality:

• Kaizen (Continuous Improvement): Continuously looking for small

improvements in quality.
Kaizen: Japan term: (KAI= Alter; ZEN: Improve)

• Just in Time (JIT): Receiving goods only as they are needed in the production
process, thereby reducing inventory costs.

• Total Quality Management (TQM): This philosophy encourages companies and

their employees to focus on finding ways to continuously improve the quality
of their business practices and products

158
Plan Quality management

Plan Quality Management process

• is the process of identifying quality requirements and/or

standards for the project and its deliverables, and
documenting how the project will demonstrate compliance
with quality requirements and/or standards.

159
Plan Quality Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgement Quality Management

Project Management plan Data Gathering plan
- Stakeholder Engagement Plan - Brainstorming Quality Metrics
- Risk Management Plan - Benchmarking
- Requirement Management Plan - Interviews
- Scope Baseline Update PMP
Data Analysis - Risk Management Plan
- Cost of Quality - Scope Baseline
Project documents - Cost benefit Analysis
- Assumption Log
- Stakeholder register Update Project
- Risk register Decision Making documents
- Requirement documents - Mulicriteria decision analysis
- Stakeholder register
- Requirement traceability Matrix
- Risk register
Data Representation - Requirement traceability Matrix
- Flow charts - Lessons learned register
EEF - Mind Mapping
- Logical data Model
- Matrix diagrams
OPAs
Test and inspection planning
Meeting
160
Plan Quality management

 Tools & Techniques

• Cost Benefit Analysis:

The PM weighs the benefits versus the Costs of meeting quality

requirements

• Cost of quality (COQ):

This technique helps make sure the project is not spending too much to
assure quality.
COQ involves looking at what the costs of conformance and non-
conformance to quality will be on the project and creating an appropriate
balance.

161
Plan Quality management

 Tools & Techniques

• Benchmarking:

Looking at past projects to get ideas for improvement on the current project
and to provide a basis to use in measuring quality performance.

• Design of Experiments (DOE):

 This technique uses experimentation to statisticaly determine what

variables will improves quality.
 DOE is a statistical method that allows you to systematically change all of
the important factors in a process and see which combination has a lower
impact on the project

162
162
Plan Quality management

 Tools & Techniques

• Statistical sampling :

 The sample size and frequency of measurements is included in Plan

Quality management process; the actual sampling is done in Control
Quality

• Flowcharting:

 Shows how a process or system

flows from beginning to end and how
the elements interrelate.

163
Plan Quality management

 Outputs

 Quality management plan: It includes:

 The quality standards that apply to the project

 Who will be involved in managing quality, when, and what their
specific duties will be
 Review of earlier decision to make sure those decisions are
correct
 The meetings to be held addressing quality
 The reports that will address quality
 What metrics will be used to measure quality
 What parts of the project or deliverables will be measured and
when

164
164
Plan Quality management

 Outputs

 Quality Metrics: The following are some example of quality metrics:

 The number of changes

 The number of resources used
 The variance of the weight of a product produced by the project
compared to the planned weight
 The number of bugs founds in the software that is being developed as
part of the project

 Project document update:

165
165
Manage quality

Manage quality process

 Are we using the standards?

 Can we improve the standards?
 To answer these questions, the Manage Quality Process uses data from quality
Control measurements
 In this process , the PM translate the quality management plan into executable
quality activities in order to meet the objectives in terms of quality

166
Manage Quality
INPUT Tools & Techniques OUTPUT

Project Management plan Quality reports

Data Gathering
- Quality Management Plan - Cheklists
Tests and evaluation
Data Analysis documents
Project documents - Document Analysis
- Quality Metrics - Process Analysis
- Quality control measurments - Route cause Analysis Change Request
- Lessons learned register - Alternatives Analysis
- Risk Report
Decision Making Update PMP
OPAs - Mulicriteria decision analysis - Quality Management Plan
- Scope Baseline
- Schedule Baseline
Data Representation - Cost Baseline
- Flowcharts
- Histogram
- Cause and effect diagram Update Project
- Matrix diagram
- Scatter diagram documents
- Risk Register
- Lessons learned register
Audits - Issue log
Design of X
Problem solving
Quality improvement methods
167
Manage quality

Tools and techniques

 Data Analysis
 Data Gathering
 Decision Making
 Data Representation
 Design for X
 Problem Solving
 Quality improvement Methods
se

168
168
Manage quality

Tools and techniques

 Quality Management and Control tools

 These tools and techniques are used as part of the Manage quality process
 Manage quality reviews the quality management plan and uses the
measurements taken in the quality control process

 Quality Audits:
 Checks if you are complying with company policies, standards, and procedures
 Determine whether the policies, standards, and procedures being used are
efficient
se and effective
 Usually done by QA department, but could be done also by the PM

169
169
Manage quality

Tools and techniques

 Process Analysis:

 Part of continuous improvement and identifies improvements that might

be needed in processes
 Process analysis includes root cause analysis (a specific technique to
identify a problem, discover the underlying causes that lead to it, and
develop preventive actions.
 Example: Project to install software onto hundreds of computers. The
lessons learned on the first few installation are used to improve the
se
process on the remaining ones.

170
170
Manage quality

Tools and techniques

 Cause and effect diagram (Fishbone diagram, Ishikawa diagram):

 A creative way to look at the cause of a problem

 Helps stimulate thinking, organizez though, and generates discussion
 Can be used to explore the factors that will result in a desired futur outcomes

171
171
Manage quality

Outputs of Manage quality

 Change requests, including recommended corrective and preventive

actions, and defect repair
 Updated standards and processes
 Quality reports
 Test and evaluation reports
 Updated project management plan and project documents

172
Control Quality
INPUT Tools & Techniques OUTPUT

Project Management plan Data Gathering Quality control measurments

- Cheklists
- Quality Management Plan
- Checksheet
Verified delivrable
- Statistical sampling Work performance information
- Questionnaires and survey
Project documents Change Request
- Quality Metrics
- Lessons learned register Data Analysis Update PMP
- Quality report - Performance reviews
- Test and evaluation documents Quality Management Plan
- Alternatives Analysis

Approved change request Inspection Update Project documents

Testing/product - Risk Register
Delivrables - Lessons learned register
Work performance data evaluation - Issue log
Data Representation
- Histogram
EEF - Scatter diagram
- Route and cause diagram
- Control chart
OPAs
Meeting

173
Control quality

Definition

 Control quality is the process of ensuring a certain level of quality in a

product or service. It looks for products or services that don’t meet the
standards of quality
 The results of this process (prepared by the Quality control department)
are sent to the PM in the form of change request, with the appropriate
documentations and reports
 Quality control occurs throughout the life of the project, however much
of Quality control occurs in the Monitoring & Controlling

174
174
Control quality

Terms to learn:

 Standard Deviation (Or Sigma) :

 This concept is sometimes stated as a measure of how far you are from the
mean (not the medium).
 P-O is 3-point estimate formule for SD
6

 3 or 6 Sigma :

 The level of quality that a company has decided to try to achieve.

 At 6 Sigma: less than 1,5 out of 1 million doors produced will have a problem.
 At 3 Sigma, approximately 2700 will have problem:
- 6 Sigma represents a higher quality standard than 3 Sigma.
- 3 or 6 Sigma are also used to calculate the upper and lower
control limits in a control chart.

175
175
Control quality

Terms to learn:
 X-Sigma :

 Sigma is taken sides of the mean.

 +/- 1 Sigma (Or one SD) is equal to 68.26% which
is the percentage of occurrences to fall between
the two control limits.
 +/- 2 Sigma (Or one SD) = 95.46%
 +/- 3 Sigma (Or one SD) = 99.73%
 +/- 6 Sigma (Or one SD) = 99.99985%

176
Control quality

Tools and Techniques

1- Data Gathering
2- Data Analysis
3- Inspection
4- Testing / product evaluations
5- Data representation
6- Meeting

177
Control quality

 Control Chart

Upper and Lower Control limits:

Spécification limit:

Out of control:

Rule of Seven:

Mean (Average)

178
178
Control quality

Outputs of Control quality:

 Quality control measurements

 Validated changes
 Verified deliverables
 Work performance information
 Change requests
 Project management plan updates
 Project documents updates
 Organizational process assets updates

179
179
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Project Resource Management

• Plan resource management

• Estimate activity resources
• Acquire resources
• Develop Team
• Manage Team
• Control Resources

181
Project Resource Management
Resource Management processes :

The Resource Management Process Done During

Plan resource management Planning process group

Estimate Activity resources Executing process group

Executing process group

Acquire resources

Develop Project Team Executing process group

Manage Team Executing process group

Control resources M&C process group

182
Plan Resource management

Plan Resource management process

• The process defines how to estimate , acquire , manage and use

team and physical resources

183
Plan Resource management

Notes

• Resource planning is used to determine and identify an approach to ensure

that enough resources are available to make the project successful

• Project resources : Team members , Suppliers, Materials , equipment services

and facilities.

• We can obtain resources from internal assets or outside the organization

• Other project may be competing for the same resources  May impact
project costs , Schedules , risks , quality ….

184
Plan Resource Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Resource Management Plan

Project Management Plan Team charter
- Quality Management Plan Data Representation
- Scope Baseline - Hierachical chart
- Responsability assignement matrix
Update project document
- Risk register
Project documents - Text oriented format
- Assumption log
- Stakeholder register
- Risk register
- Requirement documents Organizational theory
- Project schedule

Meeting
EEF

OPAs

185
Plan Resource management

Tools & Techniques

 Expert Judgment

 Data representation
• Hierarchical charts : WBS ; OBS ; RBS
• Assignment Matrix : RACI Chart
• Text oriented formats

 Organizational theory

 Meeting

186
Plan Resource management

Outputs

 Resource management plan

• How to identify needed resources
• How to acquire
• Roles and responsibilities
• Project organization charts
• Project team resource management
• Training
• Team development
• Resource control
• Recognition plan

 Team charter : Value , communication guidelines , conflict resolution process …..;

187
Estimate Activity Resources

Estimate Activity Resources process

• The process of estimating team resources and the type and quantities of materials ,
equipment and supplies necessary to perform project work
• This process is performed periodically throughout the project as needed
• This process was in Time management
• This process is closely coordinated with other processes such as Estimate Costs
process

188
Estimate Activity Resource

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Resource Requirements

- Resource Management Plan Basis of estimates
- Scope Baseline
Analogous estimation Resource breakdown
Project documents Buttom up estimation structure « RBS »
- Attivity attributes Parametric estimation
- Activity list Project documents
- Assumption Log
- Cost estimates Data Analysis Update
- Ressources Calandar - Alternatives Analysis - Activity list
- Risk Register - Assumption Log
- Lessons learned Register

PMIS
EEF
Meeting
OPAs

189
Acquire Resources

Acquire Resources process

• The process of obtaining team resources and the type and quantities of materials ,
equipment and supplies necessary to perform project work
• This process is performed periodically throughout the project as needed

190
Acquire Resources

INPUT Tools & Techniques OUTPUT

Project Management Plan Project Team assignement

- Resource Management Plan
- Procurement Management Plan
Interperonal and team Physical resource assignement
- Cost Baseline skills Resource calandar
- -Negotiation
Change Request
Project documents Decision Making
- Resources calandar
- Mulicriteria decision analysis Update PMP
- Project schedule - Resource Management Plan
- Resources requirements - Cost Baseline
- Stakeholder register
Pre assignement
EEF Virtual teams Update project documents
- Project schedule
- Resources requirements
OPAs - Stakeholder register
- RBS
- Lessons learned register
- Risk register

