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PMI® Authorized PMP® Exam Prep Course

Version 3.0
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Student Workbook
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Licensed For Use Only By: Khaled Chahal 7957477 Jan 23 2023 4:29AM
Using this Student Workbook
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Your instructor will cover a large volume of material in the training. This Student Workbook is
designed to help you follow along, give you a space to take notes, and focus on some of the
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more detailed content your instructor may present.
Please note: Like projects, your instructor’s approach will be unique to them, so while this
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Student Workbook follows the course design, your instructor’s sequence or emphasis may vary.
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We have included resources from PMI.org and other relevant sources to further your
understanding of the topics or contexts.
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Good luck with your preparations.
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Table of Contents
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Using this Student Workbook ........................................................................................................................ 2
INTRODUCTION .................................................................................................................................. 5
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Course Icons ............................................................................................................................................... 12
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Shawpe Lifestyle Centre Case Study................................................................................................... 13
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LESSON 1 | BUSINESS ENVIRONMENT ............................................................................................... 14
Description ................................................................................................................................................. 14
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Topics ......................................................................................................................................................... 15
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Lesson 1 Notes .................................................................................................................................. 16
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TOPIC 1A | FOUNDATION..................................................................................................................................................... 16
TOPIC 1B | STRATEGIC ALIGNMENT ..................................................................................................................................... 31
TOPIC 1C | PROJECT BENEFITS AND VALUE ......................................................................................................................... 40
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TOPIC 1D | ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT ............................................................................ 50
TOPIC 1E | PROJECT GOVERNANCE ..................................................................................................................................... 56
TOPIC 1F | PROJECT COMPLIANCE....................................................................................................................................... 66
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Lesson 2: Start the Project ................................................................................................................. 71
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Description ................................................................................................................................................. 71
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Topics ......................................................................................................................................................... 72
Lesson 2 Notes .................................................................................................................................. 73

TOPIC 2A | IDENTIFY AND ENGAGE STAKEHOLDERS ........................................................................................................... 73
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TOPIC 2B | FORM THE TEAM ............................................................................................................................................... 87

TOPIC 2C | BUILD SHARED UNDERSTANDING...................................................................................................................... 99
TOPIC 2D | PROJECT APPROACH ........................................................................................................................................ 107
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Lesson 3: Plan the Project ................................................................................................................125

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Description ............................................................................................................................................... 125

Topics ....................................................................................................................................................... 126
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Lesson 3 Notes .................................................................................................................................127

TOPIC 3A | PLANNING PROJECTS ....................................................................................................................................... 127
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TOPIC 3B | SCOPE ............................................................................................................................................................... 130

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TOPIC 3C | SCHEDULE ........................................................................................................................................................ 154

TOPIC 3D | RESOURCES ...................................................................................................................................................... 178
TOPIC 3E | BUDGET ............................................................................................................................................................ 187
TOPIC 3F | RISKS ................................................................................................................................................................. 194
3 Version 3.0
Copyright © 2023 Project Management Institute
TOPIC 3G | QUALITY ........................................................................................................................................................... 209
TOPIC 3H | INTEGRATE PLANS ........................................................................................................................................... 216
LESSON 4 | LEAD THE PROJECT TEAM ...............................................................................................223

Description ............................................................................................................................................... 223
Topics ....................................................................................................................................................... 224
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Lesson 4 Notes .................................................................................................................................225
TOPIC 4A | CRAFT YOUR LEADERSHIP SKILLS ..................................................................................................................... 225
TOPIC 4B | CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT .......................................................................... 235
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TOPIC 4C | EMPOWER THE TEAM ...................................................................................................................................... 242
TOPIC 4D | SUPPORT TEAM MEMBER PERFORMANCE ..................................................................................................... 252
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TOPIC 4E | COMMUNICATE AND COLLABORATE WITH STAKEHOLDERS .......................................................................... 261
TOPIC 4F | TRAINING, COACHING AND MENTORING ........................................................................................................ 269
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TOPIC 4G | MANAGE CONFLICT ......................................................................................................................................... 275
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Lesson 5: Support Project Team Performance ...................................................................................280
Description ............................................................................................................................................... 280
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Topics ....................................................................................................................................................... 281
Lesson Notes....................................................................................................................................282
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TOPIC 5A | IMPLEMENT ONGOING IMPROVEMENTS........................................................................................................ 282
TOPIC 5B | SUPPORT PERFORMANCE ................................................................................................................................ 287
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TOPIC 5C | EVALUATE PROJECT PROGRESS ....................................................................................................................... 298

