Project Management Terms

Definition: Project
• A temporary endeavor that
produces a unique product,
service, or result
• Temporary in nature and has a
definite beginning and ending

Progressively
Unique Temporary
Elaborated
Operations Management
• Deals with the ongoing production of goods
and/or Services
• Considers the acquisition, development, and
utilization of resources that firms need to
deliver the goods and services
Project Management
• Project management is the application of
knowledge, skills, tools, and techniques to
satisfy project requirements
• Preparing a business case to justify the
investment
• Estimating resources and times
• Developing and implementing a management
plan for the project
• Leading and motivating the project delivery
team
• Managing the risks, issues, and changes on the
project
• Monitoring progress against plan
• Closing the project in a controlled fashion when
appropriate
Program Management
• Group of related projects managed in a coordinated way
to obtain benefits and control not available from
managing them individually
• Must be some value add in managing them together
as a program
• A project may or may not be part of a program, but a
program will always have projects

Program

Project1 Project2 Project3 Project4

Portfolio Management
• A portfolio is a collection of projects, programs,
subsidiary portfolios, and operations managed as
a group to achieve strategic objectives.
• Collections of Projects, Programs, subsidiarity Portfolios
• Achieve strategic (long term) objectives

Portfolio

Program1 Program2 Project1 Project2

 Value of Projects
• What value will this project bring to
the company upon completion?
• Why should we undertake this
project?
• Money, Brand Reputation, Customer
Service, New or Change product or
Service
Projects enable changes
• Project can be a vehicle for change in
an organization
• Takes a company from a current state
to desired state

Current Desired
State State

current state vs desired state

 Phases and Deliverables
• A phase is a collection of logically related project
activities that culminates in the completion of
one or more deliverables.
• The number of the phases depends on the industry type
and size and the complexity of the project
• A deliverable is any unique and verifiable
product, service or result.
• May be tangible or intangible
• Must be accepted by the customer or sponsor for the
phase

Phase 1 Phase 2 Phase 3

Deliverable Deliverable Deliverable

Project Output
 Project Life Cycle
• A representation of the phases that a project
typically goes through from start to finish
• Can be either predictive or adaptive or hybrid
 Stakeholders
• Individuals, group, or organization that may affect,
be affected, or perceive to be affected by the
project.
Key Stakeholders
• Project Manager - manages the project
• Customer - uses the project deliverable
• Project team - the collection of individuals
completing the project work
• Project Sponsor – Provides resources and
support
• Functional Manager - Departmental Manager,
i.e Manager of Engineering, Vice President of
Marketing, Director of IT. Generally controls
resources
Project Management Office
• Organizational Structure that standardizes
the processes and facilitates the sharing
of resources, methodologies, tools, and
techniques
• Types:
• Supportive: Supports the project manager,
such as providing templates, training, or
lessons learned form other projects.
• Controlling: Determines the framework or
methodology and use of specific forms
• Directive: Controls the project. PM will be
assigned and report to the PMO.
Organizational Structures
• Functional Organizations
• Structure that groups staff members according to
their area of expertise (sales, marketing,
construction, etc.). Functional structures require
the project team members to report directly to
the functional manager
• Matrix Organizations
• There are three matrix structures: weak, balanced,
and strong. The different structures are reflective
of the project manager's authority in relation to
the functional manager's authority.
• Project Oriented Organizations, (Projectized)
• Structure where the PM has the greatest amount
of authority. The project team is assigned to the
project on a full-time basis. When the project is
complete, the project team members moves on to
other assignments within the organization.
• Hybrid
• Blended type
 Organizational Structures Chart
Functional Weak Matrix Balance Matrix Strong Matrix Projectized

Low to Moderate to
PM Little/No Low High/Total
Moderate High

Low to Moderate to
Resource Avail. Little/No Low High/Total
Moderate High

Functional Functional
Budget controls Mixed PM PM
Manger Manger

Pm Role PT PT PT/FT FT FT

PM Staff PT PT PT/FT FT FT
Project Constraints
 Scope
 Schedule
 Cost
 Risk
 Quality
 Resources
Scope

Quality
 Project Management
approaches
• Two primary approaches: predictive (also
known as traditional or waterfall) and
adaptive (also known as agile).
• Predictive Approach: The predictive
approach follows a linear and sequential
process.
• It involves detailed planning and
documentation upfront, with a focus on
predicting and defining the project scope,
objectives, timeline, and deliverables.
• Extensive upfront planning
• Sequential execution
• Emphasis on control and documentation:
• Limited flexibility, limited changes with a
well define change control process
 Project Management
approaches
• The adaptive approach focuses on
flexibility, collaboration, and iterative
development.
• It embraces change throughout the
project and emphasizes continuous
feedback and improvement.
• Iterative and incremental
development
• Customer collaboration
• Emphasis on adaptability
• Self-organizing teams
• The adaptive approach, commonly
used in agile methodologies like
Scrum or Kanban
 Risk vs. Issues
• Risks are potential events or
situations that may occur in the
future and have an impact on the
project's success.
• Issues refer to problems or
challenges that arise during the
course of a project. They are typically
negative events or circumstances
that can hinder progress or impact
project objectives.
 Leadership vs. Management

PMI, Process Group a Practice Guide, Page: 63

 Emotional Intelligence
• Emotional Intelligence (EQ) refers to the
ability to recognize, understand, and
manage emotions, both in oneself and in
others.
• It involves being aware of one's own
emotions, effectively handling them,
empathizing with others, and using
emotions to guide thinking and behavior.
• In project management, EQ plays a
significant role
Project Management
Principles
PMBOK GUIDE 7 TH EDITION
 Principles
•Principles serves as foundational guidelines
for strategy, decision making, and problem
solving.
•Professional standards and methodologies
are often based on principles.
•Principles for project management provide
guidance for the behavior of people
involved in projects
Project vs. General
Management Principles
Principles of project management can
also have areas of overlap with
general management principles

General
Project
Management
Management
Principles
Principles
12 Principles
1. Be a diligent, respectful, and
caring steward
2. Create a collaborative project
team environment
3. Effectively engage with
stakeholders
4. Focus on value
5. Recognize, evaluate, and respond
to system interactions
6. Demonstrate leadership behaviors
 12 Principles
7. Tailor based on context
8. Build quality into processes
and deliverables
9. Navigate complexity
10. Optimize risk responses
11. Embrace adaptability and
resiliency
12. Enable change to achieve the
envisioned future state
 1. Be A Diligent, Respectful,
and Caring Steward
STEWARDSHIP
Stewards act sensibly to carry out actions with
integrity, care, and trustworthiness while keeping
compliance with internal and external guidelines.
They demonstrate a broad commitment to
financial, social, and environmental impacts of the
projects they support.
Stewardship includes:
• Integrity
• Care
• Trustworthiness
• Compliance
• A holistic view of stewardship considers
financial, social, technical, and sustainable
environmental awareness.
2. Create a collaborative project
team environment
TEAM
Project teams are made up of individuals who wield
diverse skills, knowledge, and experience. Project
teams that work collaboratively can accomplish a
shared objective more effectively and efficiently
than individuals working on their own.
◦ Projects are delivered by project teams.
◦ Project teams work within organizational and
professional cultures and guidelines, often establishing
their own “local” culture.
◦ A collaborative project team environment facilitates:
◦ Alignment with other organizational cultures and
guidelines,
◦ Individual and team learning and development, and
◦ Optimal contributions to deliver desired outcomes.
3. Effectively engage
with stakeholders
STAKEHOLDERS
Engage stakeholders proactively and to
the point needed to contribute to project
success and customer satisfaction.
◦ Stakeholders influence projects,
performance, and outcomes.
◦ Project teams serve other stakeholders by
engaging with them.
◦ Stakeholder engagement proactively
advances value delivery.
 4. Focus on value
VALUE
Value is the worth, importance, or usefulness
of something. Value is subjective, in the sense
that the same concept can have different
values for different people and organizations.
◦ Value is the ultimate indicator of project success.
◦ Value can be realized throughout the project, at
the end of the project, or after the project is
complete.
◦ Value, and the benefits that contribute to value,
can be defined in quantitative and/or qualitative
terms.
◦ A focus on outcomes allows project teams to
support the intended benefits that lead to value
creation.
5. Recognize, evaluate, and
respond to system interactions
SYSTEMS THINKING
Recognize, evaluate, and respond to the
dynamic circumstances within and surrounding
the project in a holistic way to positively affect
project performance.
◦ A project is a system of interdependent and
interacting domains of activity.
◦ Systems thinking entails taking a holistic
view of how project parts interact with each
other and with external systems.
◦ Systems are constantly changing, requiring
consistent attention to the internal and
external conditions.
◦ Being responsive to system interactions
allows project teams to leverage positive
outcomes.
6. Demonstrate
leadership behaviors
LEADERSHIP
Demonstrate and adapt leadership behaviors
to support individual and team needs.
◦ Effective leadership promotes project success
and contributes to positive project outcomes.
◦ Any project team member can demonstrate
leadership behaviors.
◦ Effective leaders adapt their style to the
situation.
◦ Effective leaders recognize differences in
motivation among project team members.
◦ Leaders demonstrate desired behavior in areas
of honesty, integrity, and ethical conduct.
7. Tailor based on
context
TAILOR
Design the project development methods
based on the needs of the project and its
objectives, stakeholders, governance, and
the environment.
◦ Each project is unique.
◦ Project success is based on adapting to the
unique context of the project to determine
the most appropriate methods of producing
the desired outcomes.
◦ Tailoring the approach is iterative, and
therefore is a continuous process throughout
the project.
8. Build quality into processes
and deliverables
QUALITY
Maintain a focus on quality that produces
deliverables that meet project objectives and
align to the needs, uses, and acceptance
requirements set forth by relevant stakeholders.
◦ Project quality entails satisfying stakeholders’
expectations and fulfilling project and product
requirements.
◦ Quality focuses on meeting acceptance criteria for
deliverables.
◦ Project quality entails ensuring project processes
are appropriate and as effective as possible.
9. Navigate
complexity
COMPLEXITY
Continually evaluate and navigate project
complexity so that approaches and plans
enable the project team to successfully
navigate the project life cycle.
◦ Complexity is the result of human behavior,
system interactions, uncertainty, and ambiguity.
◦ Complexity can emerge at any point during the
project.
◦ Complexity can be introduced by events or
conditions that affect value, scope,
communications, stakeholders, risk, and
technological innovation.
◦ Project teams can stay vigilant in identifying
elements of complexity and use a variety of
methods to reduce the amount or impact of
complexity.
 10. Optimize risk
responses
RISK
Constantly evaluate exposure to risk, both
opportunities and threats, to maximize positive
impacts and minimize negative impacts to the
project and its outcomes.
◦ Individual and overall risks can impact projects.
◦ Risks can be positive (opportunities) or negative
(threats).
◦ Risks are addressed continually throughout the
project.
◦ An organization’s risk attitude, appetite, and
threshold influence how risk is addressed.
◦ Risk responses should be:
◦ Appropriate for the significance of the risk,
◦ Cost effective,
◦ Realistic within the project context,
◦ Agreed to by relevant stakeholders, and
◦ Owned by a responsible person.
 11. Embrace adaptability
and resiliency
ADAPTABILITY AND RESILIENCY
Build adaptability and resiliency into the
organization’s and project team’s
approaches to help the project
accommodate change, recover from
setbacks, and advance the work of the
project.
◦ Adaptability is the ability to respond to changing
conditions.
◦ Resiliency is the ability to absorb impacts and to
recover quickly from a setback or failure.
◦ Build adaptability and resiliency into the
organization’s and project team’s approaches
12. Enable change to achieve the
envisioned future state
CHANGE
Prepare those impacted for the adoption and
sustainment of new and different behaviors and
processes required for the transition from the
current state to the intended future state created
by the project outcomes.
◦ A structured approach to change helps individuals,
groups, and the organization transition from the
current state to a future desired state.
◦ Change can originate from internal influences or
external sources.
◦ Enabling change can be challenging as not all
stakeholders embrace change.
◦ Attempting too much change in a short time can lead
to change fatigue and/or resistance.
◦ Stakeholder engagement and motivational
approaches assist in change adoption.
Project Management
Performance Domains
PMBOK GUIDE 7 TH EDITION
Principles and
Performance Domain
Domains are a group of related activities that are
critical for the effective delivery of project
outcomes.
They operate as an integrated system, with each
domain being interdependent of the other
domains to enable successful delivery of the
project and its intended outcomes.
The specific activities undertaken within each of
the performance domains are determined by the
context of the organization, the project,
deliverables, the project team, stakeholders, and
other factors.
Principles and
Performance Domain

PMI PMBOK Guide 7th Edition Page 5

1. Stakeholder
performance domain
Addresses activities and functions associated
with stakeholders.
◦ Effective stakeholder interaction contributes to
successful project outcomes.
◦ Stakeholder engagement includes implementing
strategies and actions to promote productive
involvement of stakeholders in project decision
making and implementation.
 2.Team Performance
Domain
Deals with activities and functions associated
with the people who are responsible for
creating project deliverables that realize
business outcomes.
◦ The project team is a set of individuals performing
the work of the project to achieve its objectives.
◦ An environment can be established to support the
team in evolving into a high performance team.
◦ This includes fostering team development,
encouraging leadership behaviors from all project
team members and sharing ownership for the
outcomes.
3.Development Approach and Life
Cycle Performance Domain

Deals with activities and functions

associated with the development approach,
cadence, and life cycle phases of the
project.
◦ The project deliverables determine the most
appropriate development approach such as a
predictive, adaptive, or hybrid approach.
◦ The deliverables and the development
approach influence the number and cadence
for project deliveries.
◦ The development approach and delivery
cadence influence the project life cycle and its
phases.
4. Planning Performance
Domain
Deals with activities and functions associated with
the initial, ongoing, and evolving organization and
coordination necessary for delivering project
deliverables and outcomes.
◦ Planning organizes, elaborates, and coordinates
work throughout the project.
◦ Planning takes place up front and/or throughout the
project.
◦ The amount, timing, and frequency varies depending
on the product, development approach,
environment, and stakeholders.
5. Project Work Performance
Domain

Deals with activities and functions associated

with establishing project processes, managing
physical resources, and fostering a learning
environment.
◦ Project work is associated with establishing the
processes and performing the work to enable
the project team to deliver the expected value
and outcomes.
◦ Project work includes communication,
engagement, managing physical resources,
procurements and other work to keep project
operations running smoothly.
6. Project Delivery
Performance Domain

Deals with activities and functions associated

with delivering the scope and quality that the
project was undertaken to achieve.
◦ Project delivery focuses on meeting
requirements, scope, and quality expectations to
deliver the expected outputs that will drive
intended outcomes.
◦ Projects may use a delivery approach that
supports releasing deliverables throughout the
project life cycle, at specific points, or at the end
of the project.
◦ Business value often continues to be captured
long after the project has ended.
7. Measurement
Performance Domain