Update EEF & OPAs

191
Acquire Resources

Terms to learn about Acquire Resources

 Negotiating:
Resources may be acquired through negotiation.
Resource can also be acquired from outside the organization from
external vendors, suppliers, contractors…
 Virtual team:
Teams that don’t meet face to face. In the big projects, you can
reach out to the whole world to find the best team members
 Hallo Effect:
Something to be aware of when dealing with team members.
Exple: you are a great programmer, therfore, we will make you a PM, and expect
you to be great at that as well

192
Develop Team

Develop Team process

• The process of improving competencies, team member interactions and the overall
team environment to enhance project performance

• Results : improved team work , interpersonal skills and competencies, motivated

employees , reduction of turnover and improved project performance

193
Develop Team

INPUT Tools & Techniques OUTPUT

Project Management Plan Colocation Team performance

- Resource Management Plan Virtual Teams assessement
Communication Change Request
Project documents Technology
- Resources calandar Interperonal and team Update PMP
- Project schedule - Resource Management Plan
- Project Team assignement skills
- Stakeholder register - Motivation
- Team charter - Influencing Update project documents
- Conflict management - Resources calandar
- Negotiation
EEF - Team Building
- Project schedule
- Project Team assignement
- Stakeholder register
OPAs Recognition & Rewards - Team charter
Training
Team and individual Update EEF & OPAs
assessement
Meeting

194
Develop Team
High performance can be achieved by :

• Using open and effective communication

• Creating team building activities
• Developing trust among team members
• Managing conflicts in a constructive manner
• Encouraging collaborative problem solving
• Encouraging collaborative decision making

Five stages of team building

• Forming
• Storming
• Norming
• Performing
• Adjourning

195
Manage Team

Manage Team process

• The process of tracking team member performance, providing feed-back

, resolving issues and managing team changes to optimize project
performance

196
Manage Team

INPUT Tools & Techniques OUTPUT

Interperonal and team Change Request

Project Management Plan
- Resource Management Plan skills Update PMP
- Influencing - Resource Management Plan
- Conflict management - Cost Baseline
- Schedule Baseline
Project documents - Leadership
- Issue log - Emotional intelligence
- Lessons learned register - Decision Making Update project
- Project Team assignement documents
- Team charter
PMIS - Issue log
- Lessons learned register
Work Performance Report - Project Team assignement
Team performance assessement
Update EEF
EEF

OPAs

197
Manage Team

Powers of the Project Manager

 Formal (Legitimate): This power is based on your position.
 Reward: This power stems from giving rewards.
 Penalty: This power comes from the ability to penalize team members.
 Expert: This power comes from being the technical or project management
expert.
 Referent: This power comes from another person liking you, respecting you, or
wanting to be like you.

• The best forms of power are EXPERT and REWARD.

• PENALITY is the worst choice.
• FORMAL, REWARD, and PENALTY are powers derived from the project manager’s position
in the company
• EXPERT power is earned on your own

198
Manage Team

Management and Leadership Styles

The PM will likely need to use many leadership styles through the life of a project.
The term ‘’Situational leadership’’ refers to a manager using different leadership
styles, based on the people and project work they are dealing with.
Terms related to leadership:

• Directing
• Facilitating • Bureaucratic
• Coaching • Charismatic
• Supporting • Democratic or Participative
• Autocratic • Laissez-faire
• Consultative • Analytical:
• Consultative-Autocratic • Driver
• Consensus • Influencing
• Delegating

199
Manage Team

Conflict Management:
• Conflict is inevitable, because of :

 Many stakeholders (needs & requirements to address)

 PM has a limited power (Macro-organization)
 Necessity of obtaining resources from functional managers

• Conflict Can be avoided by:

 Informing teams of: Where the project is headed; Constraints & objectifies; Content
of the project charter; All key decisions; All key decisions; Changes.
 Clearly assigning work.
 Making work assignments interesting & challenging.
 Good project management & project planning practices

200
Manage Team

Conflict Management:
• Conflict can be beneficial:

• Can be caused by: (In order of frequency)

1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedure
6. Cost
7. Personality

201
Manage Team

Conflict Management:

• Conflict can be resolved:

 Through openness
 By identifying the cause
 By people involved and their immediate managers (not by physical
separation or upper management) intervention (last choice)

One exception: Breaking laws, policies, ethics (instances of professional & social
Responsibility), the PM must go over the head of the person in conflict

202
Manage Team

Conflict Management:

 Conflict resolution techniques:

 Confronting (=problem-solving “win-win”) solving the real problem so that the

problem goes away.
 Compromising: (no party gets everything) “lose-lose”
 Withdrawal (Avoidance): Retreat or postpone a decision on a problem.
 Smoothing (Accommodating): Emphasizes agreement rather than differences
of opinion.
 Collaborating: Incorporate multiple viewpoints in order to lead to consensus.
 Forcing: Pushing one viewpoint at the expense of another.

203
Manage Team

Problem Solving Method:

• Steps you might use to solve a problem:

1. Define the real/root problem.

2. Analyze the problem.
3. Identify solutions (Workaround)
4. Pick a solution.
5. Implement a solution.
6. Review it and confirm that all its OK.

204
Control Resources

Control Resources process

• The process of ensuring that physical resources assigned and allocated to

the project are available as planned , at the right time and in the right
place and released when no longer needed.
• Also monitoring actual utilization of resources versus planned and taking
corrective action as necessary

205
Control Resource

INPUT Tools & Techniques OUTPUT

Project Management Plan Data Analysis Change Request

- Resource Management Plan - Alternatives Analysis Work performance
- Trend analysis
- Cost benefit Analysis information
Project documents - Performance analysis Update PMP
- Issue log
- Resource Management Plan
- Lessons learned register
- Physical resource assignement
Problem Solving - Cost Baseline
- Schedule Baseline
- RBS
- Ressource requirement
- Risk register
Interperonal and team skills
- Influencing Project documents
- Project schedule
- Negotiation - Assumption Log
- Issue log
- Lessons learned register
Work Performance data - Physical resource
assignement
PMIS - RBS
Agreement - Risk register

OPAs

206
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Communication Management

• Plan Communication Management

• Manage Communication
• Control Communication

208
Communication Management

Communication is the exchange of information,

intended or involontary. The information
exchanged can be in the form of ideas, instructions
or emotions.

209
Communication Management

Process Done during

Plan communications management Planning

Manage communications Executing

Control communications Monitoring and controlling

210
Plan Communication Management

INPUT Tools & Techniques OUTPUT

Communication
Project charter Expert judgment
Management plan
Project Management Plan Communication
- Resource Management Plan requirements analysis
- Stakeholder Engagement Plan Update PMP
Communication Technology - Stakeholder Engagement Plan
Communication Models
Project documents Communication Methods
- Requirement documentation Update project
- Stakeholder Register documents
Interperonal and team skills - Project schedule
- Communication style assessment - Stakeholder Register
- Political awerness
EEF - Cultural awerness

OPAs Data Representation

- Stakeholder engagement assessment
matrix

Meeting

211
Plan communications management

Plan communications management

Customer , Sponsor , Functional manager
and team members

Other project Other projects

managers The Project

Other stakeholders

212
Plan communications management

Plan communications management

• Communications types
• Communications Models
• Communications Technology
• Communications Channels

213
Plan communications management

 Communications types

Communications types When used

Formal written Ex: project charter

Formal verbal Presentations

Informal written E-mail
Informal Verbal Meeting

214
Plan communications management

 Communications models

Message
Encode Decode

Sender Medium Receiver

Decode Message Encode

215
Plan communications management

 Communications models

• Effective communication

• Effective listening

216
Plan communications management

 Communications Technology ( How to communicate )

• Communication Methods (interactive/push/pull)

• Control of communications
• Meeting

217
Plan communications management

Communications Channels
N(N-1)/2 , Where N equals the number of people

218
Plan communications management

 Communications management Plan includes:

• Needs
• Reasons
• Between
• Methods
• Responsible
• When
• How often

219
Manage communications

Manage communications process

Is the process required to ensure timely and appropriate generation , collection ,

distribution , storage , retrieval, management, monitoring and the ultimate
disposition of project information

220
Manage Communications

INPUT Tools & Techniques OUTPUT

Project Management Plan Communication Technology Project communications

- Resource Management Plan
- Stakeholder Engagement Plan
Communication Methods
- Communication Management Plan Communication skills Update PMP
- Stakeholder Engagement Plan
- Communication competence
- Communication Management
- Feedback
Plan
Project documents - Nonverbal
- Change Log - Presentations
- Issue log Update project
- Risk report PMIS documents
- Lessons learned register
- Quality report
Project Reporting - Project schedule
- Stakeholder register Interperonal and team skills - Issue log
- Risk register
- Active listening
- Lessons learned register
Work Performance Report - Political awerness
- Stakeholder register
- Cultural awerness
- Conflict Management
EEF - Meeting Management
Update OPAs
- Networking

OPAs Meeting

221
Manage communications

 Manage communications

• It goes beyond the distribution of information and seeks to ensure that the
information being communicated to project stakeholders has been appropriately
generated as well as received and understood.
• Techniques for effective communications management include
 Sender-receiver models
 Choice of media
 Writing style
 Meeting management techniques : Conflicts
 Presentation techniques
 Facilitation techniques
 Listening techniques

222
Monitor communications

Monitor communications process

• is the process of monitoring and controlling communications

throughout the entire project life cycle to ensure information needs of
the project stakeholders are met .

• Issue log : is used to document and monitor the resolution of issues , it

may be used to monitor who is responsible for resolving specific issues
by a target date

223
Monitor Communications

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Work Performance

- Resource Management Plan Information
- Stakeholder Engagement Plan
- Communication Management Plan PMIS
Change Request

Project documents Data analysis

- Issue log
- Stakeholder engagement assessment Update PMP
matrix - Stakeholder Engagement Plan
- Lessons learned register
- Communication Management
- Project Communications
Plan
Interperonal and team
Work Performance data skills Update Project
- observation/conversation documents
- Issue log
EEF - Lessons learned register
Meeting - Project Communications

OPAs

224
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Risk Management

• Plan Risk Management

• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Responses
• Implement Risk Responses
• Monitor Risks

226
Risk Management

Risk management:
• Includes risk management planning , the identification , qualitative and quantitative
analysis of risks , risk response planning and monitoring and controlling the risk reponses.
• It saves time and money on a poject
• The project manager works to increase the probability and impact of opportunities on
the project.
• The project manager works to decrease the probability and impact of threats to the
project
• Risks are identified and managed starting in initiating and are continually kept up-to-
date or added to while the project is underway

227
Risk Management

Threats and opportunities :

• A risk event is something that is identified in advance that may or may not
happen.
• It can have positive or negative impacts on the project
• Opportunities  good risks & positive impacts
• Threats  negative impacts

Uncertainty
• A lack of knowledge about an event that reduces confidence in conclusions
drawn from the data.

se

228
228
Risk Management

Risk factors
• The probability that will occur (What) .
• The range of possible outcomes
• Expected timing in the project life cycle
• The anticipated frequency of risk events from that source (how often)

Risk tolerance and thresholds

• Tolerances are the areas of risk that are acceptable or unacceptable.
• Example « a risk that affects our reputation will not be tolerated »
• A threshold is the point at which risk becomes unacceptable.

se

229
229
Plan Risk Management

INPUT Tools & Techniques OUTPUT

Risk Management Plan
Expert judgment
Project charter
Project Management Plan Data Analysis
- ALL Component
- Stakeholder Analysis

Project documents Meeting

- Stakeholder Register

EEF

OPAs

230
Plan Risk Management
Plan risk management

• Plan before you act

• Risk management efforts should be appropriate to the size and complexity of the project
• How much time should be spent or risk management
• Who will be involved in risk management
• how you will go about performing risk management
• Company procedures for risk are identified as part of this process and adapted to the need
of the project