TOPIC 5D | MANAGE PROJECT ISSUES AND IMPEDIMENTS .............................................................................................. 322
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TOPIC 5E | MANAGE PROJECT CHANGES ........................................................................................................................... 327
Lesson 6: Closing the Project/Phase .................................................................................................336

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Description ............................................................................................................................................... 336

Topics ....................................................................................................................................................... 337
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Lesson Notes....................................................................................................................................338
TOPIC 6A | PROJECT PHASE/CLOSURE ............................................................................................................................... 338
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TOPIC 6B | BENEFITS REALIZATION.................................................................................................................................... 343

TOPIC 6C | KNOWLEDGE TRANSFER .................................................................................................................................. 348
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4 Version 3.0
INTRODUCTION
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Welcome
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Welcome to the course! You’ll learn a little more about the

Project Management Institute and the PMP® in this short
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introduction.
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This course enables you to further your project management

skills, apply a formalized and standards-based approach to
project management and prepare for the Project Management
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Institute (PMI®) Project Management Professional (PMP®)

certification exam.
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5 Version 3.0
Your Instructor
Meet your instructor!
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Participant Introductions
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6 Version 3.0
You, Getting Certified
This course is for individuals who:
• Have on-the-job project management experience,
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regardless of whether their formal job role is
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project manager
• Are not certified project management
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professionals; and
• Might or might not have received formal project
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management training.
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To ensure success in this course, you should have
experience with basic project management concepts and
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the requirements to apply to take the PMP certification
exam.
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This course fulfills the requirement of 35 hours of project
management education/training.
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• Four-year degree
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• 36 months leading projects

• 35 hours of project management
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education/training
or CAPM® certification
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• A high school diploma or an associate degree
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(or global equivalent)

• 60 months leading projects
• 35 hours of project management
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education/training or CAPM® certification

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The Project Economy
Video (1m: 21s)
View the “Project Economy” video from the

PMI web site.
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To further explore the PDU requirements, you can
access the Spotlight on Earning PDUs presentation
from the Spotlight tile on the CHOICE Course
The PMP® Exam

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screen.
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The PMP® exam includes content that spans the value
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delivery spectrum, including predictive, adaptive and

hybrid approaches. It focuses on three performance
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domains in project management:
• People | Power Skills – 42%

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• Process | Ways of Working – 50%

• Business Environment | Business Acumen – 8%
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PMP® Certification web page

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8 Version 3.0
Learning Topics
Exam topics and the topics in this course are based on

the exam content outline (ECO) document.
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PMP Exam reference list, including ECO
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The PMP® Exam Format
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180 questions
230 minutes to complete the exam
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• Two optional 10-minute breaks for computer-
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based (online-proctored) tests, including center-

based tests; paper-based exams have no breaks
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• Questions are multiple-choice, multiple response,

matching, hotspot and fill-in-the-blank
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PMP® Certification web page

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9 Version 3.0
Contents
• Business Environment: Learn foundational project

management, organizational and business
concepts integral to your role.
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• Start the Project: We’ll discuss what you need to
think about right at the start of a project, in the pre-
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planning stage – stakeholders, the team, and how
to build shared understanding and decide how best
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to approach the project.
• Plan the Project: Here we go through the steps
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you’ll take to plan scope, schedule, budget,
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resources, risks, and quality.
• Lead the Team: In this lesson, we focus on your
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leadership skills.
• Support the Project Team: How do you get the
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best performance from a project team? Here are
the tools, techniques, and further leadership skills
to help you do that.
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• Close the Project/Phase: Finally, we discuss how
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and when to close a phase or project and the very

important topic of benefits realization.
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About This Course

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We’ve included a glossary of terms that are important for

understanding the PMI® approach to project management
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and which also addresses commonly known global

project management and related business concepts and
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methods.
Glossary definitions have been sourced from PMI

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Standards and appropriate external sources; some have

been tailored by our subject matter experts.
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Some definitions appear on the training slides—as a

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pop-out on the left--and you can use the glossary as

a reference guide throughout your PMP® exam
preparation.
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Project Case Study: Student Resource
This course includes a self-study component that will help

you visualize and review the concepts you learn from your
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instructor.
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We follow Shawpe Industries, a medium-sized (150
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employees) commercial real estate development
company, as they undertake their most exciting project
yet!
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You will see some of the graphics and characters from
the case study in the PowerPoint slides and in this
Student Workbook.
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• Duration: 2 hours
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This case study is self-scored and optional.
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Let’s Get to Work!
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Make yourself comfortable. We suggest you open the