Deals with activities and functions

associated with assessing project
performance and taking appropriate
actions to maintain acceptable
performance.
◦ Measurement involves assessing project
performance and implementing appropriate
responses to maintain optimal performance.
◦ This domain evaluates the degree to which
the project deliveries and performance are
meeting the intended outcomes.
◦ Having timely and accurate information
about delivery and performance allows the
team to learn and determine the appropriate
action to take to address current or expected
variances from the desired performance.
 8. Uncertainty
Performance Domain
Deals with activities and functions
associated with risk and uncertainty.
◦ Projects exist in environments with varying
degrees of uncertainty, and uncertainty
presents threats and opportunities that
project teams explore and assess and then
decide how to handle.
◦ Uncertainty, in the broadest sense, is a state of
not knowing or unpredictability.
◦ There are many nuances to uncertainty, such
as:
◦ risk associated with not knowing future events
◦ ambiguity associated with not being aware of current or
future conditions
◦ complexity associated with dynamic systems with
unpredictable outcomes, and many others.
Situational
Leadership Models
OSCAR Model – About coaching or leadership styles
to support individuals.
◦ Outcome. An outcome identifies
◦ Situation. Assess current skills, abilities, and knowledge
level of the project team member; and how that
impacts the individual’s performance and peer
relationships.
◦ Choices/consequences. Choice and/or consequences
identify all the potential avenues for attaining the
desired outcome and the consequences of each choice.
◦ Actions. An action commits to specific movement by
focusing on immediate and attainable targets.
◦ Review. Doing regular meetings offers support and
helps to ensure that individuals remain motivated and
on track.
 Change Models
Managing Change in Organizations: A Practice Guide
[3] is an iterative model that is founded on common
elements across a range of change management
models.
◦ Formulate change.
◦ Plan change.
◦ Implement change
◦ Manage transition
◦ Sustain change
ADKAR® Model - focuses on five sequential steps that
individuals endure when adapting to change:
◦ Step 1: Awareness: Identify why the change
◦ Step 2: Desire: Desire to support the change
◦ Step 3: Knowledge: How to change
◦ Step 4: Ability: Hands-on practice of change
◦ Step 5: Reinforcement: Rewards
 Change Models
The 8-Step Process for Leading Change
Top-down approach where the change
originates at the top levels of the organization,
and then is promoted down through the
organization’s. The eight steps are:
◦ Step 1: Create urgency
◦ Step 2: Form a powerful coalition
◦ Step 3: Create a vision for change
◦ Step 4: Communicate the vision.
◦ Step 5: Remove obstacles
◦ Step 6: Create short-term wins
◦ Step 7: Build on the change
◦ Step 8: Anchor the changes in corporate culture.
Change Models
Virginia Satir Change Model
A model of how people experience and cope
with change.
Help project team members understand
what they are feeling and enable them to
move through change more efficiently.
◦ Late status quo
◦ The foreign element
◦ Chaos
◦ The transforming idea
◦ Practice and integration
◦ New status quo
 Change Models
Transition Model William Bridges
Transition Model delivers an understanding of
what happens to individuals psychologically
when an organizational change takes place.
The model identifies three stages of transition
associated with change
◦ Ending, losing, and letting go
◦ The neutral zone
◦ The new beginning
 Drexler/Sibbet Team
Performance Model

Allan Drexler and David Sibbet developed a team

performance model with seven steps.
Steps 1 through 4 describe the stages in creating a
project team, and steps 5 through 7 cover project
team sustainability and performance.
◦ Step 1: Orientation: Why
◦ Step 2: Trust building: Who
◦ Step 3: Goal clarification: What
◦ Step 4: Commitment: How, define the plan
◦ Step 5: Implementation: Starts working
◦ Step 6: High performance: Reach a high level
◦ Step 7: Renewal: Working through changes
Predictive Project Management Terms
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Process Groups
 Initiating: Used to define a project or phase
of an existing project. Done to authorized the
start of the project and assign the project
manager.
 Planning: Done to establish the scope of the
project, define the course of action required
to attain the objectives
 Executing: Done to complete the work
defined in the project management plan
 Monitoring and Controlling: Done to track,
review, and regulate the progress and
performance of the project. Looks for any
areas in which changes to the plan are
required and initiate the corresponding
changes
 Closing: Done to formally complete or close
the project, phase, or contract.
 Process
 Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on the project
 Input
 Starting point for the process, the raw materials to begin
the execution
 Could be the output of a previous process
 Tools and Techniques
 The actions or methods that are used to transform the raw
materials into the output
 Output
 The end result of our efforts. The raw materials into a
polished stone
 Maybe the input into another process

Input Process Output

Tools and
techniques
 Process Groups

Page 70, PMI Process Group: A Practice Guide

Common ITTO’s

Don’t Memorize Them

 Inputs, Tools, Techniques,
and Outputs (ITTO)
 660+ Inputs, Tools, Techniques,
and Outputs across the 49
process
 Many process has the same
ITTO’s
 Don’t memorize ITTO’s
 Understand them and why there
are their
 Common Inputs

 Common Inputs
 Enterprise Environmental
Factors, (EEF)
 Organization Process Assets,
(OPA)
 Project Documents
 Project Management Plan
 Enterprise Environmental
Factors (EEF)
 Things that impact the project but
are not part of the project itself
 Influence the organization,
the project, and its outcome
 It is essential to consider these
internal and external factors while
planning the project to determine
their influence
 Can enhance or constrain project
management options and may
have negative or positive
influences on the outcomes
Enterprise Environmental
Factors (EEF)

Company’s Organizational Structure and Governance

Organizational Culture
Organization’s and Stakeholders’ Appetite for Risk
Organization’s Established Communication Channels
Information Technology Software
Internal
Geographic Distribution of Facility and Resources

Infrastructure

Resource Availability

Employee Capability
Political Climate
Government or Industry Standards
External Commercial Databases
Legal Restrictions
Financial Considerations
 Organization Process Assets
(OPA)
 Organizations have assets such as information,
policies, procedures, documents, or knowledge
bases which are called Organizational Process Assets
(OPA) to help them in achieving their objectives
 Kept in some central repository so that they can be
used whenever required
 These elements affect several aspects of the project
 Project team members update and add to the
Organizational Process Assets throughout the
project
 Examples:
 Project templates
 Software tool
 Historical information
 Project closure guidelines
 Risk control procedures
 Change control procedures
 Issue and defect management procedures
 Project Documents
 Any documents that are
related to the project
 Project documents are
additional documents that
are created and used
throughout the 49
processes that are not
part of the project
management plan
 “include but are not limited
to.”
Page 33, PMI Process Group: A Practice Guide
 Project Documents
Project Document Knowledge Area Where Created
1. Activity attributes Schedule Management
2. Activity list Schedule Management
3. Assumption log Integration Management
4. Basis of estimates Cost Management
5. Change log Integration Management
6. Cost estimates Cost Management
7. Cost forecasts Cost Management
8. Duration estimates Schedule Management
9. Issue log Integration Management
10. Lessons learned register Integration Management
11. Milestone list Schedule Management
12. Physical resource assignments Resource Management
13. Project calendars Schedule Management
14. Project communications Communications Management
15. Project schedule Schedule Management
16. Project schedule network diagram Schedule Management
17. Project scope statement Scope Management
18. Project team assignments Resource Management
19. Quality control measurements Quality Management
20. Quality metrics Quality Management
21. Quality report Quality Management
22. Requirements documentation Scope Management
23. Requirements traceability matrix Scope Management
24. Resource breakdown structure Resource Management
25. Resource calendars Resource Management
26. Resource requirements Resource Management
27. Risk register Risk Management
28. Risk report Risk Management
29. Schedule data Schedule Management
30. Schedule forecasts Schedule Management
31. Stakeholder register Stakeholder Management
32. Team charter Resource Management
33. Test and evaluation documents Quality Management
Project Management Plan

 Defines how the project is

executed, monitored and
controlled, and closed
 18 components, 14 plans
and 4 baselines
 “include but are not
limited to.”
Project Management Plan

Project Plan Process Where Made

Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Plan Communications
Communication Management Plan
Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
 Expert Judgement

 One of the most common

tools in the planning
process
 Includes hiring an expert or
subject matter expert
(SME) to help you to plan a
process or conduct a
process
 People with specialized
knowledge or training in a
particular process, industry,
or technology
Data Gathering, Data Analysis,
Data Representation, Decision
Making
Data
Gathering

Data Analysis

Data
Representation

Decision
Making
 Data Gathering
 Gather data about a particular process that you’re
working on
 On certain processes, you will need to gather
additional data before coming up with an output for
that process
 Methods:
 Brainstorming: Brainstorming is when you bring together
a group of stakeholders to get ideas and analyze them.
Brainstorming sessions are generally facilitated by the
project manager.
 Interviews: Any time you want to gather data from a
particular stakeholders, one of the best methods is to just
interview them. Ask them a series of questions and talk
with them about their thoughts and views.
 Focus groups: A focus group is when you bring together
subject matter experts to understand their perspectives and
how they would go about solving problems.
 Checklist: A checklist is generally created by the
organization and then given to potential stakeholders on a
project for them to identify items they may want on a
project, things they may not want on the project, and some
success criteria they may have for the project.
 Questionnaires and surveys: Questionnaires and surveys
can be given to stakeholders to better understand what
they may be looking for on a project and to better
understand their needs.
 Data Analysis
 To analyze the data that has been
gathered
 Methods:
 Alternative analysis: Alternative analysis
involves looking at different options or
ways to accomplish something.
 Root cause analysis (RCA): A root cause
analysis is used to identify the main
underlining reason for particular event.
 Variance analysis: Variance analysis is
used quite often to find the exact
differences between different things.
 Trend analysis: Trend analysis involves
looking at data over a period of time to
see if a particular trend is forming.
 Data Representation

 Illustrate different ways

that a data could be shown
to stakeholders
 Methods generally include
the use of charts, matrixes,
and different types of
diagrams
 Examples:
 Flowcharts
 Fishbone diagrams
 Histograms
 Decision Making
 Have to make a decision on what to
do with that data
 Methods:
 Voting: Voting is used by a group to
determine whether to proceed, change,
or reject something. Voting can be:
majority wins, unanimity, where
everyone agrees; or plurality, where a
majority is not obtained but that
decision is chosen.
 Multicriteria decision analysis: This is
when you make a table (matrix) that
lists different types of criteria, and then
evaluate an idea based on those
criteria.
 Autocratic decision making: This is
when one person makes a decision for
the entire team.
Interpersonal and Team Skills
 All project managers need to have good
interpersonal and team skills in order to
manage the different stakeholders that will be
on the project
 most important tool in real-life project
management
 Methods:
 Active listening: Active listening is understanding,
acknowledging, and clarifying what others are
saying to you.
 Conflict management: Anytime you bring a team
together, bound to have conflicts on that team.
 Facilitation: Facilitation is the art of managing a
group. This can include bringing the group together,
generating ideas, solving problems, and dissipating
the team.
 Meeting management: Meeting management
generally includes having an agenda, inviting the
right stakeholders, setting a time limit, and following
up with meeting minutes and action items.
 Meetings
 Meetings can be done face-to-face or
virtually.
 Have an agenda and distribute it to all
attendees before the meeting.
 Meetings must be timed, including having
set start and finish times for topics and the
entire meeting.
 Make sure that the meeting always stays
on topic and does not go off topic.
 Ensure that all attendees have input to the
topics.
 Distribute detailed meeting minutes once
the meeting is complete.
 Change Request
 Proposal to change a document,
deliverable, or baseline
 Can include a request to add or remove
work from the scope, finish the project
faster, or complete the project more
cheaply
 Implements
 Corrective action: is something that’s taken
to ensure that the project gets back on
track.
 Preventive action: is something you put in
place to ensure the project stays on track.
 Defect repair is done to fix a broken
component on a project, such as if network
switch memory fails on a network upgrade
project.
Work Performance Data,
Information, Report

Page 24, PMI Process Group: A Practice Guide

 Work Performance Data

 Work performance data is

simply raw data
 It is the status of the work
that was done but does not
have any analysis applied to
it.
 It is not useful by itself.
 Usually outputs of executing
processes
 Work Performance
Information
 Information of the work that
was performed compared to
the plan
 It gives you actual status
about the deliverables
 Work performance
information is usually the
output of most monitoring
and controlling processes
Work Performance Report
 overall status report of the actual
project
 It takes all the work performance
information and puts it together
into one comprehensive
document
 You take the work performance
data and compare it against the
plan to come up with the work
performance information. Then
you take all the work performance
information and create the work
performance reports. In short, data
feeds info and all the info creates
reports.
 Updates (Project Management
Plan, Project documents, EEF,
OPA)
 Updates is a catchall term
 Updates can include project
documents, the project
management plan, OPA and EEF
updates
 Expect to see this output many
times throughout the book
Process Groups

Essential Terms to Know

Initiating
 PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Page 22, PMI Process Grou
A Practice Guide
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Develop Project Charter
 The process of developing a document to
formally authorize a project or a phase
 Outlines the project objectives
 Defines the authority of the project
manager
 Provides the project manager with the
authority to put the resources together to
project activities
 The approved project charter formally
initiates the project
Develop Project Charter
INPUTS
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUESEXPERT

JUDGMENT
Expert Judgment
Data Gathering
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Charter
Assumption Log
Develop Project Charter -
Output
 Output
 Project Charter
Formally authorizes the existence
of the project and it assigns the
Project Manager and their
Authority Level
 Signed by the organization Senior
Management
 High Level requirements & risks
 Preliminary Project Budget and
Schedule
 Project Purpose or justification
 Assumption Log
 A list of things that you perceive to
be true (assumptions) and things
that might constrain the project.
 Identify Stakeholders

 Identifying project
stakeholders regularly
 Analyzing and recording
relevant information
regarding their interests
and involvement
Identify Stakeholders - ITTO
INPUTS
Project Charter
Business Documents
Project Management Plan
Project Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Data Representation
Meetings

OUTPUTS
Stakeholder Register
Change Requests
Project Management Plan Updates
Project Documents Updates
Identify Stakeholders - Tools

 Data Representation
 Stakeholder
Mapping/Representation
 Method to categorize stakeholders.
 Power/interest grid, power/influence
grid, or impact/influence grid
 Salience model:
 Power: Level of authority
 Urgency: Immediate attention
 Legitimacy: How appropriate is their
involvement
 Directions of Influence:
 Upward: Senior management
 Downward: Team members
 Outward: Vendors, government, public,
end-users
 Sideward: peers such as other project
managers
 Prioritization
 Identify Stakeholders -
Output

 Stakeholder Register
 Should contain:
 Contact information
 Role on the project, such as,
sponsor or functional manager
 Communication requirements
 Expectations of the project

 How are they affected by the

project
 Power influence level on the
project
Planning
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
Develop Project Management
Plan
 Process of defining,
preparing, and coordinating
all plan components and
consolidating them into an
integrated project
management plan
 Comprehensive document
that outlines the basis of all
project work and how the
work will be performed
 Either summary or detailed
 Contains baselines and plans
Develop Project Management
Plan

INPUTS
Project Charter
Outputs from other Processes
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Management Plan
Develop Project Management
Plan - Outputs

 Outputs
 Project Management Plan
 Outlines how the project is executed,
monitored and controlled, and closed.
 4 Baselines
 Scope, Schedule, Cost, Performance
Measurement
 14 Subsidiary plans
 Approved by either the Project Manager,
Sponsor, Functional Manager, Program
Manager, or in rare instances Senior
Management
 Provides Guidance on project execution
 Formal Written piece of communication
 Only changed when a change request is
generated and approved by the change
control board
Develop Project Management
Plan - Outputs
Project Plan Process where made
Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement
Develop Project Management Plan
Baseline
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
Plan Scope Management

 Process of creating a
scope management plan
that documents how the
project and product
scope will be defined,
validated, and controlled.
 Guidance and direction
on how scope will be
managed throughout the
project
 Plan Scope Management -
ITTO
INPUTS
Project Charter
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Scope Management Plan
Requirements Management Plan
Plan Scope Management -
Output
 Scope Management Plan
 How the scope will be defined,
developed, monitored, controlled and
verified
 Process for preparing &
maintaining Scope Statement, WBS
 How changes request to the scope
statement will be process