231
Plan Risk Management

Outputs of Plan risk management

 Risk management plan
• Methodology
• Roles and responsibilities : Who will do what? team & non-team members
• Budgeting
• Timing : When to do risk management for the project
• Risk categories
• Definitions of probability and impact
• Stakeholder tolerances
• Reporting formats
• Tracking : How the risk process will be audited

232
Plan Risk Management

Outputs of Plan risk management

Risk Categories

Companies and PMO should have standard lists of risk categories that all projects
can use to help identify risks.
• External : market shifts , Regulatory , government
• Internal : Time , cost or scope changes , inexperience , poor planning
• Technical : Changes in technology
• Unforeseeable

233
Plan Risk Management

Outputs of Plan risk management

Risk Categories
Another way to categorize risks is by source : “Where do risks come from ? “
• Schedule
• Cost
• Quality
• Scope
• Resources
• Customer satisfaction
Sources of risk and risk categories means the same thing

234
234
Plan Risk Management

Outputs of Plan risk management

Types of risk

Risks can be classified under two main types

• Business : Risk of gain or loss
• Pure (Insurable) Risk : only a risk of loss ( fire , theft , personal injury )

235
235
Identify Risks

INPUT Tools & Techniques OUTPUT

Expert judgment Risk Register
Project Management Plan
- Risk Management Plan
Prompt list Risk Report
- Scope Management Plan Data Gathering
- Schedule Management Plan - Interviews
- Quality Management Plan - Brainstorming
Update Project
- Resource Management Plan - Cheklists Document
- Scope Baseline - Assumption Log
- Cost Baseline - Issue log
- Schedule Baseline Data Analysis - Lessons learned register
- Route cause Analysis
Project Document - Assumption and constraint analysis
- Assumption Log - Swot Analysis
- Cost estimate - Document Analysis
- Duration estimate
- Requirements documentation
- Issue log
Interperonal and team skills
- Resource Requirements - Facilitation
- Lessons learned register Meeting
- Stakeholder register
Agreement
Procurement
documentation
EEF
236
OPAs
Identify Risks

Risk identification tools and techniques

• SWOT Analysis : Strengths , Weakness , Opportunities , and threats analysis

• Checklist analysis
• Diagramming techniques : Ishikawa diagrams

237
Identify Risks

Outputs of identify risks

Risk register
• Is the place where most of the risk information is kept
• it becomes part f the project document
• it is also included in historical records that will be used for future projects
• it contains
 List of risks
 List of potential responses : a response is identified at the same time as a risk
 Root causes of risks
 Updated risk categories

238
Perform Qualitative Risk Analysis

Perform Qualitative risk analysis

• Would you do something about all risks identified ? Of course not

•It would be too expensive.
• It involves creating a short list of the previously identified risks
• This list will be analyzed in the next process or will move into the plan risk
responses process
• This analysis is subjective

239
Perform Qualitative Risk Analysis

INPUT Tools & Techniques OUTPUT

Update Project
Expert judgment Document
Project Management Plan Data Gathering
- Risk Management Plan - Risk Rigister
- Interviews - Risk Report
- Stakeholder Register
Project Document Interperonal and team skills - Issue log
- Risk Rigister - Facilitation
- Assumption log
- Stakeholder Register
Data Analysis
- Risk data quality assessement
- Risk Probability and impact assessement
EEF - Assessement and other parameters

OPA
Risk Categorization
Data representation
- Probability and impact Matrix
- Hierarchical charts

Meeting

240
Perform Qualitative Risk Analysis

Perform Qualitative risk analysis

The following are tools we use to perform it

Probability and impact matrix :
•Organizations frequently have a standard rating system to promote a common
understanding of what each risk rating means
• .this matrix is used to sort or rate risks to determine which ones warrant an
immediate response and which ones should be put on the watchlist
• different matrices can be used for cost , time and scope if the project’s thresholds
for each type of risk are different.

241
Perform Qualitative Risk Analysis

Perform Qualitative risk analysis

Risk data quality assessement :

• How accurate and well understood is the risk information ?

• .How good is the data?
• Is more research needed to understand the risk before a qualitative
assessment can be done?
• All risks must be defined well enough to perform a qualitative
assessment.

242
Perform Qualitative Risk Analysis

Perform Qualitative risk analysis

Risk urgency assessment

• Urgent risks may move into risk response planning

• The rest continue through quantitative risk analysis

243
Perform Qualitative Risk Analysis

Outputs of perform qualitative risk analysis

 Risk register updates
The register is updated to add the result of qualitative risk analysis

 Assumptions log updates

To remember
• Watchlist (non-critical or non-top risks)
• Trends : qualitative analysis may be redone in planning or while the project
work is being done because the project manager should know if risk is
increasing , decreasing or staying the same

244
Perform Quantitative Risk Analysis
Perform Quantitative risk analysis

It involves a numerical analysis of the probability and impact of the risks moved to
this process
• .Determine which risk event warrant a response
• Determine overall project risk
• Determine the quantified probability of completing the project objectives
• Determine cost and schedule reserves
• Identify risks requiring the most attention
• Is more research needed to understand the risk before a quantitative assessment
can be done?
• Create realistic targets

245
Perform Quantitative Risk Analysis

INPUT Tools & Techniques OUTPUT

Expert judgment Update Project

Project Management Plan
- Risk Management Plan Data Gathering Document
- Cost Baseline - Interviews - Risk Report
- Schedule Baseline
- Scope Baseline
Interperonal and team skills
- Facilitation
Project Document
- Assumption Log Representation of
- Cost estimate
- Duration estimate uncertainty
- Resource Requirements
- Stakeholder register Data Analysis
- Cost forecasts - Simulation
- Schedule forecasts - Sensitivity analysis
- Risk Report - Decision Tree analysis
- Risk Register - Influences diagrams
- Basis of estimate

EEF

OPA

246
Perform Quantitative Risk Analysis

Perform Quantitative risks analysis

Expected monetary value analysis Interviewing

To evaluate a risk you can look the probability or the impact , but EMV
is better measure to determine an overall ranking of risks
EMV =P*I
Exercise

247
Perform Quantitative Risk Analysis

Perform Quantitative risks analysis

Monte carlo analysis (Time management chapter)

Decision tree
• Exercise

248
Perform Quantitative Risk Analysis

249
Perform Quantitative Risk Analysis

250
Perform Quantitative Risk Analysis

251
Plan Risk responses
Plan risk responses

What are we going to do about each top risk ?

In risk response planning
• Do something to eliminate the threats before they happen
• Do something to make sure the opportunities happen
• Decrease the probability and/or impact of threats or increase the probability
and/or impact of opportunities
For the remaining residual threats that cannot be eliminated
• Do something if the risk happens (Contingency plans)
• Do something if contingency plans are not effective (Fallback plans)

252
Plan Risk Responses

INPUT Tools & Techniques OUTPUT

Project Management Plan Change Request

Expert judgment
- Risk Management Plan
- Resource Management Plan Data Gathering
- Cost Baseline - Interviews Update PMP
- Risk Management Plan
- Quality Management Plan
Interperonal and team skills - Cost Management Plan
Project Document - Facilitation - Resource Management Plan
- Lessons learned register - Procurement Management
- Project Schedule
- Project Team assignement
Strategies for threats Plan
- Cost Baseline
- Resources Calandar Strategies for opportunities - Schedule Baseline
- Risk Register
- Risk Report
Contingent response strategies - Scope Baseline
- Stakeholder Register Strategies for overall project
Update Project
Risk
Document
EEF - Assumption Log
Data Analysis - Cost forecasts
- Alternatives Analysis - Lessons learned register
- Cost benefit Analysis - Project Schedule
OPA
- Project Team assignement
Decision Making - Risk Register
- Multicritria decision analysis - Risk Report

253
Plan Risk responses

Plan risk responses

Tricky points
• Can you eliminate all risks on a project ?
• Do something to make sure the opportunities happen
• Decrease the probability and/or impact of threats or increase the probability
and/or impact of opportunities
For the remaining residual threats that cannot be eliminated
• Do something if the risk happens (Contingency plans)
• Do something if contingency plans are not effective (Fallback plans)

254
Plan Risk responses

Risk response strategies

When completing risk response planning , a thorough analysis must be done of

the potential responses for each risk.
• Some strategies involve changing the planned approach to completing the
project
• Contingency responses : it involves coming up with a plan to be implemented
when and if the risk occurs
The choice of response strategies for threats include
• Avoid : Eliminate it by eliminating the cause
• Mitigate Reduce the “P” or the “I” and removing it from the list of top risks
• Transfer

255
Plan Risk responses

Risk response strategies

For opportunities , response strategies include :

• Exploit
• Enhance
• Share

256
Plan Risk responses

Risk response strategies

A response strategy for both threats and opportunities is

Accept
• Active acceptance : Creation of contingency plan
• Passive acceptance : leaves action to be determined if the risk
occurs.

257
Implement Risk Responses

Implement Risk Responses

Implement Risk Responses is the process of implementing agreed (upon risk

response plans.
The key benefits of this process is that it ensure that agreed(upon risk responses are
executed as planned in order to address overall project risk exposure, minimize
individual project threats, and maximize individual project opportunities.

258
Implement Risk Responses

INPUT Tools & Techniques OUTPUT

Change Request
Project Management Plan Expert Judgement
- Risk Management Plan Update Project
Interperonal and team skills Documents
Project Document - Influencing - Issue log
- Lessons learned register - Project Teams assignement
- Risk Register - Lessons learned register
- Risk Report - Risk Register
PMIS - Risk Report

OPA

259
Monitor Risks
Control risks

The following is list of actions in monitoring and controlling risks

• Look for the occurrence of risk triggers
• Monitor residual risks
• Identify new risks and the analyze and then plan for them
• Evaluate the effectiveness of the risk management plan
• Develop new risk response
• Collect and communicate risk status
• Communicate with stakeholders about risks
• Determine if assumptions are still valid
• Ensure proper risk management procedures are being followed

260
Monitor Risk

INPUT Tools & Techniques OUTPUT

Data Analysis Work performance Information

Project Management Plan - Technical Performance Change Request
- Risk Management Plan Analysis
- Reserve Analysis
Update PMP
- Any component
Project Documents Audits
- Issue log
- Lessons learned register Update Project Documents
- Risk Register Meeting - Assumption Log
- Risk Report - Issue log
- Lessons learned register
- Risk Register
Work performance Data - Risk Report

Work performance Report

261
Monitor Risks

Control risks

Other work that will be part of the monitor and control risks process includes
• Workarounds
• Risk assessments
• Risk audits
• Reserve analysis
• Status meeting : Risk should be a major topic at status meeting to keep focus on
risks
• Closing of risks that are no longer applicable

262
Monitor Risks

Outputs of Control risks

WPI
 Change request
 Project management plan updates
Project document updates
 Organizational process assets updates

263
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Procurement Management

• Plan Procurement Management

• Conduct Procurements
• Control Procurements

265
265
Procurement Management

• The project manager needs to plan for the time procurements take
• The four sequential procurement management process are

The procurement Management Process Done During

Plan procurements management Planning process group

Conduct procurements Executing process group

Control procurements Monitoring and controlling process group

266
Plan Procurement Management
INPUT Tools & Techniques OUTPUT

Expert judgment Procurement Management Plan

Project charter Data Gathering Procurement Strategy
Business documents - Market research Bid documents
- Business Case
- Benefit Management plan Procurement statement of work
Data Analysis Source Selection criteria
Project Management Plan - Make or buy Analysis
- Scope Management Plan Make or buy Decision
- Quality Management Plan
Independant cost estimates
- Resource Management Plan Source Selection
- Scope Baseline Change Request
analysis
Update Project Documents
Project Documents - Milstons List
- Milstons List Meeting - Requirement documentation
- Requirement documentation - Requirement traceabiliy Matrix
- Requirement traceabiliy Matrix - Stakeholder Register
- Stakeholder Register - Resource requirements
- Resource requirements - Risk Register
- Project Team assignement
- Risk Register
Update OPA
EEF

OPA
267
Plan Procurement Management

Plan procurement management

This process includes

• Performing a make-or-buy analysis
• Creating a procurement management plan
• Creating a procurement statement of work
• Selecting a contract type
• Creating the procurement documents
• Determing the source selectin criteria

268
Plan Procurement Management

Make-or-buy analysis
The cost invlolved in managing the procurement should be considered as part
of the decision , in addition to the direct costs of the product or service
Example
• to lease : daily lease cost is 120$
• To buy : Investment 1000$ + Daily cost is 20$
How long it will take for the lease cost to be the same as the purchase cost ?