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student copy of the PowerPoint decks on another screen

or window and view alongside this document. The slides
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are presented as thumbnails here for your visual

reference and place marking.
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11 Version 3.0
Course Icons
You’ll find these icons throughout this Student Workbook, the Case Study — and on the
training slides themselves!
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Predictive Adaptive Hybrid
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Important
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Interactive
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Use Expert Judgment
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Tools/Techniques
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Discussion
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Note
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12 Version 3.0
Shawpe Lifestyle Centre Case Study
Work alongside a project
manager, stakeholders, a
product owner, and a project
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team!
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Through this case study, you’ll
learn more about project roles,
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leadership techniques, how
teams use project
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management artifacts and, of
course, project management
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practices—in a visual and
practical way!
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The case study simulates the scenario-based question approach of the PMP exam
questions, and the project is aligned with the vision and values in PMI’s Strategic Plan
2021-2025, which can be downloaded from PMI.org.
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As a formal introduction to the PMI community,

and to learn about our vision and values, we
invite you to download and review PMI’s
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Strategic Plan.
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13 Version 3.0
LESSON 1 | BUSINESS ENVIRONMENT
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Description
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This lesson addresses the concepts and business areas that you should understand
before starting a project, supporting learning related to the “Business Environment”
domain in the exam content outline (ECO) and the “Business Acumen” side of the PMI
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Talent Triangle.
Central to this lesson is determining the purpose and expectation for the project, as well
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as the parameters and expectations of the project within the business.

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Having a sharp strategic business acumen and a good foundation in modern project
management will enable you to quickly determine the purpose and expectation for a
project.
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While you will not be tested directly on the foundational concepts from any of the
PMI Standards such as the Guide to the Project Management Book of Knowledge
(PMBOK), you should understand the concepts in that standard (both 6th and 7th
editions) as well as other references.
14 Version 3.0
Topics
A. Foundation
B. Strategic alignment
C. Project benefits and value
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D. Organizational culture and change management
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E. Project governance
F. Project compliance
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For each lesson, your instructor works with a set of learning objectives. This tells you
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what level and type of knowledge you should have in preparation for the exam.
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15 Version 3.0
Lesson 1 Notes
TOPIC 1A | FOUNDATION
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Topics Covered
• Foundational project management concepts
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• Project management principles
• The Agile mindset
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• Tailoring – hybrid approaches, processes, and practices in project management
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Topic 1A: Foundation
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This section covers the foundational concepts in project
management, updated to include content from the 2022
publication of the Project Management Book of Knowledge
(PMBOK® Guide) 7th edition.
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Project Management Professional (PMP)® certification

candidates should not expect to be tested directly on some of
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these concepts from the 7th edition, but they should be aware
that the exam content is built with an understanding of these
concepts
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Project
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A project:
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Project success depends on:
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The Evolution of Project Management
Can you describe, in your own words, how project
management has evolved?
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Further optional reading:

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• “What is project management?”

• “History of PMI”
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17 Version 3.0
Project Management Life Cycles and Development
Approaches
Take notes on this table!
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Description Key Roles Value Delivery
Proposition
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Predictive
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Adaptive
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Hybrid
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Project Management Office
General notes on PMOs:
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Types of PMOs:
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Supportive
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Controlling
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Directive
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Agile Centers of Excellence (ACoEs)

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Organizational Project Management (OPM): A System for
Value Delivery
• Identify relationships between projects, programs, and

portfolios.
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• Describe where and how projects reside, in relation to
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the business’ operations and the internal and external
environment.
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• Explain how this system for value delivery works – i.e.,
systems interactions
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Projects, Programs and Portfolios
Do you understand how project management lines up with
program and portfolio management within an OPM
framework?
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21 Version 3.0
Definition/Description Purpose
Portfolio
Management
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Program
Management
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Project
Management
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22 Version 3.0
Organizational Structures
Four types:
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Financial based structure and governance affects/determines:
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• How organizational groups and individuals interrelate
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• How much authority the project manager has
• What resources will be available
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• How the project will be conducted
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Relative Authority in Organizational Structures
This slide helps you to better understand the project

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manager’s role in various types of organizational structures.