 Requirement Management Plan

 How the requirements will be
analyzed, documented and managed.
 Traceability structure to reflect which
requirements need to be captured on
the traceability matrix
 Collect Requirements

 Process of determining,
documenting, and
managing stakeholder
needs and requirements to
meet objectives.
 Process plays a significant
role in the success of the
overall project since project
schedule, budget, risk
factors, quality
specifications, and resource
planning are closely linked
to the requirements
Collect Requirements - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Interpersonal and Team Skills
Context Diagram
Prototypes

OUTPUTS
Requirements Documentation
Requirements Traceability Matrix
Collect Requirements - Tools

 Prototypes
 A working model of a product that
stakeholders can interact with and
provide feedback how they might
want to change it to better meet
their requirements. This gives the
stakeholders a great view and feel of
what the final product will be when
the project is finished.
 Collect Requirements –
Outputs
 Requirement Documentation
 How individual requirements
are to be performed and why
each requirement is important
to the project.
 Components may include:
 Stakeholder and business
requirements
 Acceptance criteria
 Quality requirements
 Project objectives
 Organizational impacts
 Legal or ethical compliance
 Requirements assumptions and
constraints
Collect Requirements Outputs

 Requirement Traceability
Matrix
 Once a requirement is created, a
table is created that will link the
requirement back to it source. This
is used to help manage changes to
the project scope.
 The table is created to track, but
not limited to:
 Who is the original stakeholder
that provided the requirement
 Why was the requirement added
 Description of the requirement
 Current status of the
requirement, completed, in
progress, delayed, cancelled, etc…
 Define Scope

 Developing a detailed
description of the
project and product.
 A detailed project scope
statement is critical to
project success and
builds upon the major
deliverables,
assumptions, and
constraints that are
documented during
project initiation.
 Define Scope - ITTO
Inputs
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools & Techniques

Expert Judgment
Data Analysis
Decision Making
Interpersonal and Team Skills
Product Analysis

Outputs
Project Scope Statement
Project Documents Updates
 Define Scope Outputs
 Project Scope Statement
 Describes in detail the project
deliverables, and the work that is
required to produce those deliverables.
The greater the detail level of the scope
allows the team the better
understanding on how to reach the end
state of the project successfully. The less
detail of the scope statement creates a
great chance of project risk, as well as
offering the possibility of greater scope
creep.
 Details should include, but not limited
to:
 Product description, Goals of the
project
 Identified risks
 Project/Product acceptance criteria
 Project constraints/exclusions
 Create WBS (Work
Breakdown Structure)

 Subdividing project
deliverables and project
work into smaller, more
manageable components.
 Breakdown of the project
deliverables from the
scope statement
 WBS Example

1.0 Phone
System Upgrade

1.1 Collect 1.2 Select Phone 1.3 Install

1.4 Test System 1.5 Train Users
Requirements System System

1.2.1 Reseach 1.5.1 Create

1.1.1 List All 1.3.1 Configure 1.4.1 Test Server
Avilable Training Course
Stakeholders Server Software Configurations
Systems Material

1.3.2 Configure 1.4.2 Test 1.5.2 Conduct

1.1.2 Interview 1.2.2 Demo
Network Network Training
Stakeholders Systems
Components Configurations Sessions

1.1.3 Create 1.4.3 Test

1.2.3 Purchase 1.3.3 Install New
Requirements Individual
System Phones On Desk
Documentation Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing
 Create WBS - ITTO

INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Decomposition
Expert Judgment

OUTPUTS
Scope Baseline
Project Documents Updates
 Create WBS - Tools

 Decomposition
 It comprises of breaking
down each of the project
deliverables into smaller
components. The basic
work package should be
able to estimated its basic
time, cost and effort.
Create WBS - Outputs

 Scope Baseline (3
Components)
 Project Scope Statement
 WBS
 WBS Dictionary

 Project Documents Updates

 Assumption Log
 Requirements
Documentation
 WBS Example

Project Name

Control Account Control Account Control Account

Work Package Work Package Work Package

Work Package Work Package Work Package

Work Package Work Package Work Package

 WBS Example

1.0 Phone
System
Upgrade

1.1 Collect 1.2 Select 1.3 Install

1.4 Test System 1.5 Train Users
Requirements Phone System System

1.2.1 Reseach 1.5.1 Create

1.1.1 List All 1.3.1 Configure 1.4.1 Test Server
Avilable Training Course
Stakeholders Server Software Configurations
Systems Material

1.3.2 Configure 1.4.2 Test 1.5.2 Conduct

1.1.2 Interview 1.2.2 Demo
Network Network Training
Stakeholders Systems
Components Configurations Sessions

1.1.3 Create 1.3.3 Install New 1.4.3 Test

1.2.3 Purchase
Requirements Phones On Individual
System
Documentation Desk Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing
Create WBS Continued
 WBS Dictionary
 A document that details the
contents of the WBS
 It provides detailed information
on each node of the WBS
 It captures additional qualities
about each Work Package in a
separate document
 It should include team member
assigned to it, time estimate, cost
estimate, account information,
work package ID, quality
requirements, contract
information, Scheduled Milestone,
plus detail overall of the task at
hand
 WBS Dictionary
Project Name: Phone System Upgrade Work Package ID: 1.3.1
Work Package Name: Configure Server Software
Work Package Description: Install a new virtual server. Install the phone server
software. Configure the software to support 100 phones and voice mail to email.
Ensure all updates are applied to the operating system before installing the phone
system software.

Assigned to: Bob Peterson Duration: 5 days

Date Assigned: 12/30/2017 Due Date: 1/30/2018
Estimated Cost: $5,000 Account Code: PSU-882.3
Plan Schedule Management

 Establishing the policies,

procedures, and
documentation for
planning, developing,
managing, executing, and
controlling the project
schedule.
 Provides guidance and
direction on how the
project schedule will be
managed throughout the
project.
Plan Schedule Management
INPUTS
Project Charter
Project Management Plan
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Schedule Management Plan
 Plan Schedule Management -
Outputs

 Schedule Management Plan

 how the project schedule will
be planned, developed,
managed, executed, and
controlled throughout the
phase or project
 It may establish the following:
 Levels of Accuracy
 Rules of Performance
Measurement
 Reporting formats
 Release and Iteration Length
 Project Schedule Model
Development
 Define Activities

 Process of identifying and

documenting the specific
actions to be performed to
produce the project
deliverables.
 Decomposes work
packages into schedule
activities that provide a
basis for estimating,
scheduling, executing,
monitoring, and controlling
the project work.
 Define Activities - ITTO

INPUTS
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Decomposition
Rolling Wave Planning
Meetings

OUTPUTS
Activity List
Activity Attributes
Milestone List
Change Requests
Project Management Plan Updates
 Define Activities -
Tools

1.3.2 Configure Network

Work Package
Components

Configur Configur Configur Configur

Configur
Activities e e e e Access
e IDS
routers switches firewalls points
Define Activities - Outputs
 Activity List
 A complete list of all scheduled activities
that is required to be perform on the
project.
 It should include a sufficient work
description as well as an activity
identifier. This is recommended so all
stakeholders have better understanding
of all work that is needed to be perform
on the project
 Work packages are Scope determined
deliverable based,
 Activity are focused in the work that
needs to be executed the work packages
 Schedule focused, not WBS focused
 Each activity should map back to one and
only one work package(work package
could have many activities
Define Activities - Outputs

 Activity Attributes
 Any additional information
required to execute the
Activity list
 Point of contact, location of work
being performed
 Used for scheduling development

 Milestone List
 Key dates of the projects
 Mandatory, optional,
contractual, % complete
 Sequence Activities
 Is the process of identifying and
documenting relationships among the
project activities.
 It defines the logical sequence of work
to obtain the greatest efficiency given
all project constraints.
 Taking the activity list defined earlier
and arranging the activities in the
order they must be performed
 Sequencing can be performed by
using project management software
or by using manual or automated
techniques.
 Sequence Activities
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Precedence Diagramming Method
Dependency Determination and
Integration
Leads and Lags
Project Management Information
System

OUTPUTS
Project Schedule Network Diagrams
Project Documents Updates
Sequence Activities - Tools
 Precedence Diagramming
Method, (PDM)
 Graphical representation of
all work that is needed to be
perform on the project. This
represents the flow of the
project. What work
packages tie into another
work packages, in order as
well as durations. Simply
stated it is work packages
relationships to each other.
A B C D
Sequence Activities - Tools
 Leads and Lags
 The management team during the
planning of activates will
determine the order of work
packages upon completion.
During this phase of this process,
work packages leads and lags must
be processed.
 A lead is the amount of time a
successor activity can be advanced
with respect to a predecessor activity
 i.e. The windows maybe scheduled to be
installed in the house up to 3 weeks
prior to the siding being installed.
 A lag directs the delay in the
successor work package or activity
 i.e. The windows can not be scheduled
to be installed in the house until the
external walls have been installed
 Sequence Activities - Outputs
 Project Schedule Network Diagrams
 These are system wide drawings
which shows the entire project work
packages/activities from start to
finish. It shows logical relationships
as well.
 Project Document Updates

B C
Start A Finish
D E
 Estimate Activity Durations

 Estimating the number of work

periods needed to complete
individual activities with estimated
resources.
 It provides the amount of time each
activity will take to complete.
 It should be calculated by the
individual most familiar with the
nature of work in the specific
activity.
 Uses information from the scope of
work, required resource types or
skill levels, estimated resource
quantities, and resource calendars.
Estimate Activity Durations -
ITTO

Inputs
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Expert Judgment
Analogous Estimating
Parametric Estimating
Three-Point Estimates
Bottom-Up Estimating
Data Analysis
Decision Making
Meeting

Outputs
1.Duration Estimates
2.Basis of Estimates
3.Project Documents Updates
Estimate Activity Durations -
Tools

 Analogous Estimating(top-down
estimating)
 This relies on historical
information to predict
estimates, (i.e. Time, Budget,
Difficulty), for current projects.
Often used when there is
limited amount of information
available. Cost less in Time
and Money to uses, but it
gives the least accuracy when
it comes to estimating.
Estimate Activity Durations -
Tools
 Parametric
 A technique that uses a statistical
relationship between historical data and
other variables (for example, square
footage in construction, lines of code in
software development) to calculate an
estimate for activity parameters, such as
scope, cost, budget, and duration.
 Three Point Estimate
 Calculates an expected duration using a
weighted average of 3 estimated,
Optimistic, Pessimistic, Most Likely.
(O+P+4M)/6.
 If the Optimistic is 8 days, Pessimistic is 14
days, and Most likely is 10 days, Pert is
10.333.
 ((8+14+4*10)/6)
 (22+40)/6
 62/6
 10.33
 Estimate Activity Durations -
Tools
 Bottom-Up Estimating
 The work has to be very detailed for
this type of estimation to take place.
 Takes a very long time to complete,
but highly accurate.
 You break down the work to the lowest
levels and then aggregating the work
back up to find an overall duration.
 Data Analysis
 Reserve Analysis
 Often call Slack Time, or Contingency
Reserve, Time Reserves. Buffer
 Maybe a percentage or a set determined
time allowance
 Usually added because of Risk Factors
 Decision Making
Estimate Activity Durations
Output
 Duration Estimates
The likely number of work periods
required to completed an activity or
a work package. It does not have
any leads or lags assigned to it. It is
just a number. i.e. Painting room 6
with take at least 36 man hours, to a
maximum of 42 man hours
 May include some indication of the
range of possible results
 Basis of Estimates
 How the estimates were developed
and their ranges.
 It can also include all assumptions
and constraints made to create the
estimate
 Develop Schedule
 Analyzing activity sequences,
durations, resource
requirements, and schedule
constraints to create a schedule
model for project execution and
monitoring and controlling.
 It generates a schedule model
with planned dates for
completing project activities.
 Entering the activities, durations
and resources into the
scheduling tool will generates a
schedule with planned dates for
completing the project
activities.
 Develop Schedule - ITTO
Inputs
Project Management Plan
Project Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Schedule Network Analysis
Critical Path Method
Resource Optimization
Data Analysis
Schedule Compression
Project Management Information System
Agile Release Planning

Outputs
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
Change Requests
Project Management Plan Updates
Project Documents Updates
Develop Schedule - Tools
 Critical Path Method
Calculate the early start (ES), early
finish (EF), late start (LS) and late
finish (LF) dates, without require
for any resource limitations. It is
used to help determined Lags,
Leads, activity relationships,
schedule constraints
 Critical Chain Method
 A method of planning and
managing projects that puts
more emphasis on the resources
required to execute project tasks
developed
Develop Schedule - Tools

 Schedule Compression
 Crashing(Adding resources
to a project activity)
 Always adds cost
 May add additional Risk

 Fast Tracking( Activates

performed in parallel)
 May not always add cost
 May increase risk due to
project rework
Develop Schedule - Outputs
 Project Schedule
 Project start and end date. Each
activity start & end date. The
project schedule maybe a high
level document, or as detail as
having each activities resourced
assign to it. Most often showed
as a graphically presentation.
 Project Network Diagrams
 Bar charts
 Activities represented by horizontal
bars on a horizontal axis that
represents the calendar.
 Milestone Chart
 A list of only key dates in the
project. A very high level detail of
the status of the project.
 Schedule Baseline
 Original Schedule baseline with
any approved changes to the
schedule
Develop Schedule - Outputs

 Schedule data
 Schedule templates that
the team used to calculate
durations, assumptions,
constraints or resource
requirements
 Project Calendars
 Identifies Project shifts
and work days
 3-Point Estimate (PERT)
 PERT(Program (or Project) Evaluation and Review
Technique )
 Three-Point Estimate
 A scheduling tool that uses a weighted average formula to
predict the length of activities and the project.