269
Plan Procurement Management

Type of Procurement SOW

There are many types
• Performance : What the final product should be able to accomplish
• Functional : Performance+minimum essential characteristics
• Design : Precisely what work to be done

270
Plan Procurement Management

Contract types
There are just three main categories of contract types
• Fixed price (FP)
• Time and material (T&M)
• Cost reimbursable (CR)

271
Plan Procurement Management

Contract types: Fixed price (FP)

1) Fixed price (FP , FFP)
Where the scope is clear
• The seller is forced to accept a high level of risk
• The seller would add reserves to cover their risks
• The seller can easlity try to cut scope to increase profits

272
Plan Procurement Management

Contract types: Fixed price (FP)

2) Fixed price incentive fee (FPIF)
• Profits can be adjusted
• The formula is calculated based on negotiations
• The seller can easlity try to cut scope to increase profits
• Example
Contracts = X$ + ( Y$ for every month early the project is finished)

273
Plan Procurement Management
Contract types: Fixed price (FP)
3) Fixed price Award fee (FPAF)
• Award amount based on performance
• The total possible amount is determined in advance
• Example : there is a maximum of X$ fee available
• The award paid is judged subjectively

274
274
Plan Procurement Management
Contract types: Fixed price (FP)
4) Fixed price Economic price Adjustment (FPEPA)
5) Purchase order PO
• Fixed price contract

275
275
Plan Procurement Management
Contract types: Time and material
• The buyer pays on a per-hour or per item-basis
• it has elements of a fixed price contract ( Price per hour ) and a CR
contract (In the material costs)
• We should add « not to exceed » clause in the contract

276
276
Plan Procurement Management
Contract types: Cost reimbursable (CR)
Cost Reimbursable
• Is used when the exact scope of work is uncertain Costs cannot be
estimated accurately enough to use FP
• The buyer has the most cost risk because the total costs are unknown
• Example : Research and development
1) Cost contract
• There is no profit (non-profit organizations)
2) Cost plus fee (CPF) or cost plus percentage of cost (CPPC)
• The buyer must pay all costs plus a percentage of costs as fee
• Sellers are not motivated to control costs

277
Plan Procurement Management
Contract types: Cost reimbursable (CR)
3) Cost plus fixed fee CPFF
• Plus negotiated fee that is fixed before the work begins
4) Cost plus incentive fee
• Plus a fee that will be adjusted according to performance
• We estimate the total cost
• The seller gets a percentage of the saving if the actual costs are less than the
target costs
• The seller shares the cost overrun with the buyer (80% the buyer and 20%
the seller )
• Exercise
se

278
278
Plan Procurement Management

Contract types: Cost reimbursable (CR)

5) Cost plus award fee CPAF

• The buyer pays all costs and a base fee plus an award amount based on
performance

279
Plan Procurement Management
Contract types

Contract type Priorities (Least to most)

CPFF Cost , time , performance

CPAF Cost , time , performance

CPIF Time , performance , cost

T&M Performance , Time , cost

FPIF Time , performance , cost

FP Cost , Time , performance

280
Plan Procurement Management

Other terms to know

• Price
• Profit (fee)
• Cost
• Target price : is a measure of success
• Target cost+Target fee equals target price
• Sharing ratio ( CPIF)
• Ceiling price : the highest price the buyer will pay
• Point of total assumption  FPIF
PTA = ((Ceiling price-Target price)/Buyer’s share ratio)+Target cost

281
281
Plan Procurement Management

Procurement documents (Bid documents)

• RFP request for proposal : it request a detailed proposal on how the work
will be accomplished , who will dot it , price , company experience
• Invitations for bid (IFB , or request for bid , RFB) IFBs usually request a
total price to do all the work
• Request for quotation (RFQ) requet a price quote per item , meter or other
unit of measure

282
282
Plan Procurement Management

Source selection criteria

It includes
 Number of years in business or financial stability
 Understanding of need
 Price or life cycle cost
 Technical ability
 Quality of past performance
 Ability to complete the work on time
 Project management ability

283
283
Conduct Procurement
Conduct procurement
It invloves
• getting the procurement documents created in the plan procurements
process to the sellers
• answering the seller’s questions
• Reviewing the responses to select a seller

284
284
Conduct Procurement
INPUT Tools & Techniques OUTPUT

Expert judgment Selected sellers

Project Management Plan
- Procurement Management plan Adevertising Agreement
- Risk Management Plan
Bidder conferences Change Request
- Scope Management Plan
- Requirement Management Plan Data Analysis Update PMP
- Quality Management Plan - Procurement Management plan
- Proposal evaluation
- Configuration Management Plan - communication Management
- Scope Baseline Plan
Interperonal and team - Requirement Management Plan
- Quality Management Plan
skills - Risk Management Plan
Project Documents - Negociation
- Scope Baseline
- Stakeholder Register - Cost Baseline
- Resource requirements - Scedule Baseline
- Risk Register
- Lessons learned register
Update Project
- Project schedule Documents
- Stakeholder Register
Procurement documentation - Resource requirements
- Requirement Traceability
Seller proposals Matrix
EEF - Risk Register
- Lessons learned register
- Ressources calandar
OPA
Update OPA
285
Control Procurement
INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Closed procurement

- Procurement Management plan
Claims Work performance Information
- Risk Management Plan
- Requirement Management Plan Administration Change Request
- Change Management Plan
Data Analysis Update Procurement
- Schedule Baseline
- Performance review Documentation
- Trend Analysis
Project Documents - Earned value Analysis
- Quality report
Inspection Update PMP
- Assumption Log - Procurement Management plan
- Milstons List Audit - Risk Management Plan
- Requirement documentation - Schedule Baseline
- Requirement traceabiliy Matrix - Cost Baseline
- Stakeholder Register
- Risk Register
- Lessons learned register Update Project Documents
- Requirement documentation
Agreements - Requirement traceabiliy Matrix
Procurement - Stakeholder Register
- Risk Register
Documentation - Lessons learned register
Approved change requests
Work performance data
EEF
OPA
286
Control Procurement
Control procurements
It involves managing the relationship between the buyer and seller and
assuring that the performance meets contractual requirements
 Review invoices
 Complete integrated change control
 Manage changes
 Authorize payment to the seller
 Interpret what is and what is not in the contract
 Interpret what the contract means
 Reslove disputes
 Work with the procurement manager
 Hold meeting about procurement performance

287
Control Procurement
Conflict
The procurement manager is the only one with authority to change the contract
 If the project manager want to initiate a change to the procurement state
of work , it cannot be changed without the procurement manager’s
approval

Contract change control system

 It includes change procedures , forms , dispute resolution processes
 All changes should be made formally

Termination
Contract can be terminated before the work is complete
 Termination for cause : the seller breaches the contract
 for convenience : The buyer no longer want the work to be done

288
Predictive Project
ProgramManagement
 Integration management
 Scope management
 Schedule management
 Cost management
 Quality management
 Resource management
 Communication management
 Risk management
 Procurement management
 Stakeholder management
 Social and professional responsibilities
Stakeholder management

Stakeholder management

• To identify people & groups or organizations that could impact or be

impacted by the project in a positive or negative way
• To analyze their expectations and their impacts
• To develop management strategies to engage stakeholoders in decisions
and execution
• It focus on continous communication with stakehloders to understand their
needs and expectations
• To manage conflicting interests

290
Stakeholder management

Process Done During

Identify Stakeholders initiating process group

Plan Stakehloder management Planning process group

Manage Stakeholder engagement Executing process group

Monitoring and controlling process

Control Stakeholder engagement
group

291
Stakeholder management
Stakeholders management Done during
Identify all of them Initiating
Determine their requirements Initiating

Determine their expectations Initiating

Determine their interests Initiating

Determine their level of influence Initiating

Plan how you will communicate Planning

with them
Communicate with them Executing
se
Manage their expectations and Executing
influence
Control their engagement Controlling
292
292
Identify Stakeholder

Identify Stakeholders

• The PM must identify stakeholders early in the project to analyze their

levels of ineterest , their expectations , their importance and influence
• This initial assessment should be reviewed and updated regularly.
• Diverse number of stakeholders depending on their size , type and
complexity.
• Stakeholders should be classified also accroding to their involvement in the
project (Example : Influence become evident until later stages in the
project…)

293
Identify stakeholder

INPUT Tools & Techniques OUTPUT

Expert judgment Stakeholder Register
Project charter Data Gathering Change Request
Business documents - Questionnaires and surveys
- Brainstorming
- Business Case
- Benefit Management Plan
Update PMP
Data Analysis - communication Management plan
- Stakeholder engagement plan
Project Management Plan - Stakeholder Analysis
- Risk Management plan
- Document Analysis
- communication Management plan - Requirement Management plan
- Stakeholder engagement plan

Data representation Update Project

Project Documents - Stakeholder Documents
Mapping/representation - Issue log
- Issue log
- Change Log - Risk register
- Requirement documentation - Assumption Log
Meeting
Agreements
EEF
OPA

294
Identify Stakeholder

Tools and techniques

Stakeholder analysis
• Gathering and analyzing quantitative & qualitative information to
determine whose ineterests should be taken into account.
• Identify Stakeholder relationships
• The are multiple classification models used for stakeholder analysis
(Power/ineterest grid , Power/Influence , Influence/Impact , Salience
model)

Power / Interest High Low

High Manage closely Keep Satisfied

Low Keep informed Monitor

295
295
Identify Stakeholder

Output of Identify Stakeholders

Stakeholder register
The Stakeholder register should be consulted and updated regularly
• Identification information : Name , organizational position…
• Assessment information : Major requirements , main expectations…
• Stakeholder classification : Internal/External ,
Supporter/Neutral/Resistor

296
296
Plan Stakeholder engagement

INPUT Tools & Techniques OUTPUT

Expert judgment stakeholder Engagement
Project charter Data gathering plan
Project Management Plan - Benchmarking
- Communication Management plan
- Resource Management plan
- Risk Management plan Data analysis
- Assumption and Constraint analysis
- Route cause Analysis
Project Documents
- Issue log Decision Making
- Change Log
- Prioritazation/ Ranking
- Assumption Log
- Risk register
- Stakeholder register Data representation
- Mind Mapping
Agreement - Stakeholder enagagement
assessment Matrix
EEF
OPA
Meeting

297
Plan Stakeholder engagement

Inputs of Plan stakeholders management

Project management plan

• Resource Plan Management
• Needs and techniques for communication

 Stakeholder register
 Enterprise environmental factors
 Organizational process Assets