Take notes in the table, below.
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The independent case study included in your learning

materials takes you through a project from the point of
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view of a project manager to explore the role even

further!
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23 Version 3.0
Functional Matrix Project-oriented
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loyalty
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Team
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reporting
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Project
manager role
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member role
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Project
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control over
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members
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24 Version 3.0
Activity
Think of your current or a recent project. Can you

identify the organizational structure type and
describe how it affects your project in the following
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ways?
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How organizational groups and individuals interrelate
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The project manager’s authority
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Resource availability
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How the project is conducted
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We suggest taking some time to reflect on the

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discussion points throughout the course, as they help

toward providing a scenario-based context for learning
topics. Remember that the PMP exam questions are
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scenario based!
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25 Version 3.0
Project Management Principles
• Be a diligent, respectful and caring steward

• Recognize, evaluate and respond to system interactions
• Navigate complexity
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• Create a collaborative project team environment
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• Demonstrate leadership behaviors
• Optimize risk responses
• Effectively engage with stakeholders
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• Tailor based on context
• Embrace adaptability and resiliency
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• Focus on value
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• Build quality into processes and deliverables
• Enable change to achieve the envisioned future state
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The principles are identified by letter on the slide for

your instructor’s use in referencing them later. However,
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the principles are not in any order of importance.

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Further reading: The Standard for Project Management,

pp. 21-60. (Inside the PMBOK® Guide – Seventh edition)
26 Version 3.0
From Principles to Performance Domains
The 8 project performance domains are:

• Stakeholders
• Team
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• Development approach and life cycle
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• Planning
• Project work
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• Delivery
• Measurement
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• Uncertainty
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A project performance domain is a group of related activities
that are critical for the effective delivery of project outcomes.
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Collectively, the performance domains represent a project
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management system of interactive, interrelated, and
interdependent management capabilities that work in unison
to achieve desired project outcomes.
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As the performance domains interact and react to each
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other, change occurs.

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Further reading in the PMBOK® Guide – Seventh edition,

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pp. 7-129.
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Agile
What is agile? Describe it as best you can and then take note
of the definition in the glossary.
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The Agile Manifesto for Software Development
What are the four values from the Agile Manifesto?

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How do these values guide agile practice?

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Reference and copyright:

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https://agilemanifesto.org
28 Version 3.0
Principles Behind the Agile Manifesto
• Our highest priority is to satisfy the customer through

early and continuous delivery of valuable software.
• Welcome changing requirements, even late in
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development. Agile processes harness change for the
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customer’s competitive advantage.
• Deliver working software frequently, from a couple of
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weeks to a couple of months, with a preference to the
shorter timescale.
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• Businesspeople and developers must work together
daily throughout the project.
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• Build projects around motivated individuals. Give them
the environment and support they need and trust them
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to get the job done.
• The most efficient and effective method of conveying
•
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information to and within a development team is face-
to-face conversation.
Working software is the primary measure of progress.
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• Agile processes promote sustainable development.
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The sponsors, developers, and users should be able to

maintain a constant pace indefinitely.
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• Continuous attention to technical excellence and

good design enhances agility.
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• Simplicity – the art of maximizing the amount of work

not done – is essential.
• The best architectures, requirements, and designs
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emerge from self-organizing teams.

• At regular intervals, the team reflects on how to
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become more effective, then tunes and adjusts its

behavior accordingly.
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Agile: The “Far Side” of Adaptive Approaches
What’s the difference between “doing agile and being agile?”
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In general, agile means:
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Explain how agile software development principles are applied
to other kinds of development projects, vis-à-vis the agile
mindset:
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Tailor Projects to Contexts

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End of Topic 1A
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TOPIC 1B | STRATEGIC ALIGNMENT
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Topics Covered
• Define strategic alignment and business acumen
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• Follow guidelines for effective business decision-making
• Explore organizational influences on projects
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• Explain how projects align with broader organizational strategy and global trends
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31 Version 3.0
Topic 1B: Strategic Alignment
Professionals at all levels need to be able to cultivate

effective decision-making skills and understand how their
projects align with the big picture of broader organizational
strategy and global trends.
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And because today’s projects demand a broad set of skills
and capabilities, PMI will continue to focus on giving you
the tools and insights you need to develop new skills and
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tackle your next project challenge.
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PMI Talent Triangle®
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Take notes on:
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• Way of Working
• Business Acumen
• Power Skills
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Further information – “PMI Talent Triangle®”
32 Version 3.0
Strategic Alignment and Business Management Skills
Reflect on these questions and skill sets for project

professionals.
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• Know your organization’s strategic plan?
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• Understand how project goals matter to an
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organization's long-term vision and mission?
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• See a high-level overview of the organization?
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• Have a working knowledge of business functions?
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Have pertinent product and industry expertise?
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Can you:
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• Explain the essential business aspects of a project?