 Beta Distribution
 Specifically, the PERT formula is (O+R(4)+P)/6

(Optimistic Estimate + (4 x Realistic) + Pessimistic Estimate)

6
 Standard Deviation
(P-O)/6
 Triangle Distribution
 The Triangle Distribution formula is (O+R+P)/3

(Optimistic Estimate + Realistic + Pessimistic Estimate)

3
Plan Cost Management

 Defining how the project

costs will be estimated,
budgeted, managed,
monitored, and controlled.
 It provides guidance and
direction on how the
project costs will be
managed throughout the
project.
Plan Cost Management - ITTO
INPUTS
Project Charter
Project Management Plan
Enterprise Environmental
Factors
Organizational Process
Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Cost Management Plan
 Plan Cost Management -
Output

 Cost Management Plan

 How costs will be planned,
structured and controlled
 Units of measure
 Level of accuracy
 Reporting formats
 Control thresholds
 Estimate Costs
 Developing an approximation of the
cost of resources needed to complete
project work.
 Usually expressed in some from of
currency, $, Euro, Yen, Won, etc..
 Accuracy of a project estimate will
increase as the project progresses
through the project life cycle
 Costs are estimated for all resources
that will be charged to the project
including but is not limited to labor,
materials, equipment, services, and
facilities, as well as special categories
such as an inflation allowance, cost of
financing, or contingency costs.
 Estimate Cost - Types

 Definitive Estimates: –5%

to +10%
 Budget Estimates: –10%
to +25%
 Rough Order of
Magnitude Estimates: –
25% to +75%
 Estimate Costs
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Analogous Estimating
Parametric Estimating
Bottom-up Estimating
Three-Point Estimating
Data Analysis
Project Management Information System
Decision Making

OUTPUTS
Cost Estimates
Basis of Estimates
Project Documents Updates
Estimate Costs - Output
 Cost Estimates
 Costs associated with each
activity. This includes labor,
materials, equipment,
facilities, inflation, services,
etc…
 Basis of Estimates
 Range of possible estimates
 Confidence level of estimates
 How estimates were
developed and by whom
 Project Document Updates
 Determine Budget

 Process of aggregating
the estimated costs of
individual activities or
work packages to
establish an authorized
cost baseline.
 It determines the cost
baseline against which
project performance can
be monitored and
controlled.
Determine Budget - ITTO
INPUTS
Project Management Plan
Project Documents
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Cost Aggregation
Data Analysis
Historical Information Review
Funding Limit Reconciliation
Financing

OUTPUTS
Cost Baseline
Project Funding Requirements
Project Documents Updates
Determine Budget Output
 Cost Baseline
 Includes the cost of all the activities, that are
aggregated to work packages. The work packages
and the contingency reserves are aggregated into
control account. The sum of all control account is
the cost baseline.
 Typically displayed in a S-Curve graph.
 The cost baseline represents the project cost, which
includes the contingency reserves. The project
budget is the cost baseline + management reserves.
 Project Funding Requirements
 What gets funded when and by how much. Is
there a trigger point, Milestone point, etc..
 Project Document Updates
 Plan Quality Management
 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.
 Guidance and direction on how
quality will be managed and
verified throughout the project.
 Identifies what the quality
specifications are for this project
and how these specifications will
be met
 Plan Quality Management
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Test and Inspection Planning
Meetings

OUTPUTS
Quality Management Plan
Quality Metrics
Project Management Plan Updates
Project Documents Updates
Plan Quality Management -
Tools

 Data Analysis
 Cost Benefit Analysis
 Does the activities, work
packages performed cost more
then the expected results. The
benefits must out weigh their
costs.
 Cost of Quality, (COQ)
 All costs incurred over the life of
the product ensuring it meets
quality of the product
 Conformance, Prevention costs,
Appraisal costs
 Non-Conformance, Internal and
external failure costs
 Plan Quality Management -
Output

 Quality Management Plan

 Quality standards that will be used
by the project
 Quality control and management
activities for the project
 Quality tools that will be used
 How to continually improve our
processes
 Quality Metrics
 Specifications on how quality will be
measure during the control quality
process. Such as, error per line of
code
 Plan Resource Management

 Describing how to estimate,

acquire, manage, and use
team and physical resources.
 Team resources are the
people working on the
project to build the
deliverables
 Physical resources such as
supplies, materials,
services, facilities, and
equipment will be
measured, acquired,
managed, and used in the
project
Plan Resource Management -
ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Representation
Organizational Theory
Meetings

OUTPUT
Resource Management Plan
Team Charter
Project Documents Updates
Plan Resource Management -
Tools

Proje Team Sponsor Customer

ct member
Mana
ger
Develop Project A I R I
charter

Define scope A R C I

Create WBS C A I I

Validate scope A I C R

RACI Charts
Plan Resource Management -
Tools

Project
Sponsor

Project Manager

Team Member Team Member Team Member

Sub Team Sub Team Sub Team

Member Member Member

Hierarchical Chart
 Plan Resource Management –
Output

 Resource Management Plan

 part of the project management plan
and is used to manage both physical
and team resources
 It will guide the remaining five resource
management processes
 Contains the roles and responsibilities,
the organization chart, and project team
resource management.
6

Team members
3

0
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Plan Resource Management –
Output

 Team Charter
 Document that outlines
what will be acceptable
behavior within the project.
 Should include things like
the general rules of conduct
for meetings, decision-
making, and one-on-one
conversations
Estimate Activity Resources

 Where you look at each

individual activity and
determine what and how
many resources are needed
to accomplish that activity
 Resources are not just
people, but also include
equipment, machines, and
different types of supplies
needed to finish the activity
 Estimate Activity Resources -
ITTO

Inputs
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Expert Judgment
Bottom-up Estimating
Analogous Estimating
Parametric Estimating
Data Analysis
Project Management Information System
Meetings

Outputs
Resource Requirements
Basis of Estimates
Resource Breakdown Structure
Project Documents Updates
Estimate Activity Resources -
Output

 Resource Requirements
 will document the number
and types of resources
needed to complete each
activity. This should be very
detailed.
 Resource Breakdown Structure
 Hierarchical breakdown of
resources by their categories
and types.
 Basis of Estimates
 How the estimates were
created.
 Plan Communication
Management

 Developing an appropriate
approach and plan for project
communications activities
 Based on the information needs
of the project stakeholders
 Documented approach to
effectively and efficiently engage
stakeholders
 Plan Communication
Management - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Communication Requirements Analysis
Communication Technology
Communication Models
Communication Methods
Interpersonal and Team Skills
Data Representation
Meetings

OUTPUTS
Communications Management Plan
Project Management Plan Updates
Project Documents Update
 Plan Communication
Management - Tools
 Expert Judgement
 Communication Requirements Analysis
 Analyzing the communications needs of the stakeholders
 Lack of communication leads to failure
 Communications Channels
 Channels = n(n-1)/2
 N=The number of people on the project
 4 Team Members= 6 lines of communication
 4(4-1)/2=x
 6=x
 There are 10 stakeholders on a project, how many
channels will the project manager need to analyze?
 10(10-1)/2 = 45
 Plan Communication
Management - Output

 Communications Management Plan

 Who should receive project
communications
 What communications they should
receive
 Who should send the
communication
 How the communication will be
sent
 How often it will be updated
 Definitions so that everyone has a
common understanding of terms.
Project Risk Management
 Conducting risk management planning,
identification, analysis, response
planning, response implementation, and
monitoring risk on a project.

 Individual project risk: is an uncertain

event or condition that, if it occurs, has a
positive or negative impact on one or
more parts of the project

 Overall project risk: The risk exposure of

the project as a whole. It’s made up of
the sum of individual project risks plus
other sources of uncertainty.

 Risk is negative or positive. Negative risk

are threats and positive risks are
opportunities.

 Increase the probability and/or impact of

positive risks and to decrease the
probability and/or impact of negative
risks
 Plan Risk Management - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgments
Data Analysis
Meetings

OUTPUTS
Risk Management Plan
 Plan Risk Management -
Outputs
 Risk Management Plan, (Roadmap to
the other 6 risk processes)
 Used to determine
 How risks will be categorized/identified
 How quantitative/ qualitative analysis
will be completed
 How risk response planning will
happen
 How will the risk response be
implemented
 How risks will be monitored
 How ongoing risk management
activities will happen throughout the
project life cycle
 Roles and responsibilities for the
project team
 Stakeholders risk appetite, helps to
determine what is acceptable risk vs.
non acceptable
 Risk Breakdown structure(RBS) is used
to categories risks.
Sample Risk Breakdown
Structure

Regulation
External

Vendors

Risk

People

Organizational

Funding
 Identify Risks

 Identifying individual project

risks as well as sources of
overall project risk, and
documenting them in the risk
register and risk report
 All personnel should be
encouraged to identify risks.
 Should be done throughout
the project. Risk changes
daily.
 Identify both positive and
negative risk
 Identify Risks
INPUTS
Project Management Plan
Project Documents
Agreements
Procurement Documentation
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Interpersonal and Team Skills
Prompt Lists
Meetings

OUTPUTS
Risk Register
Risk Report
Project Documents Updates
Identify Risks - Tools
 Data Analysis
 SWOT Analysis

Strengths Weaknesses
-Little free time
- Expert team
-High cost
-Management support
SWOT

Opportunities Threats
-New Market - Regulations
-New IT Systems -Staff Shortage
 Identify Risks
 Risk Register - (Individual Project
Risks)
 List of all Identified Risks
 List of Potential Responses
 Provides a list of all identified
risks on the project, what
reactions to this risk are, what
the root causes are, and what
categories the risks fall into.
Risk Risk Response Cause Project
ID Area

S1 Bad weather Add 3 more Environment Time

days to
schedule
C1 Cost overrun Add 10% more Supplier might Cost
to budget increase cost

 Risk Report
 Sources of overall project risk
and summary information on
identified individual risk.
Perform Qualitative Risk
Analysis

 Prioritizing individual
project risks by assessing
their probability of
occurrence and impact as
well as other
characteristics.
 Done in order to determine
which risks are the highest
priority on the project.
 Creates a ranking
 Preformed throughout the
project
 Perform Qualitative Risk
Analysis - ITTO

INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Interpersonal and Team Skills
Risk Categorization
Data Representation
Meetings

OUTPUTS
Project Documents Updates
 Perform Qualitative Risk
Analysis - Tools
 Data Representation
 Probability and Impact Matrix
 Outlines the probability and impact on the project
 Sorted by High Risk, Medium Risk, Low Risk
 Hierarchical Char
 Bubble Chart

Risk Probability Impact Score Ranking Risk bubble chart

Bad 4 5 20 High
Contractor

Bad 3 3 9 Medium
Weather

Earthquake 1 5 5 Low

Probability = 1-5 Impact = 1-5

Probability and Impact Matrix

 Perform Qualitative Risk
Analysis - Outputs

 Project Documents Updates

 Risk Register
 Risk Report
 Perform Quantitative Risk
Analysis

 Numerically analyzing the

effect of individual project
risks on the overall project
objectives.
 Assigns a value to the risk
that have been ranked by
qualitative risk analysis.
 Usually requires specific risk
software and knowledge in
the development and
interpretation of risk
models.
 Perform Quantitative Risk
Analysis - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Representations of Uncertainty
Data Analysis

OUTPUTS
Project Documents Updates
Perform Quantitative Risk
Analysis – Output

 Project Documents Updates

 Risk register
 Plan Risk Responses
 Developing options, selecting
strategies, and agreeing on
ways to address risk on the
project
 Will allocate resources needed
to response to risk if they
happen
 Will address all risk
 Plan Risk Responses - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Strategies for Threats
Strategies for Opportunities
Contingent Response Strategies
Strategies for Overall Project Risk
Data Analysis
Decision Making

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates
Plan Risk Responses - Tools

 Strategies for Negative Risk or

threats
 Escalate-Outside the
Project Team Level
 Avoid-eliminate the risk
entirely
 Transfer-transfer ownership
to a 3rd party
 Mitigate- reduce the
probability of the risk event
 Accept- Deal with the Risk
at hand
Plan Risk Responses - Tools
 Strategies for Opportunities (Positive
Risk)
 Escalate-Outside the Project Team
Level
 Exploit-Remove any and all
uncertainty
 Share-Some or all ownership to a
3rd party
 Enhance-Increase the probability
of the event happening
 Accept -Take advantage of the
opportunity, but not seek it
 Strategies for Overall Project Risk
 Avoid
 Exploit
 Transfer/Share
 Mitigate/Enhance
 Accept
Plan Risk Responses -
Outputs

 Project Documents Updates

 Risk register
 Agreements (Contracts)
 Should clearly outline the deliverables and results
anticipated, including any knowledge transfer from
the seller to the buyer.
 Know the laws and regulations from the local
country that could affect the contract
 Generally considered a legally binding documents
between buyers and sellers
 Should outline:
 Formal written document
 Scope of work to be performed
 Roles and responsibilities
 How to perform the work, including locations and
times?
 Terms and conditions
 Warranties and penalties
 Payment terms
 Termination clauses
 Change request process
 Incentives
 Insurance and performance bonds
 Types of Contracts

Contract Types

Cost- Time and

Fixed-Price
reimbursable Material

Firm fixed price Cost plus fixed

fee

Fixed price Cost plus

incentive fee incentive fee

Fixed price with

Cost plus award
economic price
fee
adjustments
 Fixed Price (Lump Sum)
 When the buyer pays one flat price
(lump sum) for all work in the contract
 This would include all labor and
materials
 Use when the scope is well-defined
and understood
 All risk is with the seller
 3 Types:
 Firm Fixed Price (FFP): This contract is when the
price is fixed and cannot be changed.
 Fixed Price Incentive Fee (FPIF): This contract is
when the fixed price includes an additional fee
for meeting a target set forth in the contract.
 Fixed Price Economic Price Adjustment (FP-EPA):
This contract is used to adjust the fixed cost over
the life of the contract because of economic
conditions.
 Cost-reimbursable
 When the buyer pays for the work
expenses and then pays the seller a fee
for his profit
 The risk is with the buyer because the cost
overrun of work expense is covered by the
buyer
 3 Types
 Cost plus fixed fee (CPFF): This contract is
when the buyer pays the work expense and
then a fixed fee to the seller for profit.
 Cost plus incentive fee (CPIF): This contract
is when the buyer pays the work expense
and an additional fee, if a target is met, such
as, finishing two weeks earlier.
 Cost plus award fee (CPAF): This contract is
when the buyer pays the work expense and
pays an award fee that is based on
satisfaction of work.
 Time and material

 Time and material contract

is when the buyer pays for
both labor and material
 The buyer takes all the risk
of cost overrun for both the
labor and materials
 Should only be used when
the scope is high-level.
 Plan Procurement
Management

 Determines whether to obtain

goods and services from
outside the project and, if so,
what to acquire as well as how
and when to acquire it.
 The process of documenting
what procurements are
needed for the project,
detailing the approach,
defining selection criteria to
identify potential sellers, and
putting together a
Procurement management
plan.
 Plan Procurement
Management - ITTO
INPUTS
Project Charter
Business Documents
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Source Selection Analysis
Meetings

OUTPUTS
Procurement Management Plan
Procurement Strategy
Bid Documents
Procurement Statement of Work
Source Selection Criteria
Make-or-buy Decisions
Independent Cost Estimates
Change Requests
Project Documents Updates
Organizational Process Assets Updates
 Plan Procurement
Management - Output
 Procurement Management Plan
 Outlines the activities to be undertaken
during the procurement processes
 Make contain a prequalified sellers list
 Procurement Strategy
 Determine how to deliver the deliverables,
types of contracts to use, what phases will be
used to complete procurements
 Bid Documents
 Used to Solicit Proposals from potential
sellers
 RFI, Request for information
 IFB, Invitation for bid
 RFP, Request for proposal
 RFQ, Request for quote
 Procurement Statement of Work
 Developed from the Scope Baseline, Lists the
needs of the buyer
 Allows prospective sellers to determine of
they can meet the requirements set forth by
the Buyer
 Plan Procurement
Management - Output

 Source Selection Criteria

 Cost, location, license, certification,
reference, warranty, or experience.
This needs to be determined before
seller is selected.
 Make or buy Decisions
 What will the project make or buy
 Independent Cost Estimates
 Cost estimate done by an outside
professional
 Change Requests
Plan Stakeholder Engagement

 Developing methods to
involve project
stakeholders
 Centered on their needs,
expectations, interests, and
potential impact on the
project.
 It creates an actionable
plan to interact effectively
with stakeholders
Plan Stakeholder Engagement
- ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Asset

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Meetings

OUTPUTS
Stakeholder Engagement
Plan
 Plan Stakeholder Engagement

 Data Representation
 Stakeholder Engagement
Assessment Matrix
 5 levels of engagement
 Unaware
 Resistant
 Neutral
 Supportive
 Leading
Stakehold Unware Resistant Neutral Supportiv Leading
er e
Mary Current Desired
Jane Current Desired
Bob Desired
Plan Stakeholder Engagement
- Outputs
 Stakeholder Engagement Plan
 How will the team keep the
stakeholders engaged on the
project.
 What type of communication
will be needed to engage
them on the project.
Executing
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
Direct and Manage Project
Work
 Performing the work defined
in the project management
plan
 Involves managing people
and keeping them engaged,
improving the processes,
requesting changes, and
implementing approved
changes
 Summary of all other
executing processes
 Direct and Manage Project
Work - ITTO