298
298
Plan Stakeholder engagement

Tools and techniques

Analytical techniques
• To compare the current engagement level to the planned engagement
level required for successful project completion
• It can be classified as follows
 Unaware ,Resistant , Neutral , Supportive , Leading

C : Current D : Desired
299
299
Manage Stakeholder engagement

Manage Stakeholder engagement

• To communicate and work with stakeholders to meet their needs/Expectations

• To increase support and minimize resistance
• engage them at appropriate stages
• manage their expectations through negotiation and communication
• anticipating future problems
• Clarifying and resolve conflicts and issues
• it helps to increase the probability of project success
• Influence is highest during initial stages and gets progressively lower as the project
progresses

300
Manage Stakeholder Engagement

INPUT Tools & Techniques OUTPUT

Expert judgment Change Request

Project Management Plan
- Stakeholder engagement plan Communication skills Update PMP
- Communication Management plan - Stakeholder engagement plan
- Feed Back - Communication Management
- Risk Management plan
- Change Management plan plan
Interperonal and team skills
Project Documents - Political awerness Update Project
- Issue log - Cultural awerness Documents
- Change Log - Conflict Management - Issue log
- Risk register - Meeting Management - Change Log
- Lessons learned register - observation/ conversation - Risk register
Ground rules - Lessons learned register
EEF
Meeting
OPA

301
Monitor Stakeholder engagement

Monitor Stakeholder engagement

 controlling and monitoring overall project stakeholders relationships

and adjusting strategies and plans for engaging stakeholders
 it will maintain or increase the efficiency and effectiveness of
stakehloders engagement activities as the project evolves and its
environment changes

302
Monitor Stakeholder Engagement
INPUT Tools & Techniques OUTPUT
Work performance
Project Management Plan Data analysis
- Stakeholder engagement plan - Alternatives analysis Information
- Communication Management plan - Route cause Analysis Change Request
- Resource Management plan - Stakeholder Analysis

Decision Making Update PMP

Project Documents - Voting - Stakeholder engagement plan
- Issue log - Multicritria decision analysis - Communication Management plan
- Risk register - Resource Management plan
- Stakeholder register Data representation
- Lessons learned register
- Project Communications
- Stakeholder engagement assessment Update Project
Matrix
Documents
Work performance data Communication skills - Issue log
- Risk register
EEF - Feedback - Stakeholder register
- Presentations
OPA - Lessons learned register

Interperonal and Team

skills
- Facilitation
- Active listening
- Leadership
- Political awareness
- Networking

Meeting 303
Summary

Chapter 1 : The Fundamentals of project Management

Chapter 2 : Predictive project Management
Chapter 3 : Agile project Management
Chapter 4 : PMBOK 7 edition
Section 1 : The standard of project Management
 Part 1 : Introduction
 Part 2: A System for value delivery
 Part 3: Project Management principles
Section 2 : Project Performance Domains
Section 3 : Tailoring
Section 4 : Models , Methods and Artifacts

10/12/2021 304
Chapter 3 :
Agile
project Management

10/12/2021 305
Agile project Management

Section 1 : Agile Introduction & Overview

Section 2 : Agile Frameworks and Methods
Section 3 : Agile Communications Concepts
Section 4 : Agile Planning, Monitoring and Adapting
Concepts
Section 5 : Agile Estimation Concepts

10/12/2021 307
Section 1 :
Agile Introduction &
Overview

10/12/2021 308
Agile Introduction & Overview

Objectives

• Explain Agile Development

• Descirbe the princliples of Agile Manifesto
• List the core values and principles of Agile
• Explain what is not Agile
• Describe the benefits of Agile methodologies

10/12/2021 309
Agile Introduction & Overview

Definition of Agile

An iterative and incremental (evolutionary) approach to software development

which is performed in a highly collaborative and evolving manner by self-organizing
teams within an effective governance framework with "just enough" ceremony that
produces high quality solutions in a cost effective and timely manner which meets
the changing needs of its stakeholders.

Scott Ambler - http://www.agilemodeling.com/

10/12/2021 310
 Agile Introduction & Overview

What is Agile
Agile is a famliy of project devlopment processes
Agile emphasis:
• Face-to-face communication;
• Business and developer collaboration
• Working software as the primary
demonstration of progress
• Emphasis of effective engennering technicques
• Ferquent demonstartions of progress and early
return of investment
• Adaptation to business change ; and
• Retrospectives and continuous improvement
10/12/2021 311
Agile Introduction & Overview

Agile Manifesto Values

That is, while there is value in the items on the right,

we value the items on the left more.
Source: www.agilemanifesto.org

10/12/2021 312
Agile Introduction & Overview
Agile Manifesto Principles

Source: www.agilemanifesto.org

10/12/2021 313
Agile Introduction & Overview
Agile Core Principles and practices

Early Delivery of Users Stories reflect

value through Business value and
iterations with Demos priority

Continuous
Accpetance of all
Involvement of the
requirements
customer

Sustainble peace of
Retrospectives
velocity

Communication HighSource: www.agilemanifesto.org

visibility
10/12/2021 314
 Agile Introduction & Overview

What is Not Agile

Agile does not involve
• Big design and requirement gathering up-front;
• Predictions on project completion;
• Use tools that force behaviors , such as , task management tools;
• Top down management /control; and
• Heavy documentation , particularity status report , sfotware requirements
documentation .

10/12/2021 315
 Agile Introduction & Overview

Benefits of Agile
As Agile has rapidely become one of the more popular and effective techniques to
manage projcts , it is imporant to understand the benefits to its adopters

• Emphasis on collaboration , team empowerement , and frequent demonstartions of progress.

• Lightweight , relies on whiteboards , index cards and facilitation techniques .
• Very appeling to developers with its developement focus.
• Idea of time-to-market opportunities and driving the fatures of the development lifecycle.
• Agile focus on pull instead of push.
• Simple and easy to understand.
• Contemporary.

10/12/2021 316
Agile Introduction & Overview

Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

10/12/2021 317
Agile Introduction & Overview
Response

Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

10/12/2021 318
Agile Introduction & Overview

Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

10/12/2021 319
Agile Introduction & Overview
Response

Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

10/12/2021 320
Agile Introduction & Overview

Quiz
Quest 3 : why doesn’t Agile recommand Big Design up-front ?

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Designing up front wastes time that can be better spent on other activities

10/12/2021 321
Agile Introduction & Overview

Quiz
Response
Quest 3 : why doesn’t Agile recommand Big Design up-front ?

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Designing up front wastes time that can be better spent on other activities

10/12/2021 322
Agile Introduction & Overview

Quiz
Quest 4 : why is continous integration seen as valuable ?

o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.

10/12/2021 323
Agile Introduction & Overview

Quiz
Response
Quest 4 : why is continous integration seen as valuable ?

o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.

10/12/2021 324
Agile Introduction & Overview

Quiz
Quest 5 : which of the following Agile Manifesto values is incorrect ?

o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation

10/12/2021 325
Agile Introduction & Overview

Quiz
Response

Quest 5 : which of the following Agile Manifesto values is incorrect ?

o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation

10/12/2021 326
Agile Introduction & Overview

Summary

• Agile Techniques to deal with changing requirements and improve quality

• Agile Manifesto captured values and principles of the agile movement
• Agile Manifesto highlights 12 principles
• As lightweight project management approach , Agile avoids big design,
• Heavy documentation , and top down management or control.
• Agole emphasizes collaboration , team empowerment and frequent

10/12/2021 327
Agile project Management

Section 1 : Agile Introduction & Overview

Section 2 : Agile Frameworks and Methods
Section 3 : Agile Communications Concepts
Section 4 : Agile Planning, Monitoring and Adapting
Concepts
Section 5 : Agile Estimation Concepts

10/12/2021 328
Section 2 :
Agile Frameworks
&
Methods

10/12/2021 329
Agile Frameworks & Methods

Objective

• Explain some of the Agile Methodologies & techniques

10/12/2021 330
Agile Frameworks & Methods

Agile Methodolgies , Framework and process

The PMI ACP certification references several core methodologies

Extreme
Scrum programming Lean Kanban

Dynamic System Feature Driven

Crystal Development Method Development
« DSDM » « FDD »

Agile Project Source: www.agilemanifesto.org

OpenUP
Management

10/12/2021 331
Agile Frameworks & Methods

Scrum

Scrum is one of the leading Agile techniques developed in the 1990 by ken
shwaber and jeff sutherland

Features that make scrum popular :

o Simplicity and proven results
o Emphases small tems and team empowrement
o Welcomes changes to requirements
o Allows working from a single source of prioritized work items
o Daily status meetings
o Team commitment to a potentially shippable increment during a « sprint »

10/12/2021 332
Agile Frameworks & Methods

Advantages of Agile/Scrum

Many studies and surveys have outlined the advantages of Agile development.

10/12/2021 333
Agile Frameworks & Methods
Agile Methods Deliver Value Faster

This chart illustrates how Agile methods deliver value faster than expensive, traditional methods.

10/12/2021 334
Agile Frameworks & Methods

Scrum Values

C-FORC abbreviates the values of Scrum.

10/12/2021 335
Agile Frameworks & Methods

Scrum Values

The Scrum roles are an important feature of Scrum.Scrum defines three roles:

10/12/2021 336
Agile Frameworks & Methods
Scrum Events and Artifacts

Scrum Life Cycle

Agile Frameworks & Methods

Sprint Scrum Events and Artifacts

 Agile Frameworks & Methods

Sprint Planning

Sprint Planning helps decide the tasks that the team has committed to achieve the Sprintgoal.
The team should make an informed commitment about what will deliver. A typical Sprint
Planning Meeting takes anywhere between one and two hours per week of Sprint.
Agile Frameworks & Methods

Daily Scrum/Standup Meeting

The Daily Scrum is a meeting of the team, by the team, and for the team.
Agile Frameworks & Methods
Sprint Review

Sprint Review is a demonstration of the deliverables of the Sprint.

Agile Frameworks & Methods
Sprint Retrospective
Scrum Events and Artifacts

Sprint Retrospective is a continuous improvement mechanism in a Scrum Team. It helps discuss

what is working, what is not, and what could be better.
Agile Frameworks & Methods
Scrum Events and Artifacts
Backlog

Backlog item refers to any work done by the team that adds value to the customer.
Agile Frameworks & Methods
Scrum Events and Artifacts
Product Backlog
Product Backlog items may be feature requests, bug fixes, technical tasks, and so on.
 Agile Frameworks & Methods
Scrum Events and Artifacts
Definition of Done

“Definition of Done” is a checklist of items to be verified before marking something as Done.

Usually prepared by the Scrum Master in consultation with the Team

For example, a user story would be called Done if:
The story is fully implemented or code completed as described
Automated unit tests have been developed with at least 80% code coverage
Automated unit tests and the acceptance tests in the story are passing; no Severity has
one or two defects
High-priority test cases have been automated and added to the regression suite
Evolves as the team maturity increases
Agile Frameworks & Methods
Extreme Programming
Other (XP)
Agile Frameworks

Extreme Programming is a system of practices to develop high-quality software.

Agile Frameworks & Methods

XP Practices

Here are some of the well-known XP practices:

Agile Frameworks & Methods

Other Agile Frameworks

XP Practices
Agile Frameworks & Methods

XP Teams

The common characteristics of XP Teams are as follows:

Agile Frameworks & Methods

Other Agile Frameworks

XP Teams

Here are the role descriptions for different types of XP Team members:
Agile Frameworks & Methods

Other Agile Frameworks

Crystal Method

Crystal is a family of methodologies invented by Alastair Cockburn. Following are the seven
properties of Crystal Project:
 Agile Frameworks & Methods

Dynamic Systems Development Method (DSDM)

Dynamic Systems Development Method (DSDM) is

a comprehensive methodology which was first
published in 1994.