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• Work with SMEs and a sponsor to develop an

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appropriate project delivery strategy?
• Implement strategy to maximize the business value

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of a project?
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Identify any gaps in your knowledge and plans for how

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to fill them:
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Strategic Management Elements and Frameworks
• Vision: Where the business wants to go

(aspirational)
• Mission: Its pre-established objective or purpose
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• Objectives: Defined areas of pursuance
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• Goals: Milestones, resources
• Strategies: Resources used
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to accomplish organizational purpose
• Programs/projects
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• Operation procedures (SOPs)
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Organizational Influences
Define and describe Enterprise Environmental Factors

(EEFs)
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Define and describe Organizational Process Assets (OPAs)
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35 Version 3.0
Get to Know the External Business Environment
Use frameworks or prompts to understand external factors

that can introduce risk, uncertainty or provide opportunities
and affect the value and desired outcomes of a project.
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PESTLE is an acronym for:
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TECOP is an acronym for:
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business environment? Include any your instructor
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mentions or that you know.

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Internal Business Environment Factors
Organizational changes can dramatically impact
_____________________________________________________
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ut
_____________________________________________________
Which project roles need to be familiar with business plans,
ib
reorganizations, process changes and other internal
activities?
tr
is
_____________________________________________________
D
_____________________________________________________
or
Internal business changes might cause:
e
_____________________________________________________
at
_____________________________________________________
lic
up
D
ot
N
o
D
37 Version 3.0
OPAs and EEFs
OPAs
Examples of processes, policies, and procedures:
e
ut
_____________________________________________________
ib
_____________________________________________________
tr
Examples of organizational knowledge bases:
is
D
_____________________________________________________
or
_____________________________________________________
EEFs
e
Examples of internal EEFs:
at
lic
_____________________________________________________
up
_____________________________________________________
Examples of external EEFs:

D
_____________________________________________________
ot
_____________________________________________________
N
o
D
38 Version 3.0
Activity: Identify OPAs and EEFs
a. Economic demand for a new shopping area

b. Historical society (conservation) building regulations
c. Local neighborhood demand for a better town center
e
d. Archive of past large infrastructure projects
ut
e. Approved vendor and contractors list
f. Tenant selection process
ib
Which are OPAs and which are EEFs?
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
End of Topic 1B
or
e
at
lic
up
D
ot
N
o
D
39 Version 3.0
TOPIC 1C | PROJECT BENEFITS AND VALUE
ECO Coverage
3.2 Evaluate and deliver project benefits and value
e
• Investigate that benefits are identified (3.2.1)
ut
• Evaluate delivery options to deliver value (3.2.4)
2.1 Execute project with the urgency required to deliver business value
ib
• Assess opportunities to deliver value incrementally (2.1.1)
tr
is
Topic 1C: Project Benefits and Value
D
Project managers need to think strategically and ensure
that project results provide the expected outcomes
or
(benefits and values) to the organization.
These benefits and values should be understood at the

beginning of the project, reassessed throughout the
e
project effort, and validated at the end of the project –
at
even though in many cases the actual determination of

the benefit will not be apparent until long after the
lic
project has been completed.

up
D
ot
N
o
D
40 Version 3.0
Business Value
Define business value
_______________________________________________________
e
ut
_______________________________________________________
ib
_______________________________________________________
tr
Describe how projects deliver business value:
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
Examine Business Value
e
at
How do project professionals examine business value?

lic
_______________________________________________________
_______________________________________________________
up
_______________________________________________________
D
Where in the business should you look to understand

how a project delivers value?
ot
_______________________________________________________
N
_______________________________________________________
o
D
_______________________________________________________
41 Version 3.0
Types of Business Value
Describe each of these types of business value; think of

an example of each.
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
42 Version 3.0
e
ut
Financial gain New customers Social benefit
ib
tr
is
D
or
e
at
lic
First to market Improvement Alignment or