INPUTS
Project Management Plan
Project Documents
Approved Change Requests
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Project Management Information System
Meetings

OUTPUTS
Deliverables
Work Performance Data
Issue Log
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates
Direct and Manage Project
Work - Output
 Deliverables
 Any product, service, or result required
to complete the project
 Work Performance Data
 Information on the status of these
deliverables
 Is it tracking Positive or Negative
against the plan/baselines,
(cost/durations)
 Work completed, start/end dates of
activities, # of changes requests, # of
defects,
 Issue Log
 A record of all the issues/problems you have
encountered on the project
 All issues are described, assigned, prioritized,
and addressed.
Direct and Manage Project
Work - Output
 Change Requests
 Corrective Action
 Fixing past errors
 Realigns the project performance
 Preventive Action
 Fixing future errors
 Questions if everything is aligned with
the project plan
 Defect Repair
 Modify a nonconforming product or
result
Manage Project Knowledge

 Using existing knowledge and creating

new knowledge
 Contribute to organizational learning
 Knowledge created by the project will be
made available to support organizational
operations and future projects or phases
 Commonly split into explicit and tacit.
 Explicit knowledge can be formally documented and shared,
 Data
 Documents
 Records
 Tacit knowledge exists inside the heads of your employees
 Experience
 Thinking
Manage Project Knowledge -
ITTO

INPUTS
Project Management Plan
Project Documents
Deliverables
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Knowledge Management
Information Management
Interpersonal and Team Skills

OUTPUTS
Lessons Learned Register
Project Management Plan Updates
Organizational Process Assets
Updates
Manage Project Knowledge -
Outputs

 Lessons Learned Register

 Gathered throughout the project,
not just at the end
 Updated whenever new
knowledge within the project is
discovered by any stakeholder
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Manage Quality
 Translating the quality
management plan into
executable quality activities
 It increases the probability of
meeting the quality objectives
as well as identifying
ineffective processes and
causes of poor quality.
 Maybe called Quality
Assurance.
 Confirm the quality processes
used are meeting the quality
objectives.
 Manage Quality
INPUTS
Project Management Plan
Project Documents
Organizational Process
Assets

TOOLS & TECHNIQUES

Data Gathering
Data Analysis
Decision Making
Data Representation
Audits
Design for X
Problem Solving
Quality Improvement Methods

OUTPUTS
Quality Reports
Test and Evaluation Documents
Change Requests
Project Management Plan Updates
Project Documents Updates
 Manage Quality - Tools
 Data Representation
 Affinity Diagrams
 Used to group ideas together
 Matrix Diagrams
 Shows the relationship among
processes
 Cause and Effect Diagrams
 Also known as Ishikawa or Fishbone
diagram, it will tell you the causes of
defects
Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material
 Manage Quality - Tools
 Data Representation
 Flowcharts
 Flowcharts show you a graphical
representation of the process and
any room for improvements.
 Histograms
 Histograms are bar charts that show
the distribution of numerical data.
One example of a histogram is a
Pareto diagram. Pareto diagrams use
the Pareto principle of 80/20.
Project Expenses
$90,000.00 120%
$80,000.00
100%
$70,000.00
$60,000.00 80%
$50,000.00
60%
$40,000.00
$30,000.00 40%
$20,000.00
20%
$10,000.00
$- 0%
Salaries Contractors Rentals Equipment Material

Amount Cumulative %
Manage Quality - Tools

 Data Representation
 Scatter Diagram
 Scatter diagrams show trends
in relation to different variables

Defects per week

9
8

Number of Defects
7
6
5
4
3
2
1
0
0 5 10
Weeks
Manage Quality - Output
 Quality Reports
 Report generally includes
information about quality
issues on the project and
recommendations on how to
improve the processes being
used.
 Test and Evaluation Documents
 Documents generally take the
form of a checklist that can be
used when checking the
quality of the deliverables
 Control Quality
 Assess performance and ensure the
project outputs are complete,
correct, and meet customer
expectations.
 Verifying that project deliverables
and work meet the requirements
specified by key stakeholders for
final acceptance.
 Each deliverable is inspected,
measured, and tested
 Control Quality - ITTO
INPUTS
Project Management Plan
Project Documents
Approved Change Requests
Deliverables
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Data Gathering
Data Analysis
Inspection
Testing/Product Evaluations
Data Representation
Meetings

OUTPUTS
Quality Control Measurements
Verified Deliverables
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Control Quality - Output
 Quality Control Measurements
The results of the activities done in
the control quality processes to
determine if the quality standards
or policies were met
 Verified Deliverables
 An input to Validate Scope
 Needed for formal acceptance
 Work Performance Information
 Change Requests
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Acquire Resources

 Getting the staff and

physical resources needed
to build the deliverables
on the project.
 Done continuously
throughout the project or
phase
 Both internal and external
resources
 Acquire Resources - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Decision Making
Interpersonal and Team Skills
Pre-Assignment
Virtual Teams

OUTPUTS
Physical Resource Assignments
Project Team Assignments
Resource Calendars
Change Requests
Project Management Plan updates
Project Documents Updates
Enterprise Environmental Factors Updates
Organizational Process Assets Updates
 Acquire Resources - Outputs

 Physical resource Assignments

 Document how you allocated the
physical resources on the project.
This usually includes assigning
materials, supplies, equipment, or
locations to the project work.
 Project Team Assignments
 Assign the project team to their
roles and responsibilities
 Resource Calendars
 Shows working shifts for
resources. Shows availability.
 Develop Team
 Process of improving
abilities, team member
communication, and the
overall team atmosphere.
 Critical factor for the
project success
 Focuses on building a
sense of team and
improving its performance
 PM primary responsible
Binging together multiple
personalities into one
working group
 Develop Team

 Tuckman’s Ladder, (Five

Stages)
 Forming
 People getting to know
one another
 Storming
 Speaking about issues on
the project
 Norming
 Coming to a solution to
issues
 Performing
 Doing the work
 Adjourning
 Team is release
 Develop Team - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Colocation
Virtual Teams
Communication Technology
Interpersonal and Team Skills
Recognition and Rewards
Training
Individual and Team Assessments
Meetings

OUTPUTS
Team Performance Assessments
Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors
Updates
Organizational Process Assets
Updates
Develop Team - Tools
 Recognition and Rewards
 Rewarding good behavior, Only
desirable behavior should be
rewarded, used to increase morale
 Maslow’s hierarchy of needs
1. Physiological: The necessities to live:
air, water, food, clothing, and shelter.
2. Safety: People need safety and
security; this can include stability in
life, work, and culture.
3. Social: People are social creatures and
need love, approval, and friends.
4. Esteem: People strive for the respect,
appreciation, and approval of others.
5. Self-actualization: At the pinnacle of
needs, people seek personal growth,
knowledge, and fulfillment.
Self-
Actualization

Esteem

Social

Safety

Physiological
Develop Team - Tools
 Herzberg’s Theory of Motivation
 Hygiene agents (What factors influence
satisfaction at work) are expected by and
can only demotivate if they are not present.
Motivating agents provide opportunity to
exceed, and advance.
 McGregor’s Theory X and Y
 Theory X- is bad. These people need to be
watched all the time, micromanaged, and
distrusted, people avoid work,
responsibility, and have no ability to
achieve.
 Theory Y is good. These people are self-
led, motivated, and can accomplish new
tasks proactively.
 Theory Z
 Increased Loyalty at the workplace. Theory
emphasizes the well-being of the
employees, both at work and outside of
work, it encourages steady employment
Develop Team - Tools
 Expectancy Theory
 People behave based on what
they expect as a result of their
behavior.
 McClelland 3 need theory
 Achievement
 Power
 Affiliation
 Forms of Power
 Reward Power - Ability to give
rewards
 Expert Power - SME
 Legitimate(formal power)
 Referent- Respect /Personality of
the Manger
 Punishment- Punish associates
when they fail (least desirable)
Develop Team - Outputs

 Team Performance
Assessments
 Evaluation of the team
 Task-oriented or result-
oriented
 Improve team members skills
 Reduce staff turn over rate
 Increase team members
cohesiveness
 Additional training,
mentoring, coaching
assistance needed?
 Manage Team

 Manage Team is the process

of tracing team member
performance, providing
feedback, resolving issues,
and managing team
changes.
 Team management involves
a combination of skills with
special emphasis on
communication, conflict
management, negotiation,
and leadership.
 Manage Team - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Reports
Team Performance Assessments
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Interpersonal and Team Skills
Project Management Information
System

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors
Updates
Manage Team - Tools
 Project Management Information System
(PMIS)
 Interpersonal and Team Skills
 Conflict Management
 Sources of Conflict
 Greatest project conflict occurs between
project managers and functional managers.
Disagreements over schedules, priorities, and
resources.
Conflict
Quick Example
Resolution
Problem
Let’s put our heads together, study the problem and
Solving
find the best solution. Win-Win
(confronting)
Bob’s got priority here, so we’ll go with his opinion
Forcing
on the solution. Win-Lose

Let’s take a little of both sides of the arguments and

Compromising
create a mixed solution. Lose-Lose

It’s really not that big of a problem. Can be

Smoothing
considered a Lose-Lose

I’m leaving. Do whatever solution works. The conflict

Withdrawal is not resolved and it is considered a Yield-Lose
solution
 Manage Team - Tools
 Interpersonal and Team Skills
 Steps to follow:
 Define the cause of the problem
(not just the symptoms).
 Analyze the problem (cause-
and-effect diagram).
 Identify solutions.
 Implement the selected solution.
 Review the solution.
 Confirm that the solution solved
the problem.
 Emotional Intelligence
 Manage the personal emotions
of oneself, other people and
groups.
Manage Team - Output

 Change Request
 Control Resources

 How to correctly manage

the physical resources on
the project as the project is
progressing
 This process does not look
at the HR resources which
was covered in the previous
process (manage team).
 project manager will have
to ensure that the physical
resources are being used
correctly and efficiently
 Control Resources

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Agreements
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Problem Solving
Interpersonal and Team Skills
Project Management Information
System

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
 Manage Communication

 Ensuring timely and suitable

gathering, creation,
distribution, storage,
retrieval, management, and
monitoring, of project
communications
 Follow the communication
management plan
Manage Communications -
ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process
Assets

TOOLS AND TECHNIQUES

Communication Technology
Communication Methods
Communication Skills
Project Management Information
Systems
Project Reporting
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Communications
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets
Updates
Manage Communication -
Output

 Project Communications
 Performance reports,
deliverables status,
baseline reporting
 Monitor Communication

 Ensuring the
communications
requirements of the project
and its stakeholders are met.
 Ensures that the
communications
management plan is being
followed
 Monitor Communication -
ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Project Management Information Systems
Data Analysis
Interpersonal and Team Skills
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Implement Risk Responses

 Executes risk response

plans when risk has taken
place
 Minimizes the project
threats and maximizes the
project opportunities
Implement Risk Responses -
ITTO

Inputs
Project Management Plan
Project Documents
Organizational process assets

TOOLS AND TECHNIQUES

Expert Judgment
Interpersonal and Team Skills
Influencing
Project Management Information
System

OUTPUTS
Change Requests
Project Documents Updates
 Monitor Risks

 Monitoring the
implementation risk
response plans
 Tracking identified risks
to see if they change
 Identifying and analyzing
new risks
 Evaluating risk process
effectiveness throughout
the project.
 24/7/365
 Monitor Risks - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Data
Work Performance Reports

TOOLS AND TECHNIQUES

Data Analysis
Audits
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates
 Conduct Procurements

 The process of obtaining a

seller response, selecting a
seller, and awarding a
contract.
 It selects a qualified seller
and implements the legal
agreement for delivery.
 Conduct Procurements - ITTO

INPUTS
Project Management Plan
Project Documents
Procurement Documentation
Seller Proposals
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Advertising
Bidder Conferences
Data Analysis
Interpersonal and Team Skills

OUTPUTS
Selected Sellers
Agreements
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates
Conduct Procurements -
Tools
 Advertising
 Some contracts may be
required to be advertised,
i.e. Government
 Bidder Conference
(Contractor, Vendor, or Pre-
bid conferences)
 Meeting between buyer
and sellers
 Data Analysis
 Proposal evaluation
 Interpersonal and Team
Skills
 Negotiations
Conduct Procurements -
Outputs
 Selected Sellers
 Agreements
 Control Procurements

 The process of managing

procurement relationships;
monitoring contract
performance and making
changes and corrections as
appropriate; and closing out
contracts.
 Control Procurements –
ITTO’s
INPUTS
Project Management Plan
Project Documents
Agreements
Procurement Documentation
Approved Change Requests
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Claims Administration
Data Analysis
Inspection
Audits

OUTPUT
Closed Procurements
Work Performance Information
Procurement Documentation Updates
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates
Control Procurements –Tools

 Inspections
 Audits
 Claims Administration
 How disputed changes can
be settled when the buyer
and the seller can not
reach and understanding
 Negotiation is the
preferred method
Control Procurements -
Outputs
 Closed Procurements
 The buyer, usually through
its authorized procurement
administrator, provides the
seller with formal written
notice that the contract has
been completed.
 Manage Stakeholder
Engagement

 Communicating and working

with stakeholders to meet
their needs and expectations
 Addressing issues, and get
them involve
 Manage Stakeholder
Engagement - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Communication Skills
Feedback
Interpersonal and Team Skills
Ground Rules
Meetings

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates
 Manage Stakeholder
Engagement - Output

 Change Requests
 Monitor Stakeholder
Engagement
 Monitoring stakeholder
relationships
 Engaging stakeholders
through modification of
engagement strategies and
plans.
 Increases the efficiency and
effectiveness of stakeholder
engagement
 Monitor Stakeholder
Engagement - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Decision Making
Data Representation
Communication Skills
Interpersonal and Team Skills
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
Monitor and Control
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Monitor and Control Project
Work

 Process of tracking, reviewing,

and recording the progress to
meet the performance defined in
the PM Plan.
 Ensures that the plan is working,
identifies any areas in which
changes to the plan are required,
and initiates the corresponding
changes
 Takes all the Work Performance
Information and creates the
Work Performance Reports.
 Monitor and Control Project
Work - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Information
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Decision making
Meetings

OUTPUTS
Work Performance Reports
Change Requests
Project Management Plan Updates
Project Documents Updates
Monitor and Control Project
Work - Outputs
 Change request
 Work Performance Reports
Perform Integrated Change
Control
 Review all change requests;
approving changes and managing
changes to deliverables, project
documents, and the project
management plan
 Communicating the decisions.
 Process where you assess the change’s
impact on the project
 Any Stakeholder may request a change
 Should be submitted in written form
 Change Control Board – Group
responsible for reviewing, evaluating,
approving, deferring, or rejecting
changes to the project and for
recording and communicating such
decisions.
 Perform Integrated Change
Control - ITTO
INPUTS
Project Management Plan
Project Documents
Risk Report
Work Performance Reports
Change Requests
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Change Control Tools
Data Analysis
Decision making
Meetings

OUTPUTS
Approved Change Requests
Project Management Plan Updates
Project Documents Updates
Perform Integrated Change
Control
 Process for making change
1. A stakeholder needs to identifies a need
for a Change request
2. A written change request is submitted it
to the Project Manager
3. The Project Manager assess the change
and looks for any other options for the
Change Request. Looks at the impact of
the change request
4. The Change request is submitted to the
Change Control Board
5. The Change request is either approved or
rejected by the Change Control Board
6. If approved, The PM will adjust the
Project Management Plan
• Then manage the project to the new
plan
7. If it is not approved, the team goes back
to the issue and develop a new change
request, repeat step 1
Perform Integrated Change
Control - Inputs