A revised version of DSDM, also known as Atern,

was published in 2007.

This technique is popular in UK. Following are the

basic concepts of Atern:
Agile Frameworks & Methods

Planning Philosophy in DSDM

Conventional Planning vs. DSDM Planning

Agile Frameworks & Methods

DSDM Techniques

Iterative Development
Time-Boxing
MoSCoW Prioritization
MUST
SHOULD
COULD
WON’T
Facilitated Workshops
Modeling
Agile Frameworks & Methods

Other Agile Frameworks

Lean

Lean originated from the Toyota Production System in 1950.

This technique focuses on the elimination of waste by creating the value stream map for the process.
Lean software development is trying to adopt the following principles for software development:
Agile Frameworks & Methods

Different Forms of Waste

Waste constitutes over 90% of a process. We must constantly look for it and for ways to eliminate it.
Agile Frameworks & Methods
kanban

A “pull system” to manage the flow of work

Invented by Taichi Ohno in the Toyota Production System

Manages a process based on “pull” principle in which work is pulled by the succeeding step, not
pushed by the preceding step
Only a minimal buffer is maintained to ensure continuity of the process by employing Just-In-Time
(JIT) principles
Many software teams employ Kanban systems, especially for maintenance or repetitive tasks
Steps to set up a Kanban System:
oVisualize the workflow.
oCreate flow by minimizing the “work-in-progress”
oContinuously improve the system by applying Kaizen principles
Agile Frameworks & Methods

DevOps

DevOps enables faster delivery of value created by Agile into operations.

This is a system without efficient DevOps:
Agile Frameworks & Methods

DevOps
Other Agile Frameworks

DevOps enables faster delivery of value created by Agile into operations. This is a system with
efficient DevOps:
Agile Frameworks & Methods

Agile and IT Service Management

Agile Frameworks & Methods
Integrating Agile and ITIL roles

There must be close co-ordination between several roles in an Agile team and an IT team.
Agile Frameworks & Methods

Quiz

What is the meaning of osmotic communication ?

o Communication with remote team members

o Communication with stakeholders outside the team

o Communication that is formal and written

o Communication that flowws through currents and overhearing

Agile Frameworks & Methods

Quiz
Other Agile Frameworks
Response

What is the meaning of osmotic communication ?

o Communication with remote team members

o Communication with stakeholders outside the team

o Communication that is formal and written

o Communication that flowws through currents and overhearing

Agile Frameworks & Methods

Quiz

wich of these XP practices is enabled through pair programming ?

o Collective code owenership

o Test development driven

o Continous integration

o Ubiquitous language

10/12/2021 364
Agile Frameworks & Methods

Quiz
Response

wich of these XP practices is enabled through pair programming ?

o Collective code owenership

o Test development driven

o Continous integration

o Ubiquitous language

10/12/2021 365
Agile Frameworks & Methods

Key Takeaways

There are many techniques and methodologies to choose from under the Agile umbrella.
The Waterfall method is logical, however, it’s expensive to change.
Crystal is strong on communication, Dynamic Systems Development Method (DSDM), or Atern, is
good at timeboxing and prioritization, and XP has good guidance on engineering practices.
Agile and Scrum techniques have to be complementary to DevOps processes to ensure that the
value developed can be deployed quickly and seamlessly.
Agile and Scrum should also link to IT Service Management because products are ultimately tied to
business services that are supported by IT Operations.
Agile project Management

Section 1 : Agile Introduction & Overview

Section 2 : Agile Frameworks and Methods
Section 3 : Agile Communications Concepts
Section 4 : Agile Planning, Monitoring and Adapting
Concepts
Section 5 : Agile Estimation Concepts

10/12/2021 367
Section 3 :
Agile
Communication

10/12/2021 368
Agile Communication

Objectives

• Define Project communication

• Deiffrentiate between various types of project communication
• Desciribe Agile tooling
Agile Communication
Project Communication

10/12/2021 370
Agile Communication
Information Radiators

An information radiator displays information in a

place where passerby can see it

information radiators enable team members to

view the current state and its progress

Most Agile teams implement it to some degree in

their processes.

Most popular information radiators are :

o Task boards

o Big visible charst ( includes burdown

charts)

10/12/2021 371
Agile Communication
Information Radiators

Effective information radiator should be :

• Simple : Bried and concise.
• Stark : Errors should not be marked , rather should be to improve work and performance
• Current : information diplayed should be the latest
• Transition : once the problem has been rectified , it should be taken off from the chart
• Influential : Empowers the team to take decisions.
• Highly visible : Easy to see and understand
• Minimal in nimber : Not so many that they drown out oher information

10/12/2021 372
Agile Communication

Caves and Commons Layout

Agile Communication

Task board

10/12/2021 374
Agile Communication

Co-located Team vs distributed Team

10/12/2021 375
Agile Communication

Osmotic Communication

10/12/2021 376
Agile project Management

Section 1 : Agile Introduction & Overview

Section 2 : Agile Frameworks and Methods
Section 3 : Agile Communications Concepts
Section 4 : Agile Planning, Monitoring and Adapting
Concepts
Section 5 : Agile Estimation Concepts

10/12/2021 377
Section 4 :
Agile Planning,
Monitoring and
Adopting

10/12/2021 378
Agile Planning, Monitoring and Adopting
Agile Estimating, Planning, Monitoring, and Control
After completing this lesson, you will be able to:

Explain how to write a user story and epics.

Carry out planning at the roadmap, release, and Sprint level.

Express estimates in story points or ideal time and explain the pros

and cons.

Perform Agile estimation using Planning Poker and Affinity

Estimation techniques.

Make progress visible using Burn Down Charts and other forms.

Make use of the information to keep the project on track.

Agile Planning, Monitoring and Adopting
Planning Onion

Planning happens at multiple levels:

Agile Planning, Monitoring and Adopting
Planning happens at multiple levels:

10/12/2021 381
Agile Planning, Monitoring and Adopting
Aligning Agile projects to portfolios and programs

10/12/2021 382
Agile Planning, Monitoring and Adopting

User Stories

User Stories describe anything of value that the team can produce for the customer.

A user story is a lightweight mechanism to

Quickly capture requirements . It acts as
An agreement between customers and team
Member to discuss detailed requirements
During an iteration.

User story provides a medium for the following:

o Gathering basic information about stories

o Recording high level requirements
o Developing work estimates
o Defining acceptance tests
Agile Planning, Monitoring and Adopting

User Stories : 3 C

Three component of user stories are :

10/12/2021 384
Agile Planning, Monitoring and Adopting

User Stories : Attributes

10/12/2021 385
Agile Planning, Monitoring and Adopting

Good User Stories

Agile Planning, Monitoring and Adopting

Story Card
Agile Planning, Monitoring and Adopting

Story Card : Example

10/12/2021 388
Agile Planning, Monitoring and Adopting

Theme

Theme is a set of related user stories

That combined and treated as a single
Entity fo either estimating or release
planning

Epics

Epics are large user stories with lower

Priority. They are too big to
implement In a single iteration and
therefore they need to be
disaggregated into smaller User
stories at some point.

10/12/2021 389
Agile Planning, Monitoring and Adopting

Timeboxing

Timeboxing is setting a fixed time limit to activities

o It lets other characteristics , such as scope , vary
o If something can not be accomplished in a
timeboxed Period , it is deferred to the next
period.
o Timeboxing allows velocity to be determined
Between itarations and sprints.
o Timeboxing is often applied to meetings like
Scrums , sprint planning , sprint and iterations.

10/12/2021 390
Agile Planning, Monitoring and Adopting
Advantage of Timeboxing

10/12/2021 391
Agile Planning, Monitoring and Adopting
Roadmap/Release Planning

Prioritize high-level epics and determine goals of releases.

Establish goals of releases based on market demand, regulatory needs, or customer

expectations.
For each release:
Estimate the target stories.
Repeat until target stories are assigned:
Select an iteration length
Estimate velocity
Assign stories to iteration
Iterate until the stories and release date meet conditions of satisfaction.
Try not to pack too much into a release backlog.
Agile Planning, Monitoring and Adopting

Output
Agileof ReleasePlanning,
Estimating, Planning
Monitoring, and Control

At the end of release planning, this is what you will see:

Agile Planning, Monitoring and Adopting

Iteration plan

An iteration plan is a low of view of the product where the team

takes a more focused an detailed look at what will be necessary to
implement.

Only those user stories , that have been selected for the iteration.
Each ietration follows The same consistent pattern

10/12/2021 394
Agile Planning, Monitoring and Adopting

Iteration plan

10/12/2021 395
Agile Planning, Monitoring and Adopting

Commitment driven iteration planning

10/12/2021 396
Agile Planning, Monitoring and Adopting
Iteration

10/12/2021 397
Agile Planning, Monitoring and Adopting
Iteration plan vs release Plan

10/12/2021 398
Agile Planning, Monitoring and Adopting

Tracking Releases

Burn Down Bar Chart:

Agile Planning, Monitoring and Adopting

Tracking Sprints

Burn Down Line Style:

Agile Planning, Monitoring and Adopting

Tracking Sprints or release

Burn down Bart chart

10/12/2021 401
Agile Planning, Monitoring and Adopting

Staying in Control

Use Burn Up and Burn Down Charts for forecasting.

Agile Planning, Monitoring and Adopting

Cumulative Flow Diagram

10/12/2021 403
Agile Planning, Monitoring and Adopting

Work in progress

10/12/2021 404
Agile Planning, Monitoring and Adopting

Physical Progress Chart

The simplest form of the Kanban Board:

Agile Planning, Monitoring and Adopting

Kanban Boards

Kanban board or a task board has

three columns
o To DO
o In progress
o Done
Tasks are represented by cards and
status of
The cards are posted under one the
three columns

10/12/2021 406
Agile Planning, Monitoring and Adopting

Key Takeaways

The starting point of planning is the definition of user stories. Good user stories follow the
INVEST model and 3 C’s.
Prioritize stories based on Return On Investment (ROI) and Risk.
Get an understanding of the Team’s Velocity.
Use this information to plan at various levels for Roadmap, Release, and Sprint.
Express estimates as Ideal Time or Story Points.
Planning Poker and Affinity are simple, fun approaches to estimation.
Use Burn Down Charts and other indicators to track projects and stay in control.
Agile project Management

Section 1 : Agile Introduction & Overview

Section 2 : Agile Frameworks and Methods
Section 3 : Agile Communications Concepts
Section 4 : Agile Planning, Monitoring and Adapting
Concepts
Section 5 : Agile Estimation Concepts

10/12/2021 408
Section 5 :
Agile Estimation

10/12/2021 409
Agile Estimation

Objectives

o Explain the concepts relative Sizing or Story Points

o List the various methods used for estimation
o Explain the concept of ideal days and the factors affecting ideal days
o Describe the agile planning poker technique

10/12/2021 410
Agile Estimation

Measure of size

10/12/2021 411
Agile Estimation
Estimation

Principles behind Estimation:

Agile Estimation
Agile Estimating, Planning, Monitoring, and Control
Ideal Time

Ideal Time is the amount of actual work time.

Agile Estimation

StoryAgile Estimating, Planning, Monitoring, and Control

Points

Absolute measure of size; relative to each other.

Story Point is an analogous estimation technique.