(technological, process, compliance with
etc.) standards or
up
regulations
D
ot
N
o
D
43 Version 3.0
Needs Assessment: Obtain Data for the Project
Who usually performs a needs assessment?
_______________________________________________________
e
ut
_______________________________________________________
ib
What kind of data does a needs assessment include?
tr
_______________________________________________________
is
_______________________________________________________
D
_______________________________________________________
or
How does a needs assessment help to direct a project?
_______________________________________________________
e
at
_______________________________________________________
lic
_______________________________________________________
up
D
ot
N
o
D
44 Version 3.0
Business Documents: Business Case and Benefits
Management Plan
_______________________________________________________
e
_______________________________________________________
ut
What does the business case establish?
ib
_______________________________________________________
tr
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
_______________________________________________________
e
at
What should the benefits management plan include?

lic
_______________________________________________________
up
_______________________________________________________
_______________________________________________________
D
_______________________________________________________
ot
_______________________________________________________
N
o
D
45 Version 3.0
Benefit Measurement Methods
Though you won’t need to do these calculations

on the exam, you should know that for business-
based benefit measurement methods, “smaller is
e
better” and for financial-based benefit
measurement methods, “bigger is better.”
ut
Business-based
ib
• Estimate payback period:
tr
is
_______________________________________________________
D
• Assess opportunity cost:
or
_______________________________________________________
Financial-based
e
at
• Cost-benefit analysis
lic
_______________________________________________________
up
• Opportunity cost
_______________________________________________________
D
• Internal rate of return (IRR)

ot
_______________________________________________________
N
• Return on investment (ROI)

o
D
_______________________________________________________
46 Version 3.0
Project Selection Using Present Value (PV) and Net
Present Value (NPV)
Ensure that you understand how estimates change for

multi-year projects (PV) and how the formulas are used
e
to select projects.
ut
Factors to determine PV include:
ib
_______________________________________________________
tr
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
NPV – definition and description of use

e
_______________________________________________________
at
lic
_______________________________________________________
_______________________________________________________
up
_______________________________________________________
D
ot
This information is normally provided to the

project manager by the financial organization.
You will not need to calculate this for the exam.
N
o
D
47 Version 3.0
How OKRs Help Deliver Business Value
Define OKR
_______________________________________________________
e
ut
_______________________________________________________
ib
_______________________________________________________
tr
_______________________________________________________
is
OKR best practices:
D
_______________________________________________________
or
_______________________________________________________
e
Optional further reading on this topic: “Strategic
at
Planning and Lean Portfolio Management”

lic
up
D
ot
N
o
D
48 Version 3.0
Incremental Value Delivery
What is incremental value delivery?
_______________________________________________________
e
ut
_______________________________________________________
ib
_______________________________________________________
tr
Benefits of an incremental development approach
include:
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
e
at
End of Topic 1C
lic
up
D
ot
N
o
D
49 Version 3.0
TOPIC 1D | ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT
ECO Coverage
e
3.4 Support organizational change
ut
• Assess organizational culture (3.4.1)
• Evaluate impact of organization change to project, and determine required
ib
actions (3.4.2)
• Evaluate impact of the project to the organization and determine required
tr
actions (3.4.3)
is
D
or
e
at
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up
D
ot
N
o
D
50 Version 3.0
Topic 1D: Organizational Culture and Change
Management
Projects create and deliver change, and change is often the

catalyst for the authorization of a project. Arguably, change
e
is the single biggest factor in business decisions.
ut
Envisioning your project as part of the organization in which
it “lives” means being part of any change initiative that the
ib
organization takes. This will mean adapting your project as
well as realigning it with the changing business objectives.
tr
In addition, it is important to understand how organizations
is
typically work, then consider a few different project
management setups, and finally how project managers and
D
PMOs roll out and support change initiatives in
organizations.
or
PMI calls this the systems approach to project
management. It includes an understanding of
change management. However, this is NOT the
e
same as change control management.
at
lic
up
D
ot
N
o
D
51 Version 3.0
Change Management
Definition and description:
e
__________________________________________________________
ut
__________________________________________________________
ib
__________________________________________________________
tr
How does organizational culture affect change and change
is
management?
D
__________________________________________________________
or
__________________________________________________________
e
__________________________________________________________
at
lic
This is not the change control management topic.

up
Further reading: PMBOK® Guide – Seventh edition,

section X3.3
D
ot
N
o
D
52 Version 3.0
Manage Organizational Change Impacts on Projects
__________________________________________________________
__________________________________________________________
e
ut
__________________________________________________________
ib
__________________________________________________________
tr
__________________________________________________________
is
Further reading: Managing Change in
Organizations: A Practice Guide (2013) -
D
(Requires PMI membership for login)
or
Get to Know Organizational Cultures and Styles
e
at
• View of leadership, hierarchy, and authority