 Work Performance Reports

 Change requests
 Perform Integrated Change
Control - Tools

 Change Control Tools

 To manage the change
requests, status, and resulting
decisions
 Update the Stakeholders with
current information
 Perform Integrated Change
Control - Outputs

 Approved Change Requests

 Once the change control board
members approve a change
request, it will be implemented
in the Direct and Manage
Project Work process
 Project Document updates
 Change log
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Control Scope
 Process of monitoring the status
of the project and product
scope and managing changes to
the scope baseline.
 The uncontrolled expansion to
product or project scope
without adjustments to time,
cost, and resources is referred to
as scope creep.
 Determines if a scope change
has happened.
 When changes are made and
approved, the project baselines
will need to be adjusted to
reflect these changes
 Control Scope - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Organizational Process
Assets

TOOLS & TECHNIQUES

Data Analysis

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan
Updates
Project Documents Updates
 Control Scope Control -
Outputs

 Work Performance
Information
 Planned vs. actual
performance
 Change Requests
 Control Schedule
 Monitoring the status of the
project to update the project
schedule and managing changes
to the schedule baseline.
 The schedule baseline is
maintained throughout the
project.
 Compare the work results to the
plan to see if they line up
 What is the status of the project,
how did it reach this point?
 Control Schedule - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Critical Path Method
Project Management Information
System
Resource Optimization
Leads and Lags
Schedule Compression

OUTPUTS
Work Performance Information
Schedule Forecasts
Change Requests
Project Management Plan Update
Project Documents Updates
Control Schedule - Output

 Work Performance information

 Schedule Forecast
Based on Past performance
and expected future
performance
 Change Requests
 Control Costs
 Monitoring the status of the project to
update the project costs and managing
changes to the cost baseline.
 Primarily Concern with cost variance
 Any increase to the authorized budget
can only be approved through the
Perform Integrated Change Control
process
 Control Cost - ITTO

INPUTS
Project Management Plan
Project Documents
Project Funding Requirements
Work Performance Data
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Data Analysis
To-Complete Performance Index
Project Management Information System

OUTPUTS
Work Performance Information
Cost Forecasts
Change Requests
Project Management Plan Updates
Project Documents Updates
 Control Costs Continue -
Outputs

 Work Performance Information

 Costs Forecasts
Uses the EAC (Estimate at
Completion) EVM formula.
 Change requests
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Validate Scope
 Formalizing acceptance of the
completed project deliverables.
 The verified deliverables obtained
from the Control Quality process
are reviewed with the customer or
sponsor to ensure they are
completed satisfactorily and have
received formal acceptance of the
deliverables by the customer or
sponsor
 Done at the same time or
immediately after Quality Control
 Close Project or Phase may start
upon completion of this process
 Concerned with correctness of the
deliverable
 Validate Scope - ITTO
INPUTS
Project Management Plan
Project Documents
Verified Deliverables
Work Performance Data

TOOLS AND TECHNIQUES

Inspection
Decision Making

OUTPUTS
Accepted Deliverables
Work Performance Information
Change Requests
Project Documents Updates
Validate Scope - Inputs

 Verified Deliverables (Created

during the Perform Quality
Control Process)
 Validate Scope - Tools
 Inspection
 The measuring, examining,
testing and verifying to
determine whether the work
and the deliverables have met
the requirements set forth in
the Scope Baseline, and you
have successful
product/result/service
acceptance.
 It can also be called a product
review, audit, walkthrough.
 Decision Making
Validate Scope - Outputs
 Accepted Deliverables
 Deliverables that have met the
acceptance criteria, and that have
been signed off and approved by
the sponsor or the customer.
 Change Requests
 Deliverables that have not met the
acceptance criteria, are dealt with
via Perform Integrated Change
Control process. Product rework is
necessary to repair the defect.
 Work Performance Information
 Information about Project progress
Close Project or Phase
 Finalizing all activities for the project, phase, or
contract.
 Making certain that all documents and deliverables
are up-to-date and that all issues are resolved
 Confirming the delivery and formal acceptance of
deliverables by the customer
 Closing project accounts
 Reassigning personnel
 Confirming the formal acceptance of the seller’s
work and finalizing open claims
 Audit project success or failure
 Identify lessons learned, and archive project
information for future use by the organization.
 Transfer the project’s products, services, or results
to the next phase or to production and/or
operations
 Investigate and document the reasons for actions
taken if the project is terminated before
completion.
 Close Project or Phase - ITTO
Inputs
Project Charter
Project Management Plan
Project Documents
Accepted Deliverables
Business Documents
Agreements
Procurement Documentation
Organizational Process Assets

Tools and Techniques

Expert Judgment
Data Analysis
Meetings

Outputs
Project Documents Updates
Final Product, Services, or Result
Transition
Final Report
Organizational Process Assets Updates
 Close Project or Phase -
Outputs

 Final Product service, or

result Transition
 The transition of the deliverable
to organization.
 Final report
 A summary of what took place in
the project
 How successful was the project?
 Any variations in the Baselines
Agile Principles and
Mindset
 What is Agile
Developed for Software projects, but it is a
methodology that can be used on all Projects
types
Agile is an umbrella term that is used to
refer to different types of iterative
development
Scrum is the most common method of agile,
there are others such as extreme
programming (XP), lean development, and
Kanban.

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 Characteristics of four life cycles

PMI Agile Practice Guide, Page 18 table 3.1

Agile leverage
both aspect of
Iterative and
incremental

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 Agile Benefits
Customer involved throughout the life cycle
Greater Customer Interaction with all
stakeholders
Constant Feedback is required to stay
current and successful
Greater Value up front
Change is welcomed by all stakeholders

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 Agile Concurrent
Development
• Fund incrementally – opt to extend,
redirect or cancel at a very granular level
• Deliver & realize value steadily
• Validate designs with users & customers
• Continuously adapt to risk and change
• Integrate early & often

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 Agile Declaration of
Interdependence (DOI)
Agile and adaptive approaches for linking people, projects and value
We are a community of project leaders that are highly successful at
delivering results. To achieve these results:
We increase return on investment by making continuous flow of value our
focus.
We deliver reliable results by engaging customers in frequent interactions
and shared ownership.
We expect uncertainty and manage for it through iterations, anticipation,
and adaptation.
We unleash creativity and innovation by recognizing that individuals are
the ultimate source of value, and creating an environment where they can
make a difference.
We boost performance through group accountability for results and
shared responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific
strategies, processes and practices.

©2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug
DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent
McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.

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 Agile Mindset
Welcoming change
Working in small value increments
Using build and feedback loops
Learning through discovery
Value -driven development
Failing fast with learning
Continuous delivery
Continuous improvement

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 Agile vs. Traditional
Project Management

Agile builds in increments vs. as a whole

Agile does planning throughout vs. done all at
once
Agile delivers products over time vs. all at
once
Customers sees value faster vs. at the end
Agile wants changes vs. discouraging changes

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 Inverting the Triangle

Fixed
Time Cost
Scope
Agile

Traditional Scope

Time Cost

Variable

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 Agile Manifesto
Create in 2001
Contains:
◦ 4 values
◦ 12 guiding principles

https://agilemanifesto.org/

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 The Agile Manifesto
Values
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:

Individuals & interactions over Processes & tools

Comprehensive
Working software over
documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

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

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

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 Individuals and interactions over
processes and tools

While processes and tools will likely be necessary on

our projects, we should focus the team's attention on
the individuals and interactions involved.
Projects are undertaken by people, not tools
Problems get solved by people, not processes
Projects are ultimately about people

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 Working software over
comprehensive documentation

Focus on the delivering value vs. paperwork.

Agile documents should be barely sufficient
Done just in time
Done just because
Delivering software that does what it should
comes first, before creating documentation.
Agile dramatically simplify the administrative
paperwork relating to time, cost, and scope control

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 Customer collaboration over
contract negotiation

Be flexible and accommodating, instead of fixed

and uncooperative
Manage change, don’t suppress change
Shared definition of “done”
Requires trusting relationship

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 Responding to change over
following a plan

Spend effort and energy responding to changes

Software projects tend to have high rates of
change

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 Agile Guiding Principles
1-3

1. Our highest priority is to satisfy the customer

through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.

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 Agile Guiding Principles
4-6
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.

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 Agile Guiding Principles
7-9
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers)and
users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.

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 Agile Guiding Principles
10-12
10. Simplicity; the art of maximizing the amount
of work not done is essential.
11. The best architectures, requirements and
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how
to become more effective then tunes and
adjusts its behavior accordingly.

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 Agile Methods
Many agile methodologies
Scrum
Extreme Programming (XP)
Kanban Development
Lean Software Development
Scaled Agile (SAFe)

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 Agile Scrum Terms
Product Owner - Designated person that represents the customer on the project

Agile Project Manager/Scrum Master – Manages the agile project

Product Backlog - Project requirements from the stakeholders

Sprint Planning Meeting- Meeting done by the agile team to determine what features will be done in the next sprint

Sprint Backlog – Work the team selects to get done in the next sprint

Sprint - A short iteration where the project teams work to complete the work in the sprint backlog, (1-4 weeks typical)

Daily Stand Up Meeting - A quick meeting each day to discuss project statuses, led by the Scrum Master. Usually 15 minutes

Sprint Review – An inspection done at the end of the sprint by the customers

Retrospective – Meeting done to determine what went wrong during the sprint and what when right. Lesson learned for the sprint.

Partial Completed Product - Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities

Release - Several Sprints worth of work directed to operations for possible rollout and testing

Sprint = Iteration

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 Agile Scrum Process

Product Sprint Sprint

Customers/Product Planning
Sprint/Iteration
Ownwer Backlog Backlog
Meeting

Potentially Sprint Sprint Review

Shippable Product REtrospective Meeting
Increment

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 Scrum
Set of team guidance practices, roles, events, artifacts,
and rules
Based on three pillars of Transparency, Inspection, and
Adaptation:
◦ Transparency
◦ Visibility to those responsible for the outcome
◦ Inspection
◦ Timely checks on how well a project is progressing toward goals
◦ Looks for problematic deviations or differences from goals
◦ Adaptation
◦ Adjusting a process to minimize further issues if an inspection shows a
problem or undesirable trend

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 Scrum Roles &
Responsibilities
Product Owner
◦ Owns Product vision
◦ Defines features, decides on release date and content
◦ Responsible for market success
◦ Prioritizes features according to market value
◦ Can change features and priorities every Sprint

ScrumMaster
◦ Responsible for facilitating process
◦ Focuses Team and protects them from external
interruption
◦ Looks for ways to enhance productivity
◦ Assists Product Owner in leveraging Scrum

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 Scrum Roles &
Responsibilities
Development Team
◦ Small group containing all necessary project
skills
◦ Focuses on steady delivery of high quality
features
◦ Generates options for delivery
◦ Manages own work within Sprints

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 Scrum Activities
The Scrum methodology refers to several different
types of activities:
1. sprint planning meeting
2. sprints
◦ Daily stand-up meeting

3. sprint review meeting

4. sprint retrospectives.

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 Sprint Planning Meeting
Used to determine what work will be done in that
sprint and how the work will be achieved.
The development team predicts what can be
delivered based on estimates, projected capacity, and
past performance to define the sprint goal.
The development team then determines how this
functionality will be built and how the team will
organize to deliver the sprint goal.
Output of this will be the sprint backlog. The work to
get done in the next sprint.

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 Sprints
A sprint is a timeboxed (time-limited) iteration of
1-4 weeks to build a potentially releasable product
Each sprint includes a sprint planning meeting,
daily Scrum, the actual work, a sprint review
meeting, and the sprint retrospective
During the sprint, no changes are made that
would affect the sprint
The development team members are kept the
same throughout the sprint

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 Daily Scrum (or Standup)
A 15-minute time-boxed activity for the
Development Team to synchronize activities
and create a plan for the next 24 hours
Should be held at the same time and place
each day
Each team member should answer 3
questions:
1. What did you do yesterday?
2. What will you do today?
3. Are there any impediments in your way?

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 Sprint Review
Takes place at the end of the Sprint
Designed to gather feedback from
stakeholders on what the Team has completed
in the sprint
Team demonstrates work that was completed
during the sprint
To create a conversation between
the Team and the stakeholders about how to
make the product better
should be time boxed to no more than an
hour per week of Sprint

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 Sprint Retrospective
Opportunity for the Team to inspect and
create a plan for improvements to be done
during the next Sprint.
Team discusses:
What went well
What went wrong
What to do more of
What to do less of

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 Scrum Artifacts
Product increment
Part of the product that is complete after each
sprint

Product Backlog
Prioritized list of valuable items to deliver

Sprint Backlog
List of committed items to be addressed within
Sprint

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 Product Backlog
Prioritized list of all work that needs to be done
to complete the product
List is dynamics, it evolves as the more work is
added and prioritized
Items in it is prioritized by the product owner
and is sorted by value
Most valuable items are listed first
Constantly being refined as more work is added
to it.
Team and product owner will “groom the
backlog”.

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 Product Increment
Part of the product that is done after
each sprint
Done to get feedback after each
sprint
The product owner and team needs
to agree upon the “definition of done”
before the team starts working on the
product

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 Sprint Backlog
The sprint backlog is the set of items
from the product backlog that were
selected for a specific sprint.
The sprint backlog is accompanied by
a plan of how to achieve the sprint
goal, so it serves as the development
team's forecast for the functionality
that will be part of the sprint.
It is a highly visible view of the work
being undertaken and may only be
updated by the development team.

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 Definition of Done (DoD)
Definition of Done (DoD) is a shared
understanding of what it means when work is
considered done, it should be defined at the
beginning of the project, and it applies
globally to the project.
Definition of Done (DoD) is a crucial element
of a successful scrum software development
Might include things such as:
◦ DoD for Unit & functional tests.
◦ DoD Documentation.
◦ DoD for a Writing code.

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 Extreme Programming
(XP)

Software development centric agile method

Focus software development good practices
Scrum at the project management level focuses on
prioritizing work and getting feedback

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 XP Core Values
Simplicity
◦ Reduce complexity, extra features, and waste
◦ “ Find the simplest thing that could possibly work"

Communication
◦ Team members know what is expected of them
and what other people are working on
◦ Daily stand-up meeting is key communication
component

Feedback
◦ Get impressions of correctness early
◦ Failing fast allows for faster improvement

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 XP Core Values
Courage
◦ Allow our work to be entirely visible to
others

Respect
◦ People work together as a team and
everyone is accountable for the success
or failure of the project
◦ Recognize people work differently and
respect those differences

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 XP Roles
Coach
◦ Acts as a mentor, guiding the process and helping
the team stay on track. Is a facilitator helping the
team become effective.
Customer:
◦ Business representative who provides the
requirements, priorities, and drives the business
direction for the project.
Programmers
◦ Developers who build the product. Writes the codes.
Testers
◦ Helps the customer define and write the acceptance
tests for the user stories.
Product Owner and Customer are equivalent
ScrumMaster and Coach are equivalent

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 XP Practices
Planning Activities (Games):
◦ Release Planning:
◦ Push of new functionality all the way to the
production user
◦ Customer outlines the functionality required
◦ Developers estimate difficult build
◦ Iteration Planning:
◦ Short development cycles within a release
(Scrum calls "sprints”)
◦ Conducted at start of every iteration, or every
two weeks
◦ Customer explains functionality they would like
in iteration
◦ Developers break functionality into tasks and
estimate work
◦ Based on estimates and amount of work
accomplished in previous iteration,
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 XP Practices
Small Releases:
◦ Frequent, small releases to test environments
◦ Demonstrate progress and increase visibility for the
customer
◦ Quality is maintained: Rigorous testing or Continuous
integration

Customer Tests:
◦ Customer describes one or more tests to show software is
working
◦ Team builds automated tests to prove software is working.