Establish a benchmark and compare others to it:

o Ideally, you should have more than one benchmark or triangulation like Small may
be 1, Medium may be 5, and Large may be 13.
o Benchmark works because human beings are better at comparisons than absolutes.
Points are for the entire work.
Use non-linear scale to pick values:
o Modified Fibonacci: 1, 2, 3, 5, 8, 13, 20, …
o Doubling scale: 1, 2, 4, 8, 16, …
Agile Estimation

StoryAgile Estimating, Planning, Monitoring, and Control

Points
Agile Estimation

Comparing Ideal Time

Agile Estimating, to Story
Planning, Pointsand Control
Monitoring,

Comparison between two units of size:

Agile Estimation

Splitting Stories

Stories need to be split if they are too large, won’t fit into the Sprint, or for more reliable estimation.
Agile Estimation

Determining Value or Return on Investment (ROI)

There are four ways in which work will provide value:

Agile Estimation

Prioritization Models

Before we begin planning, the backlog must be prioritized.

Agile Estimation
Velocity

Velocity of the Team helps understand the productivity of the Team.

Agile Estimation
Planning
AgilePoker
Estimating, Planning, Monitoring, and Control

A fast, fun team approach to estimation.

Agile Estimation
Agile Estimating, Planning, Monitoring, and Control
Advantages of Planning Poker

Planning Poker works because of the following reasons:

Agile Estimation

AffinityAgile
Estimation
Estimating, Planning, Monitoring, and Control

Useful when you want quick, reliable estimates for a large number of stories at a time
Agile Estimation
From Product to Sprint Backlog
Agile Estimation
Tracking Work in a Sprint
Agile Estimation
Velocity Calculation
Agile Estimation
Defining Key Metrics in Agile
Agile Estimation
Planning Releases
Agile Estimation
Artifacts
Agile Estimation
Wideband delphi

Wideband Delphi Technique is a consensus-based estimation technique for

estimating effort. Useful when estimating time to do a task. Participation of
experienced people and they individually estimating would lead to reliable
results. People who would do the work are making estimates thus making valid
estimates

10/12/2021 430
Agile Estimation
Wideband delphi - process

10/12/2021 431
Agile Estimation
Affinity estimation

10/12/2021 432
Chapter 4 :
PMBOK 7 Edition

10/12/2021 433
Section 1 : The
standard of project
Management

10/12/2021 434
Part 1 : Introduction

10/12/2021 435
Key Terms & concepts
Outcome
As end result or consequence of process or project.
Outcomes can include output and artifacts, but
Have a broader intent by focusing on the benefit
and value that the project was undertaken to
deliver

Portfolio
Projects, programs, subportfolios, and operations
managed as a group to achieve strategic
objectives
Key Terms & concepts
Product
An artifact that is produced, is quantifiable, and
can be either an end item in itself or a
component item.

Program
A group of related projects, subprograms, and
program activities managed in a coordinated
way to obtain benefits not available from
managing them individually.
Project
A temporary endeavor undertaken to create a
unique product, service, or result.
Key Terms & concepts
Project Management

The application of knowledge, skills, tools, and

techniques to project activities to meet the
project requirements.

Project Manager

The person assigned by the performing organization

to lead the team that is responsible
for achieving the project objectives.

Project Team

A set of individuals who support the project

manager in performing the work of the project to
achieve its objectives..
Key Terms & concepts
System for value delivery

A collection of strategic business activities aimed at

building , sustaining , and / or advancing an
organization . Portfolis , programs, projects ,
products and operations can all be part of an
organization’s system for value delivery.

value

The worth importance , or usefulness of something.

Diffrent steakholders value in diffrent way.
Customers define value as the ability to use specifics
features or functions or product. Organisations can
focus on business value as determined within
financial metrics such as the benefits less the cost of
achieving those benefits
Part 2 : A System for
value delivery

440
Creating value

• Creating new service , product or result that meets the needs of customers or end users;

• Creating positive social or environmental contributions

• Improving efficiency , productivity , effectiveness , or responsiveness;

• Enanling the chnages needed to facilitate organizational transition to its desired future

State

• Sustaining benefits enabled by prvious programs , projects or business operations

10/12/2021 441
Value Delivery components

10/12/2021 442
Value Delivery components

10/12/2021 443
Information Flow

10/12/2021 444
Organizational Governance Systems
• A Governance framework can include elements of oversight , control, value assessment
Integration among components , and decision making capabilities.

• Governance systems provid an integrated structure for evaluating changes , issues ,risks
Associated with environnement and any component in the value delivery system. This
Includes portfolio objectives , program benefits and delivrables produced by projects.

• Project Governance include defining the authority to apporve change and make
a business decisions related to the project . Project Governance is aligned with program
and organizational governance

10/12/2021 445
Functions associated with projects
Provide oversight and coordination

Present objectives and feedback

Faciltated and support

Perform work and contribute insight

Apply Expertise

10/12/2021 446
Functions associated with projects
Provide oversight and coordination

Present objectives and feedback

Faciltated and support

Perform work and contribute insight

Apply Expertise

10/12/2021 447
Part 3 :Project
Management
principles

448
Project Management principles

10/12/2021 449
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 450
Be Deligent , Respectful and carring steward

10/12/2021 451
Be Deligent , Respectful and carring steward
Stewardship encompasses responsabilities within external or internal to the organization

Within organization :

 Operating in alignement with organization its objectifs and strategy , vision , mission
and sustainment of its long term value;

 Commitment to and respectful engagement of team members project ; and others

ressources Used in the project;

 Understanding the appropriate use of authority , accountability and resposnability

particularly in leadership positions

10/12/2021 452
Be Deligent , Respectful and carring steward
Stewardship outside to the organization includes such as resposnabilities

External organization :

 Organization’s relationship within external stakeholders such as its partner and channels ;

 Impact of the organization or project on the market , social community and regions in
wich it operates ;

 Advancing the state of practice in professional industries ;

 Environemental sustainbility and or the organization’s uses materials and nature ressources

10/12/2021 453
Be Deligent , Respectful and carring steward
Integrity
• Stewards behave honestly and ethically in all engagements and communications
• Stewards hold themselves to the highest standards and reflect the values ,
principles and behavios expected of those in their organization.
• Stewards to challenge team members and other steakholders to consider their
words and actions , to be empathetic , self-reflective and open to feedback.

Care
• Care related to the business affair of the organization.
• Care of the environnement
• Sustainable use of nature ressources
• Care include creating a transparent working environnement
• Open communication channels
• Opportunities of stakeholders to raise concerns withount fairness and penalities.

10/12/2021 454
Be Deligent , Respectful and carring steward
Trustworthiness
• Stewards represent themselves , their roles , their project team and their
authority both inside and outside the organization.
• Trustworthiness entails individual identifying conflicts between their personal
interests and those of their organization.
• Conflicts can undermine trust and confidence.
• Stewards protect projects from breaches of trust.

Compliance
• Stewards comply with laws , rules, regulations and requirements that are
properly authorized within or outside of their organization
• Stewards seek appropriate counsel and direction

10/12/2021 455
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 456
Create a collaborative project team environnement

Creating project team environnement involves multiple contributing factors such as

• Team agreements
• Team structures
• Team processes

10/12/2021 457
Create a collaborative project team environnement
Team Agreements
Team agreements represent a set of behavioral parameters and working norms
established by the project team and upheled through individual and project Team
commitement. The Team agreements are created in the first of project and continue
to evolve over time in order to work succesfuly

Organizational Structure
Organizational structure are any arrangement of or relation between the elements of
project work and organizational process.
Example of organization structures that can improve collaboration
o Definition of roles and responsabilities
o Allocation of employees and vendores into project teams
o Formal committees tasked with specefic objectif
o Standing meetings that regulary review a given topics

10/12/2021 458
Create a collaborative project team environnement
Processes

Project Teams define processes that enable completion of tasks and work
assignments. For example , project teams may agree to a decomposition process
using a workbreadown structure (wbs) , Backlog or task borad

Clarity on roles and responsabilities can improve team cultures. This incluses

Autority : The condition of having the right , within a given context , to make
relevant decisions , establish or improve procedures , apply project ressources ,
expends fucnds or give approovals. Authority is conferred from one entity to
another ,whether done explicity or implicity.

Accountability : The condition of being answerabke for an outcome.

Responsability : The condition of being obligated to do or fulfill something .

Responsability can be shared.

10/12/2021 459
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 460
Effectively engage with stakeholders

Stakeholder. An individual, group, or organization who may affect, be affected by,

or perceive itself to be affected by a decision, activity, or outcome of a project.

10/12/2021 461
Effectively engage with stakeholders
Stakeholders can affect many aspects of a project , including but not limited to :

• Scope/Requirement , by revealing the need to add , adjust , or remove elements of the scope
and/or project requirements;
• Schedule, by offering ideas to accelerate delivery or by slowing down or stop delivery of key
project activities.
• Cost , by helping to reduce or eliminate planned expenditures or by adding steps,
requirement , or restrictions that increase cost or require addtional resources;
• Project team, by restricting or enabling access to people with skills , knowledge , and experience
needed to deliver the intended outcomes , and promote a learning culture;
• Plans, by provinding information for plans or by advocating for changes to agreed activities
and works;
• Outcome, by enabling or blocking work required for the desired outcomes;
• Cultures, by establishing or influencing – or even defining –the level and character
of engagement of the project team and broader organization;
• Benefits realization , by generating and identifying long term goals so that the project delivers
the inteded identified value.
• Risk ; by defining the risk thresholds of the project , as well as participating in subsequent risk
management activities;
• Quality, by identifying and requiring quality requirements ;
• Success , by defining success factors and participating in the evaluation of success.
10/12/2021 462
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 463
Focus on value

10/12/2021 464
Focus on value
• Value including outcomes from the perspective of the customer or the end user
• Value is the ultimate success indicator and driver of projects
• Value focus on the outcome of delivrables .
• Value of project may be expressed as a financial contribution to the sponsoring or
receiving organization

Business need
• Business provides rationale of the project explaining why the project is undertaking
• Is originates business requirements which reflected in the project charter
• It provides business goals and objectives
• It help to increase the potentiel value from the project outcome/

Project Justification
• Project justification is connected to business need , it is explain why the business
need is worth the investissement and why at this time.
Business Strategy
• Business Strategy is the reason for the project and all needs are related to the
strategy to achieve the value.
10/12/2021 465
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 466
Recognize , evaluate and respond to the system interactions

10/12/2021 467
Recognize , evaluate and respond to the system interactions

The following skills support a system view of the project

o Empathy with the business areas;

o Critical thinking with a big picture focus;
o Challenging of assumptions and mental models
o Seeking external review and advice
o Use of integrated methods , artifacts , and practices so there is a common understanding
o of project work,delivrables and outcomes;
o Useof modeling and scenarios to envision how system dynamics may interact and react
o Proactive management of the integration to help achieve business outcomes

10/12/2021 468
Recognize , evaluate and respond to the system interactions
Recognizing , evaluatinf , and responding to system interactions can lead to the
Following positiives outcomes :

• Early consideration of uncertainty and risk within project , exploration of alternatives

and consideration of unintended consequences;
• Ability to adjust assumptions and plans throughout the project life cycle;
• Provision of ongoing information and insignts that inform planning and delivery
• Clear communication of plans, progress, and projections to relevant stakeholders
• Alignement of project goals and objectives to the customer organization’s goals, objective and vison
• Ability to adjust to the changing needs of the end user , sponsor , or customer of the project delivrables
• Ability to see synergies and savings between aligned projects or initiatives
• Ability exploit opportunities not otherwise captured or see threats posed to or by others projects or intiatives
• Clarity regarding the best project performance measurement and their influence on the behaviior
of the people involved in the project.
• Decisions that benefit the organization as a whole ; and
• More comprehensive and informed identification of risks.