• Shared vision, beliefs, and expectations
lic
• Diversity, equity, and inclusion practices

• Risk tolerance
up
• Regulations, policies, and procedures

• Code of conduct
• Operating environments
D
• Motivation and reward systems

ot
__________________________________________________________
N
__________________________________________________________
o
__________________________________________________________
D
53 Version 3.0
Risk, Culture and Change in Organizations
Risk threshold and appetite are shaped by diverse values of:

• Country/region
• Industry/sector
e
• Leadership
ut
• Project team
ib
Describe how understanding risk, culture and change helps
organizations:
tr
is
__________________________________________________________
D
__________________________________________________________
or
__________________________________________________________
e
Change Management Framework
at
Describe the ADKAR® change management framework:

lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
Did your instructor mention / do you know of any others?
ot
N
__________________________________________________________
o
__________________________________________________________
D
__________________________________________________________
54 Version 3.0
Actions to Support Change
e
ut
ib
DO: DON’T:
tr
is
D
or
e
Plan for Change
at
__________________________________________________________
lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
ot
__________________________________________________________
N
__________________________________________________________
o
PMI’s resources on change management

D
55 Version 3.0
Organizational Transformation for Project Practitioners
Five Building Blocks for organizational transformation:
• North Star statement
e
• Customer insights and global megatrends
ut
• Transformation operating system
• Internal volunteer champions
ib
• Inside-Out Employee Transformation
tr
Brightline Compass
is
Organizational transformation, aka an enterprise-level
change management framework requires:
D
or
___________________________________________________________
___________________________________________________________
e
at
___________________________________________________________
lic
___________________________________________________________
up
___________________________________________________________
D
Learn more about the Organizational

Transformation course for PMP® holders here
(Foundation level)
ot
End of Topic 1D
N
o
D
TOPIC 1E | PROJECT GOVERNANCE
ECO Coverage
56 Version 3.0
2.14 Establish project governance structure
• Determine appropriate governance for a project (e.g., replicate organization
governance) (2.14.1)
• Define escalation paths and thresholds (2.14.2)
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
57 Version 3.0
Project Governance
Take note of the definition and benefits:
e
__________________________________________________________
ut
__________________________________________________________
ib
__________________________________________________________
tr
__________________________________________________________
is
__________________________________________________________
D
Further reading on this topic in the PMBOK®
or
Guide – Seventh edition, Section 2.2
Organizational Governance Systems
e
at
Project Governance: What Kind and How Much?

lic
Guidelines for project manager or project team include:

up
__________________________________________________________
D
__________________________________________________________
ot
__________________________________________________________
N
o
D
58 Version 3.0
Project Governance Components
Processes for:
• Change
• Communication
e
• Documentation — i.e., project management plan
• Decision-making
ut
• Internal stakeholder alignment with project process
requirements
ib
• Review and approval of changes above project manager
authority level
tr
• Risk and issue identification, escalation, and resolution
is
• Stage gate or phase reviews
• Guidelines for aligning project governance and
D
organizational strategy
• Project life cycle and development approach
or
• Project organization chart with roles
• Project success and deliverable acceptance criteria
• Relationship among project team, organizational groups,
e
and external stakeholders
at
__________________________________________________________
lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
ot
__________________________________________________________
N
__________________________________________________________
o
__________________________________________________________
D
59 Version 3.0
Governance in Adaptive Projects
How is governance handled in adaptive projects?
__________________________________________________________
e
ut
__________________________________________________________
ib
__________________________________________________________
tr
__________________________________________________________
is
__________________________________________________________
D
Governance Board (aka Project Board or Steering
Committee) or
e
Describe what a project governance board does:
at
__________________________________________________________
lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
__________________________________________________________
ot
N
o
D
60 Version 3.0
Governance Defines Escalation Procedures
e
ut
ib
tr
is
Threshold (Define and indicate where this is on the graphic.)
D
__________________________________________________________
or
__________________________________________________________
e
__________________________________________________________
at
Tolerance
lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
ot
Escalate
__________________________________________________________
N
__________________________________________________________
o
D
__________________________________________________________
61 Version 3.0
Governance and Life Cycles: A Systems View
Project life cycle definition:
e
__________________________________________________________
ut
__________________________________________________________
ib
__________________________________________________________
tr
How does governance differ according to life cycle?
is
Predictive:
D
__________________________________________________________
or
__________________________________________________________
e
__________________________________________________________
at
Adaptive:
lic
__________________________________________________________
up
__________________________________________________________
D
__________________________________________________________
ot
N
o
D
62 Version 3.0
Governance Checkpoints: Phase Gates and Iterations
__________________________________________________________
__________________________________________________________
e
ut
__________________________________________________________
ib
__________________________________________________________
tr
Phase
is
__________________________________________________________
D
__________________________________________________________
or
__________________________________________________________
e
at
Phase Gate
lic
__________________________________________________________
__________________________________________________________
up
__________________________________________________________
D
Minimum Viable Product (MVP)