Collective Code Ownership:

◦ Any pair of developers can improve or amend any code
◦ Multiple people work on all code, which results in increased
visibility and knowledge of code base
◦ Leads to a higher level of quality; with more people looking
at the code, there is a greater chance defects will be
discovered.
◦ Less risk if programmer leaves, since knowledge is shared

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 XP Practices
Code Standards:
◦ Follow consistent coding standard
◦ Code looks as if it has been written by a single,
knowledgeable programmer

Sustainable Pace:
◦ While periods of overtime might be necessary,
repeated long hours of work are unsustainable
and counterproductive
◦ The practice of maintaining a sustainable pace
of development optimizes the delivery of long-
term value

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 XP Practices
Metaphor:
◦ XP uses metaphors and similes to explain designs
and create a shared technical vision.
◦ These descriptions establish comparisons that all
the stakeholders can understand to help explain
how the system should work.
◦ For example, “The invoicing module is like an
Accounts receivable personnel who makes sure
money collected from our customers”.
Continuous Integration:
◦ Integration involves bringing the code together
and making sure it all compiles and works
together.
◦ This practice is critical, because it brings problems
to the surface before more code is built on top of
faulty or incompatible designs.

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 XP Practices
Test -Driven Development (TDD):
◦ The team writes tests prior to developing the new
code.
◦ If the tests are working correctly, the initial code that
is entered will fail the tests
◦ The code will pass the test once it is written correctly.

Pair Programming:
◦ In XP, production code is written by two developers
working as a pair to write and provide real-time
reviews of the software as it emerges.
◦ Working in pairs also helps spread knowledge about
the system through the team.

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 XP Practices
Simple Design:
◦ Code is always testable, browsable, understandable, and
explainable
◦ Do the simplest thing that could possibly work next. Complex
design is replaced with simpler design
◦ The best architectures, requirements, and designs emerge
from self-organizing teams
Refactoring:
◦ Remove redundancy, eliminate unused functionality, and
rejuvenate obsolete designs
◦ Refactoring throughout the entire project life cycle saves
time and increases quality
◦ Code is kept clean and concise so it is easier to understand,
modify, and extend

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 Some Basic Terminology
Review
Extreme
Scrum Definition
Programming (XP)
Fixed-length period of time
Sprint Iteration
(timebox)
Release Small Release Release to production
Sprint/Release
Planning Game Agile planning meetings
Planning
Business representative to
Product Owner Customer
project
Retrospective Reflection “Lessons learned”-style meeting

ScrumMaster Coach Agile project manager

Development Empowered Cross-Functional
Team
Team team
Daily Scrum Daily Standup Brief daily status meeting

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 Lean Software
Development
Lean was started by Toyota as manufacturing method that
was applied to software development.
Principles:
◦ Using visual management tools
◦ Identifying customer-defined value
◦ Building in learning and continuous improvement

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 Lean Software
Development

Eliminate
Waste

Amplify Empower
Learning the team

Lean
Defer Deliver
Decisions Fast

Optimize
Build
the
Quality In
Whole

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 Lean Software
Development
Eliminate waste:
◦ To maximize value, we must minimize waste. For software systems,
waste can take the form of partially done work, delays, handoffs,
unnecessary features.

Empower the team:

◦ Rather than taking a micro-management approach, we should
respect team member’s superior knowledge of the technical steps
required on the project and let them

Deliver fast:
◦ Quickly delivering valuable software and iterating through designs.

Optimize the whole:

◦ We aim to see the system as more than the sum of its parts.

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 Lean Software
Development
Build quality in:
◦ Build quality into the product and continually assure quality throughout
the development process

Defer decisions:
◦ Balance early planning with making decisions and committing to things
as late as possible.

Amplify learning:
◦ This concept involves facilitating communication early and often, getting
feedback as soon as possible, and building on what we learn.

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 Seven Wastes of Lean
1. Partially done work
2. Extra Processes
3. Extra features
4. Task switching
5. Waiting
6. Motion
7. Defects

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 Kanban
Development
Kanban development is derived from the lean production system
used at Toyota.

"Kanban" is a Japanese word meaning "signboard."

Items In Progress Testing Done

6 cards 4 cards

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 Kanban five core
principles:
Visualize the workflow:
◦ Software projects, by definition, manipulate knowledge, which is
intangible and invisible.

Limit WIP:
◦ Keeping the amount of work in progress low increases the visibility
of issues and bottlenecks

Manage flow:
◦ By tracking the flow of work through a system, issues can be
identified and changes can be measured for effectiveness

Make process policies explicit:

◦ It is important to clearly explain how things work so the team can
have open discussions about improvements

Improve collaboration:
◦ Through scientific measurement and experimentation, the team
should collectively own and improve the processes it uses.

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 Other agile methods
Feature-Driven Development
◦ Team will first develop an overall model
for the product then build a list, and
plan the work.

Crystal
◦ It’s a customized methodologies that
are coded by color names.
◦ Crystal clear is for small teams working
on non-critical projects
◦ Crystal magenta is used for larger teams
working on more critical work

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 Other agile methods
Scalable Agile Framework (SAFe®)
◦ A framework that implements Scrum at an
enterprise level
◦ Approach that consumes the whole enterprise
and not just a team
◦ Deals with big global teams
◦ All aspect of the organizations are managed
◦ Three important parts:
◦ Lean Product Development
◦ Agile Software Development
◦ System Thinking

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 Leading Effectively
Servant Leadership
◦ Leader provides what the team needs
1. Shield team from interruptions
2. Remove impediments to progress
3. (Re)Communicate project vision
4. Carry food and water

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 Twelve Principles for
Leading Agile Projects
1. Learn the team members needs
2. Learn the project requirements
3. Act for the simultaneous welfare of
the team and the project
4. Create an environment of functional
accountability
5. Have a vision of the completed
project
6. Use the project vision to drive your
own behavior

©2002 Jeffery Pinto, Project Leadership from Theory to Practice

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 Twelve Principles for
Leading Agile Projects
7. Serve as the central figure in successful
project team development
8. Recognize team conflict as a positive step
9. Manage with an eye toward ethics
10. Remember that ethics is not an
afterthought, but an integral part of our
thinking
11. Take time to reflect on the project
12. Develop the trick of thinking backwards

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 Leadership Tools and
Techniques
Using these tools still need soft-skills approach
Modeling Desired Behavior
◦ Honesty
◦ Forward-Looking
◦ Competent
◦ Inspiring

Communicating project vision

Enabling others to act
◦ Switch from exclusive tools to inclusive tools

Being willing to change the status quo

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 Leadership Task
Practice Transparency through Visualization
Crate a safe environment for
experimentation
Experiment with new techniques and
processes
Share knowledge through collaboration

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Value-Driven Delivery
 HowPrioritization
Planning Value – Value Based Customers Conduct
Value Prioritization
Valued based prioritization is the one of core
practices in agile planning
Features are prioritized on the basis of
business value, risk and dependencies
Some of prioritization techniques used:
◦ Simple Scheme
◦ MoSCoW prioritization
◦ Monopoly Money
◦ 100-point method
◦ Dot Voting or Multi-voting
◦ Kano Analysis
◦ Requirements Prioritization Model

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 Prioritization
Techniques
Simple Scheme
◦ Priority 1, Priority 2, Priority 3, etc.
◦ Could be problematic as many items
might become the first priority.

MoSCoW prioritization
◦ Must have
◦ Should have
◦ Could have
◦ Would like to have, but not this time

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 Prioritization
Techniques
Dot Voting or Multi-voting
◦ Each person gets a certain number of
dots to distribute to the requirements

Monopoly Money
◦ Give everyone equal monopoly money
◦ They then distribute the funds to what
they value the most

100-point method
◦ Each person is given 100 points
◦ They then use that to distribute to
individual requirements

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 Prioritization
Techniques
Kano Analysis
◦ Helps to understand the customers
satisfaction
◦ Delighters/Exciters
◦ Satisfiers
◦ Dissatisfiers
◦ Indifferent

https://foldingburritos.com/kano-model/

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 Prioritization /
Ranking is Relative
Doesn’t matter what techniques the
customers uses priority, the end results
should be a list of prioritized features.

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 Minimal Viable
Product (MVP)
Refers to a set of functionality that is
complete to be useful, but small
enough not to be an entire project
Usually a module in a software

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 Tools for Agile
Projects
Low-tech, high-touch over computer
models
When using computer models
problems could arise such as:
◦ Data accuracy perception increases
◦ No stakeholder interaction. Only a few
people would update them

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 Low-Tech, High-
Touch Tools
Use card, charts, whiteboards, and
walls
Promotes communication and
collaboration
Skip using a computer Gantt chart to a
Kanban board

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 Kanban/Task Board
An "information radiator" - ensures efficient
diffusion of information
Can be drawn on a whiteboard or even a
section of wall
Makes iteration backlog visible
Serves as a focal point for the daily meeting

Items In Progress Testing Done

6 cards 4 cards

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 Educating People
about Agile
Teach all the stakeholders about the
benefits of agile
Concerns about agile can Include:
◦ Senior management and sponsor: They are
worried about the risk of failing
◦ Managers: fear the loss of control
◦ Project team: resist agile methods
◦ Users: will not get all features

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 Engaging Stakeholders
Short iterations and release keeps them
engage
Keeping then engage can lead to stakeholders
being more involved and getting more change
request
This helps us to identify risk and issues early
If some stakeholders are causing problems, the
agile PM will need to use their interpersonal
skills to resolve issues
Need to have a process for escalating
stakeholders issues
Why such a big focus on stakeholders?
◦ Projects and done by people for people

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 Methods of Stakeholder
Engagement
Get the right stakeholders
Cement stakeholder involvement
Actively manage stakeholder interest
Frequently discuss what done looks like
Show progress and capabilities
Candidly discuss estimates and projections

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 Set a Shared Vision
Important to ensure customers and agile
project team has the same vision
Methods include:
◦ Agile Charter
◦ Definition of “Done”
◦ Agile Modeling
◦ Use case diagram
◦ Data models
◦ Screen design
◦ Wireframes
◦ Personas

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 Definition of “Done”
Creating a shared vision of what done
looks like
Should be done for:
◦ User stories
◦ Releases
◦ Final project deliverables

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 Agile Modeling
◦ Use case diagrams
◦ Visually shows how users would use an application

https://en.wikipedia.org/wiki/Use_case_diagram

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 Agile Modeling
◦ Data models
◦ How the data are structured in tables and their
relationships

http://www.agiledata.org/essays/dataModeling101.html

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 Agile Modeling
◦ Screen designs
◦ Simple screen shots

http://agilemodeling.com/artifacts/uiPrototype.htm

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 Wireframes
Wireframes
◦ Quick mock-up of product
◦ “low-fidelity prototyping”
◦ Clarify what “done” looks like
◦ Validate approach prior to execution

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 Personas
Personas
◦ Quick guides or reminders of key stakeholders
and interests
◦ Provide description of users
◦ Be grounded in reality
◦ Be goal-oriented, specific, and relevant
◦ Be tangible and actionable
◦ Generate focus
◦ Help team focus on valuable features to users

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 Personas
Name: Andrew Jones– Certified Accountant
Value:
Andrew would like to ensure all
company bills are paid on time
while using online auto payments.
Description: He would like to ensure customers
Andrew has been an Accountant are reminded automatically of
for over 10 years and has worked at outstanding balances.
many large accounting firms.
He is looking to print the
He likes to be organized and get his receivables and payable reports on
work done on time. a weekly basics to check on bills
and invoices.

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 Communicating
with Stakeholders
Face to face communication
Two-way communication
Knowledge sharing
Information Radiators
Social Media

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 Face-to-face
Communication
Face to face communication

http://www.agilemodeling.com/essays/communication.htm

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 Communicating with
Stakeholders
Two-way communication
◦ Just don’t ask for confirmation or concerns, but
actually listen to what they have to say

Knowledge sharing
◦ Agile teams work closely with each other such
as with pair-programming.
◦ Using Kanban boards or wireframes are ways to
share information
◦ Use of low-tech tools like a whiteboard will
allow all to see the work and understand it
◦ We must encourage it

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 Communicating with
Stakeholders
Information Radiators
◦ Things that are highly visible
◦ Used to display information
◦ Usually includes chats, graphs and boards

Social Media
◦ Use to communicate
◦ Can include twitter or Instagram

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 Conflict Resolution
All projects will have conflicts
While some level of conflicts are good, we
need to ensure they don’t become a “world
war” where people are trying to destroy
each other
Levels of conflict(1-5):
◦ Level 1: Problem to solve – sharing info
◦ Level 2: Disagreement – Personal Protection
◦ Level 3: Contest – Must win
◦ Level 4: Crusade – Protecting one’s group
◦ Level 5: World War – Must destroy the other

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 Participatory
Decision Models
Engage stakeholder in decision making
process
◦ Simple voting
◦ Vote “for” or “against” it
◦ Thumps up/down/sideways
◦ People hold their thumps in a way of if the support it or
not. Sideway is if they cannot make up their mind
◦ Fist of five
◦ People how up finger based on they support the idea
◦ 1 finger: total support – 5 finger: Stop against it

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Team Performance
 Development /
Delivery Team
Group that build and test the increments
of the product
◦ Build product in increments
◦ Update information radiators
◦ Self organize and directing
◦ Share progress by doing daily stand-up
meetings
◦ Demo the completed product increments
◦ Holds retrospectives at the end of sprints
◦ Does release and sprint planning and
estimations

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 Product
Owner/Customer
Prioritizing the product features
Manage the product backlog ensuing
its accurate and up to date
Ensures the team has a shared
understanding of the backlog items
Defines the acceptance criteria
Provides the due dates for the
releases
Attends planning meeting, reviews,
and the retrospective.

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 Agile Project Manager
(ScrumMaster/Coach)
Act as a servant leader
Help the team self-organize and direct
themselves
Be a facilitator
Ensure the team plan is visible and the
progress is known to the stakeholders
Act as a mentor and coach
Work with the product owner to manage
the product backlog
Facilitates meeting
Ensure issues are solved

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 Building Teams
Self-Organizing
Self-Directing
Small teams with fewer than 12
members

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 Generalizing
Specialists
Have members that can do different
tasks
Members skilled in more than one area
Share work reduce bottleneck

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 High-Performance
Agile Teams
Have a shared vision
Realist goals
Fewer than 12 members
Have a sense of team identity
Provide strong leadership

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 Experiments (Have a
safe place)
Establish safe environment for
disagreement
Allows team members to build strong
commitment to decisions
Encourage people to experiments with
new methods
Leads to more engagement

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 Welcome Constructive
Disagreement
Leads to better buy-in and decisions
Avoiding conflicts can lead to
conflicts escalating
A safe place for disagreement leads
to successful problem solving

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 Models of team
development
Shu-Ha-Ri Model of Skill Mastery
◦ Shu- Obey,
◦ Ha – Moving away,
◦ Ri – finding individual paths

Dreyfus Model of Adult Skill Acquisition

◦ Novice, Advanced Beginner, Competent,
Proficient, Expert

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 Tuckman’s Five
Stages of Team
Development
1. Forming: team comes together and
starts to get to know each other. There
is not much conflict or communication.
2. Storming: team members start to have
conflicts with each other. They start to
learn of each other’s ideas and may not
agree with them. Most conflicts takes
place in this stage.
3. Norming: the team members begin to
agree with each other on the best
methods to build the deliverables.
Generally, everyone is coming to a
consensus.
4. Performing: the team is performing well
and is working without conflict.
5. Adjourning: In this stage, the project is
completed and the team is reassigned.