10/12/2021 469
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 470
Demonstrate leadership behavior

10/12/2021 471
Demonstrate leadership behavior
• Focusing a project team around agreed goals ,
• Articulating a motivating vision for the project outcomes,
• Seeking resources and support for the projet
• Generating consensus on the best way forward,
• Overcoming obstacles to projects progress,
• Negotiating and resolving confilcot within the project team and between the project team
• And other stakeholders,
• Adapting communication style and messaging so that they are relevant to the audience,
• Coaching and mentoring fellow project team members
• Appreciating and rewarding positive behaviors and contributions
• Providing opportunities for skill growth and developpement
• Facilitating collabirative decision making
• Employing effective conversation and listening
• Empowering project team members and delegating responsibilities to them
• Building a cohesive project team that take responsabilities
• Showing empathy for project team and stakeholders perspectives
• Having self awerness about of one’s own bias and behavior
• Managing and adapting to change during the project life cycle.
• Facilitating a fail fast learn quickly mindset by acknwoledge mistakes
• Role modeling of desired behaviors
10/12/2021 472
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 473
Tailor based on the context

10/12/2021 474
Tailor based on the context

A Tailored project approach can prodcue direct and indirect benifits to organizations such a:

• Deeper commitment from project team members because the took part in defining the approch

• Reduction in waste in terms of actions or resources

• Customer oriented focus as the needs of the customer and other stakeholders are an imprtant

• Influencing factor in the tailoring of the project

• More efficient use of project resources , as project teams are conscious of the weight of project
processes

10/12/2021 475
Tailor based on the context

Tailoring projects can lead the following positive outcomes :

• Increase innovation , effeciency and productivity

• Leassons learned , so that improvements from a specific approach can be shared
• Applied to the next round of work or future projects;
• Futur improvement of an organization’s methodilogy , with new practices ,
methods
• And artifacts;
• Discovery of improved outcomes , processes, or methods throurough
experimentation
• Effective integration within multidesciplinery projects teams of methods and
practices used to deliver project results
• Increased adaptability for the organization in the long term

10/12/2021 476
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 477
Build Quality into process and delivrables

10/12/2021 478
Build Quality into process and delivrables

Quality may have several diffrent dimension , including but not limited to the following :

• Performance : Does the delivrable function as the project team and stakeholders inteded
• Conformity . Is the delivrable fit for use . And does meet the specifications?
• Reliability . Does the delivrable produce consistent metrcis each time it is performed or produced
• Resilience .is the delivrable able to cope with unforseen failure and quickly recover?
• Satisfaction. Does the delivrable elicit positive feed back from end users ? This includes usability
• And users experience ?
• Uniformity. Does the delivrable show parity with other delivrable

10/12/2021 479
Build Quality into process and delivrables
The intention is to minimise the waste of resources and maximize the probabilty of
Attaining the desired outcome. The result in :

• Movinng the delivrables to the point of delivery quickly.

• Preventing defects in the delivrables or identifying them early or reduce the need for
Rework and scarp

Attention to quality in project processes and delivrables create positive outcomes :

• Project delivrables that are fit for purpose as defined by acceptance criteria
• Project delivrables that meet stakehoolder expectations and business objectives
• Project delivrables with minimal or no defects
• Timely or expected delivery
• Enhanced cost control
• Increased quality of product delivery
• Reduce rework and scrap
• Reduce customer complaints
• Continually improved process
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 481
Navigate complexity

10/12/2021 482
Navigate complexity

Human behavior System behavior

Ambiguity and Technological

uncertainty Innovation
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 484
Optimize Risk Responses

10/12/2021 485
Optimize Risk Responses

Increase individual and overall opportunities . Project teams should consistently

Identify potentiel risk responses with following in mind :

• Appropriate and timely to the significance of the risk

• Cost effective
• Realistic within the project context
• Agreed to by relevant stakeholders
• Owned by responsible person
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 487
Embrace Adaptability and resiliency
Embrace Adaptability and resiliency

• Short feedback loops to adapt quickly

• Continous learning and improvement
• Project teams with broad skills
• Regular inspection and adaptation of project work to identify improvement
opportunities
• Diverse project teams to capture a broad range of experiences
• Open planning that engage stakeholders
• Ability to leverage new ways of thinking and working
• Open organization coversations
• Understanding from last learning
Project Management principles
1. Be Deligent , Respectful and carring steward
2. Create a collaborative project team environnement
3. Effectively engage with stakeholders
4. Focus on value
5. Recognize , evaluate and respond to the system interactions
6. Demonstrate leadership behavior
7. Tailor based on the context
8. Build Quality into process and delivrables
9. Navigate complexity
10. Optimize Risk Responses
11. Embrace Adaptability and resiliency
12. Enable change to achieve the envisioned future state

10/12/2021 490
Enable change to achieve the envisioned future state
Section 2 : Project
Performance
Domaines

10/12/2021 492
Project Performance Domaines

10/12/2021 493
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 494
Stakeholders Performance Domain

Stakeholder. An individual, group, or organization who may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project.

Stakeholder Analysis. A technique of systematically gathering and analyzing quantitative and

qualitative information to determine whose interests should be taken into account throughout the
project.
Stakeholders Performance Domain
Stakeholders Performance Domain
Stakeholders engagement
Stakeholders Performance Domain

Interactive Communication Push Communication Pull Communication

[Most effective] [Active] [Passive]
Between two or more parties Sent to specific recipients who need to Used for very large volumes of
performing a multidirectional exchange know the information information, or for very large audiences
meetings, phone calls, video Letters, Memos, Reports, Emails, Faxes, Internet sites, eLearning, and
conferencing Voice mails, Press releases knowledge repositories
Sensitive & Urgent Casual – not so important Informational purpose - casual
Stakeholders Performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 500
Team Performance Domain

Project Manager (PM). The person assigned by the performing organization to lead the 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. On some smaller projects, the project management team may
include virtually all of the project team members.
Team Performance Domain

Project Management Team

Centralized
Predictive
Management and
Management
leadership
Project Manager

Distributed
Agile or lean
Management and
Management
leadership
Scrum Master or servant leader
Team Member
Team Performance Domain

Servant leader

• Shield the team from interruptions

• Remove impediments to progress
• Communicate and re-communicate the project vision
• Carry food and water
• Educate stakeholders around why and how to be agile
• Support the team through mentoring, encouragement
• Celebrate with the team and external groups
• Help team with technical project management activities
Team Performance Domain

Common of Type aspect

Vision and Roles and Project Team

objectives Responsailities operations

Guidance Growth
Team Performance Domain

Project Team culture

Transparency Integrity Respect

Celebrating
Success

Positive
Support Courage
discourse
Team Performance Domain

High Performance Project Team

Open Shared
Respect
communication understanding

Shared
ownership Trust Collaboration

Adaptability Resilience Empowerment

&Recognition
Team Performance Domain

Emotional Intelligence
Team Performance Domain

Conflict Management
Team Performance Domain

Conflict Management
Team Performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 511
Development approach and life cycle Performance Domain
Development approach and life cycle Performance Domain

Deliverable. Any unique and verifiable product, result, or capability to perform a

service that is required to be produced to complete a process, phase, or project.

Project Phase. A collection of logically related project activities that culminates in

the completion of one or more deliverables.

Project Life Cycle. The series of phases that a project passes through from its
initiation to its closure.
Development approach and life cycle Performance Domain

Single delivery

Multiple deliveries

Periodic deliveries
Development approach and life cycle Performance Domain
Development Approach
Development approach and life cycle Performance Domain
Development Approach
Development approach and life cycle Performance Domain
Product, service and result

Degree of Requirement
Scope stability
innovation Certainty

Delivery
Ease of change
options

Risk Safety
Regulations
Requirements
Development approach and life cycle Performance Domain
Life cycle and phase definitions
Development approach and life cycle Performance Domain
Life cycle and phase definitions
Development approach and life cycle Performance Domain
Life cycle and phase definitions
Development approach and life cycle Performance Domain
Aligning of delivery cadence
Development approach and life cycle Performance Domain
Aligning of delivery cadence
Development approach and life cycle Performance Domain
Development approach and life cycle Performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 525
Planning Performance Domain
Planning Performance Domain

Estimate. A quantitative assessment of the likely amount or outcome. Usually

applied to project costs, resources, effort, and durations.

Accuracy. Within the quality management system, accuracy is an assessment of

correctness.

Precision. Within the quality management system, precision is a measure of

exactness.

Crashing. A technique used to shorten the schedule duration for the least
incremental cost by adding
resources.

Fast Tracking. A schedule compression technique in which activities or phases

normally done in sequence are performed in parallel for at least a portion of their
duration.
Planning Performance Domain

Planning variables

Developement Project Organisations

Approach Delivrables Requirements

Legal or
Market
regulatory
conditions
restrictions
Planning Performance Domain

Schedule
Planning Performance Domain

Schedule
Planning Performance Domain

Budget
Planning Performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 533
Project work performance Domain
Project work performance Domain

Project work keep the project team focused and project activities running smoothly :

• Managing the flow of existing work , new work and changes to work;
• Keeping the project team focused
• Establishing efficient project systems and processes;
• Communicating with stakeholders
• Managing material , equipment , supplied and logistics;
• Working with contracting professionals and vendors to plan and manage
procurements and contracts
• Monitoring changes that can affect the project ; and
• Enabling project learning and knowledge transfer.
Project work performance Domain

Lean production methods

Retropectives and lessons learned

Project work performance Domain

Project
Managing the Managing
communication
project Team physical
and
Focus resources
engagement

Monitoring new Learning

Working with throught
work and
procurement project
change
Project work performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 539
Delivery performance Domain
Delivery performance Domain

Requirement. A condition or capability that is required to be present in a product,

service, or result to satisfy a contract or other formally imposed specification.

Work Breakdown Structure (WBS). A hierarchical decomposition of the total

scope of work to be carried out by the project team to accomplish the project
objectives and create the required deliverables.

Definition of Done, or DoD, is a common quality verification method. A DoD

defines the minimum criteria that a work item must meet before our stakeholders will
accept it as completed.

Quality. The degree to which a set of inherent characteristics fulfills requirements.

Cost of Quality. A method of determining the costs incurred to ensure quality.

Prevention and appraisal costs (cost of conformance) include costs for quality
planning, quality control (QC), and quality assurance to ensure compliance to
requirements. Failure costs (cost of nonconformance) include costs to rework products,
components, or processes that are non-compliant, costs of warranty work and waste,
and loss of reputation.
Delivery performance Domain

Deliver of Project
value Delivrables

Quality Suboptimal
outcomes
Delivery performance Domain
Checking the result
Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 544
Measurement performance Domain
Measurement performance Domain
Measurement performance Domain

What to measure
Measurement performance Domain
Measurement performance Domain
Measurement performance Domain

Check the result

Project Performance Domaines
1. Stakeholders Performance Domains

2. Team Performance Domain

3. Development approach and life cycle Performance Domain

4. Planning Performance Domain

5. Project work performance Domain

6. Delivery performance Domain

7. Measurement performance Domain

8. Uncertainty Performance Domain

10/12/2021 551
Uncertainty performance Domain
Uncertainty performance Domain
Uncertainty performance Domain

Check the result

Section 3 :
Tailoring

10/12/2021 555
Tailoring

What to Tailor

Life cycle and

development Process Engagement
Approch

Methods and
Tools
artifacts
Tailoring

What to Tailor

Life cycle and

development Process Engagement
Approch

Methods and
Tools
artifacts
Tailoring
Tailoring
Tailoring the performance domain

10/12/2021 560
Section 4 :
Models , Methods
and Artifacts

10/12/2021 561
Models , Methods and approch
Models , Methods and approch
 Thank you for your assistance
Are there any others Questions ?

10/12/2021 564