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 Team Spaces
Co-located Teams
Team Spaces
Osmotic Communication
Global and Cultural Diversity
Distributed teams

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 Co-Located Teams
All team member work together in the
same location
Allows for face-to-face time and interaction
Should be within 33 feet of each other
No physical barriers
Sometimes a virtual co-location

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 Team Space
Lots of low-tech, high touch
◦ Whiteboards and task boards
◦ Sticky notes, flip charts
◦ Round table
◦ No barriers to face-to-face communication
Caves and Common
◦ Caves  space team members can retreat to
individually
◦ Common  space team members can work as group

Osmotic Communication
◦ Information flows that occur as part of everyday
conversations and questions
◦ 33 feet or 10 meters

Tacit Knowledge
◦ Information that is not written down; supported
through collective group knowledge

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 Global and Cultural
Diversity
Time Zones
Cultures
Native Languages
Styles of communications

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 Distributed
Teams
At least one team member working off-
site
Need to find ways to replicate co -
location team benefits
Agile Tools
◦ Low-Tech, High-Touch Tools
◦ Digital Tools for distribute teams
◦ Video conferencing
◦ Interactive whiteboards
◦ IM / VoIP
◦ Virtual card walls
◦ Web cams
◦ Digital cams

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Adaptive Planning
 Adaptive
Planning
Planning is ongoing process
Multiple mechanisms to proactively
update plan
Focus on value delivery and minimize
nonvalue-adding work
Uncertainty drives need to replan
Frequently discover issues and
experience high rates of change

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 Agile Plans
Agile planning varies from traditional
planning
1. Trial and demonstration uncover true
requirements, which then require
replanning
2. Agile planning is less of an upfront effort,
and instead is done more throughout the
project
3. Midcourse adjustments are the norm

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 Principles of Agile
Planning
1. Plan at multiple levels
2. Engage the team and the customer in
planning
3. Manage expectations by frequently
demonstrating progress
4. Tailor processes to the project’s
characteristics
5. Update the plan based on the project
priorities
6. Ensure encompassing estimates that account
for risk, distractions, and team availability
7. Use appropriate estimate ranges to reflect
the level of uncertainty in the estimate
8. Base projections on completion rates
9. Factor in diversion and outside work

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 Value-Base Analysis
and Decomposition
Assessing and prioritizing the
business value of work items,
and then plan accordingly.
Value -Based Decomposition
◦ Breaks down requirements and
prioritized them
◦ Design the product box

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 Design the
Product Box

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 Timeboxing
Short, fixed-duration periods of
time in which activities or work
are undertaken
◦ If work is not completed within
time period, move it to another
timebox
Daily Stand-up – 15 minutes
Retrospectives – 2 hours
Sprints – 1-4 weeks
Beware of Parkinson’s Law
◦ Work tends to expand to fill the
time given

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 Decomposing
Requirements

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 User Stories
User Stories / Backlogs
• Business functionality within a feature
that involves 1-3 days of work.
• Acts as agreement between customers
and development team
• Every requirement is user story
• Every story, including technical stories, has
value
• Common structure of a user story

As a <user type>
I <want to/need, etc.> goal
So that <value>

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 User Story Example
“As an payroll clerk, I want to be able
to view a report of all payroll taxes,
so that I can pay them on time”
“As a sales person, I want to be able
to see a current list of leads, so that I
can call them back quickly”
“As student of this course, I want to
be able to understand the
requirements of the exam, so that I
know if I qualify for it or not”

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 Three C’s of Stories
Have users write the stories on
index cards
No details, it’s used to help
conversate
3 Cs:
◦ Card
◦ Conversation
◦ Confirmation

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 User Stories - INVEST
Effective user stories should be “INVEST”
Independent
◦ Should be independent so it can reprioritize

Negotiable
◦ Should allow for trade-off’s based on cost and
function

Valuable
◦ Should clearly state the value of it

Estimatable
◦ Should be able to estimate how long to complete

Small
◦ Stories should be between 4-40 hours of work

Testable
◦ Should be testable to ensure it will be accepted
once competed

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 User Story Backlog
(Product Backlog)
Prioritize Requirements
Refining (Grooming) Backlog
◦ Keeping the backlog updated and accurately
prioritized

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 Relative Sizing and
Story Points
Absolute estimates are difficult for
humans to make
Estimates should be relative
Assign points to each story using a
relative numbers

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 Fibonacci Sequence

https://en.wikipedia.org/wiki/Fibonacci_number

Fibonacci Sequence: 1, 2, 3, 5, 8, 13, 21

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 Guidelines for Using
Story Points
Team should own the definition of their
story points
Story point estimates should be all-
inclusive
Point sizes should be relative
Complexity, work effort, and risk should all
be included in the estimate

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 Affinity Estimating
and T-Shirt Sizing
Affinity Estimating
◦ Group estimates into categories or
collections

T-Shirt Sizing
◦ Place stories in sizes of t-shirts

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 Wideband Delphi
Wideband Delphi
◦ Group-based estimation approach
◦ Panel of experts, anonymously

It’s used to prevent:

◦ Bandwagon effect
◦ HIPPO decision making (HIghest-Paid
Person's Opinion)
◦ Groupthink

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 Planning Poker
Advantages of Wideband Delphi
Fast, collaborative process
Uses cards with Fibonacci sequence

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 Product Roadmap
Shows when features will be delivered
and what is included in each release
Can convert the story map into a
product roadmap

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 Types of Iterations
Iteration 0
◦ Set the stage for development efforts
◦ Doesn’t build anything

Development Iteration
◦ Build the product increment

Iteration H (hardening sprint or release)

◦ Done at the end to clean up codes or producing
documentation

Iteration Dev Dev Dev Dev Iteration

0 Iteration Iteration Iteration Iteration H

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 Spikes
◦ Architectural spike
◦ Period of time dedicated to proof of concept
◦ Risk-Based Spike
◦ Team investigate to reduce or eliminate risk

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 Tracking Team
Performance
Burn Charts
◦ Burnup
◦ Burndown

Velocity Charts

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 Burnup Chart

Work that has been done

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 Burndown Chart
Burndown Chart

Work that remains to be done

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 Velocity Charts
25

20

15

10

0
1 2 3 4 5 6 7 8 9 10 11 12

Iterations

Show how the team is performing

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 Velocity Charts
If a team has complete 3 iterations with the
average velocity of 18 points per iteration, how
many iterations would it take to complete 250
points of work?
=250/18 = About 14 more iterations.

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Continuous
Improvement
 PDCA

Act Plan

Check Do

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 Agile Cycle

Plan

Learn Develop

Evaluate

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 Process Analysis
Review and diagnose issues
Look for tailoring possibilities

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 Process Tailoring
Amend methodology to better fit project
environment
Change things for good reason, not just for
sake of change
Develop a hybrid

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 Value Stream Map
Optimize the flow of information or
materials to complete a process
Reduce waste (waiting times) or
unnecessary work
Steps to creating:
◦ Identify the product or service
◦ Create a value stream map
◦ Review to find waste
◦ Create a new map with the desire
improvement
◦ Develop a roadmap to implement the fixes
◦ Plan to revisit it again

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 Value Stream Map
Example

Get Get
Call US Course Register Attend Certificat 44 Minutes
2 Minutes
info 10 Minutes 12 Minutes 20 Minutes
e

Get
Get
Call US Course Register Attend Certificate 15 Minutes
2 Minutes
info 5 Minutes 5 Minutes 3 Minutes

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 Retrospectives
Special meeting that takes place after
each iteration
Inspect and improve methods and team
work
Offers immediate value
Should have a 2 hour time limit

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 Retrospectives Stages
About 2 Hours for a typical retrospective
1. Set Stage – 6 Minutes
2. Gather Data – 40 Minutes
3. Generate Insights – 25 Minutes
4. Decide What to Do – 20 Minutes
5. Close Retrospective – 20 Minutes

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 1. Set the Stage
Start of the retrospective
Help people to get focus
Encourage participation to ensure everyone
start talking early
Outlining the approach and topics for
discussion
Get people in mood for contributing
information
Activities include:
◦ Check-In
◦ Focus On/Focus Off
◦ ESVP
◦ People identify if they are an explorer, shopper,
vacationer, or Prisoner

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 2. Gather Data
Create a picture of what happened
during the sprint
Start to collect information to be used for
improvement
Activities:
◦ Timeline
◦ Triple Nickels: break the team into 5
groups to spend 5 minutes collecting 5
ideas, 5 time
◦ Mad, Sad, Glad: what where the team
emotion as the sprint was taking place

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 3. Generate Insights
Analyze the data
Helps to understand what was found
Activities Include:
◦ Brainstorming
◦ Five Whys: asking why five times
◦ Fishbone analysis
◦ Prioritize with dots: use a dot voting
technique

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 Fishbone Analysis
Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material

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 4. Decide what to
do
Decide what to do about the
problems that was found
How can we improve for the next
iteration
Activates include:
◦ Short Subjects
◦ Smart Goals

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 Short Subjects
Team decides what actions to take in the
next iteration:
◦ Start doing
◦ Stop doing
◦ Do more of
◦ Do less of

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 SMART Goals
Team sets goals that are SMART:
◦ Specific
◦ Measurable
◦ Attainable
◦ Relevant
◦ Timely

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 5. Close the
Retrospective
Opportunity to reflect on what happened
during the retrospective
Activities include:
◦ Plus/Delta: make two column of what the
team will do more of and what to do less
of

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Hybrid Projects
•Uses a combination of traditional
(waterfall) methods with agile.
•Can be implement in a number of different
ways.
Definable vs. High
Uncertainty
•Project work can range from definable to
high uncertainty
•Definable:
• Clear procedures
• Proved successful on similar projects
• Car production or electrical appliance

•Uncertainty:
• Not-done-before
• High rates of change, complexity and risk
• Software Development, designing a house
Characteristics of four life cycles

Agile leverage
both aspect of
Iterative and
incremental

PMI Agile Practice Guide, Page 18 table 3.1

Hybrid Method 1

Agile Development followed by a predicative rollout

Hybrid Method 2

Combined Agile and Predictive Approach Used Simultaneously

Hybrid Method 3
Agile Agile
Predictive Predictive Predictive

Predominantly Predictive Approach with some agile

Hybrid Method 4

Agile Agile Agile

Predictive Predictive

Predominantly Agile Approach with some Predictive

Hybrid Method
•Hybrid life cycle as Fit-For-Purpose
• Based on project risk

•Use a combination of any methods to

deliver value
Mixing Agile Approaches
• Agile frameworks are not customized for a
team
• Teams may tailor agile practice to deliver
value
• Teams may develop their own special blend
of agile
The Traditional PM Mindset Part 1
• Identification and analysis of stakeholders is something that is done throughout the project not just at the
beginning.
• Always follow a plan and never allow changes to the plan without an approved change request.
• Any stakeholder that wants to change any component of the project management plan will need to submit a
change request.
• All change requests will need to be reviewed and assessed.
• Never take actions without first creating a plan.
• Consult with the project team before making decisions, as they will have a more practical approach.
 The Traditional PM Mindset Part 2
• Your final decision should always benefit the objectives of the project. For example, if there are conflicting methods
on how to complete a particular task, then choose the method that would deliver the most value to the project
outcome.
• Try to use tools that are inclusive such as a whiteboard with a marker versus complex software.
• All scope changes should be assessed on how it will impact all other parts of the project including schedule, cost,
quality, resources, communications, risk, procurement, and stakeholders engagement.
• When conducting estimating uses a bottom-up approach and not a top-down. This will lead to more correct
estimates but will require more work.
 The Traditional PM Mindset Part 3
• Your main job is to be an integrator of the many different components within a project. Do not concentrate your time
and efforts on one particular thing while ignoring others.
• Update the lesson learned register throughout the entire project. This way it can be transferred to future projects in
the organization.
• When closing the project ensure all bills are paid off and resources are released.
• Projects that are terminated early still needs to be close formally through the close project or phase process.
 The Traditional PM Mindset Part 4
• The best people to break down work is the project team.
• The best people to determine when a particular activity may happen is also the project team.
• Quality requirements should be defined early in the project and be checked often to ensure they’re getting done.
• The customers are the best people to check a deliverable for scope conference and quality requirements being
met as they are the ones that will actually use the product.
The Traditional PM Mindset Part 5
• Before resolving a conflict between team members be sure to understand the source of the conflict.
• Conflicts between team member should always be resolved for the benefits of the project objectives not to
satisfy one member over another.
• Before communications are sent out to stakeholders, ensure to analyze their needs and determine what
they’re looking for, how often, what method they would like it to be delivered, and who will deliver it to them.
• Utilize the skills of emotional intelligence to analyze your own feelings and those around you to respond to
stakeholders needs and requirements. Emotional intelligence allows you to solve problems quicker and more
effectively.
The Traditional PM Mindset Part 6
• Identify as much risk as possible as early as possible on a project. All identified risks should be documented in
the risk register along with their corresponding risk responses.
• A negative risk is known as a threat while positive risk is known as an opportunity. Ensure to identify and
document responses to both.
• When selecting a contract to use on a project with potential sellers, always use a contract that is mutually
beneficial to both the seller and the buyer to the overall benefits of the project objectives.
• Engage stakeholder often and regularly. Use things such as meetings, one-on-one conversations, phone calls,
and presentations to engage them.
• When engaging your stakeholders ensure they understand the communications that they are receiving. Tailor
your communications to individual stakeholder needs.
The Agile PM Mindset Part 1
• Be a servant leader to the team at all times. This includes empowering them and removing any impediments.
Give them the tools they need to succeed while staying out of their way.
• Engage the product owner to document the features and to prioritize them in the product backlog.
• Only the product owner can prioritize the features in the product backlog. If the product owner refuses to do
so because they feel all of them are valuable, then you must train them on the benefits of doing so. DO NOT
prioritize the features yourself, this is the job of the product owner.
The Agile PM Mindset Part 2
• Use a co-location
• Face-to-face communications with a white board and markers are the best form of communications.
• Provide agile teams with lots wall space so they can write on them and use sticky notes.
 The Agile PM Mindset Part 3
• Information should always be radiated through the use of large charts and graphs, such as the use of a burnup
or burned down chart.
• Any problem that occurs on a project should be resolved by the project team. Always let the project team
choose a solution while coaching and supporting their solutions.
• Provide a safe environment for disagreements. Do not punish anyone for having a difference of opinion.
Understand that conflicts is a positive step and an opportunity to learn.
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• Try to limit the work in progress through the use of the Kanban. Kanban boards should be displayed either on a
large whiteboard or less desirable large monitor.
• Consistently communicate and re-communicate the project vision to the team.
• Understand the needs of your team members and find out what may motivate them
 The Agile PM Mindset Part 5
• Make sure people understand what failure and success will look like on the project.
• Be a central figure to the team, not a dictator.
• Have good ethical values
The Agile PM Mindset Part 6
• Review the methods work was completed by doing a retrospective
• Utilize feedback loops. Feedback loops occurs when you’ve completed the task and then take what you’ve
learned from that and input the lessons learned into your next task.