ot
__________________________________________________________
N
__________________________________________________________
o
D
__________________________________________________________
63 Version 3.0
Project Phases: Relationships
__________________________________________________________
__________________________________________________________
e
ut
__________________________________________________________
ib
__________________________________________________________
tr
is
D
Sequential:
or
e
at
__________________________________________________________
lic
__________________________________________________________
up
__________________________________________________________
Overlapping:
D
__________________________________________________________
ot
__________________________________________________________
N
__________________________________________________________
o
D
64 Version 3.0
Apply Governance to Predictive Project Phases
What do you need to do at the beginning of a phase?
e
__________________________________________________________
ut
__________________________________________________________
ib
__________________________________________________________
tr
And at the end?
is
__________________________________________________________
D
__________________________________________________________
or
__________________________________________________________
e
End of Topic 1E
at
lic
up
D
ot
N
o
D
65 Version 3.0
TOPIC 1F | PROJECT COMPLIANCE
ECO Coverage
•
e
3.1 Plan and manage project compliance
• Confirm project compliance requirements (e.g., security, health and
ut
safety, regulatory compliance (3.1.1)
• Classify compliance categories (3.1.2)
ib
• Analyze the consequences of non-compliance (3.1.5)
tr
is
Topic 1F: Project Compliance
D
Compliance requirements must be understood and
prioritized as the most important to deliver for a project.
or
Risk of noncompliance is one of the most serious threats
to a project.
e
During a project, compliance requirements may change.
at
The onus is on the project team to be aware and

proactive about compliance.
lic
This is part of your stewardship of a project — that is the

responsibility you undertake to care for the health of the
up
project you lead; Stewardship is one of the project

management principles named and discussed earlier in
this lesson.
D
Larger, organizational-level compliance issues

ot
are discussed here. How to plan for

compliance is discussed in Lesson 5, topic G,
N
“Quality.”
Compliance
o
D
Include internal / external standards such as:
_______________________________________________________
66 Version 3.0
_______________________________________________________
_______________________________________________________
e
_______________________________________________________
ut
Roles / responsibilities:
ib
_______________________________________________________
tr
is
_______________________________________________________
D
_______________________________________________________
or
Compliance Requirements
Legal or regulatory constraints include:

e
at
_______________________________________________________
lic
_______________________________________________________
up
_______________________________________________________
D
Quality-related:
ot
_______________________________________________________
N
_______________________________________________________
o
_______________________________________________________
•
D
67 Version 3.0
Compliance Categories Classification
• Environmental risks
• Workplace health and safety
• Ethical/non-corrupt practices
e
• Social responsibility
ut
• Quality
• Process risks
ib
_______________________________________________________
tr
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
_______________________________________________________
e
at
_______________________________________________________
lic
Categories vary based on:

up
_______________________________________________________
_______________________________________________________
D
_______________________________________________________
ot
Why do we classify compliance matters?

N
o
D
68 Version 3.0
Compliance Threats: How to Investigate
Guidelines or questions to ask:
_______________________________________________________
e
ut
_______________________________________________________
ib
_______________________________________________________
tr
What is a quality policy?
is
_______________________________________________________
D
_______________________________________________________
or
_______________________________________________________
e
_______________________________________________________
at
•
Treat Compliance as a Project Objective
lic
Explain why compliance is so important to project health:

up
_______________________________________________________
D
_______________________________________________________
ot
_______________________________________________________
N
Actions to take include:
_______________________________________________________
o
D
_______________________________________________________
_______________________________________________________
69 Version 3.0
Compliance: Five Best Practices
_______________________________________________________
_______________________________________________________
e
ut
_______________________________________________________
ib
_______________________________________________________
tr
_______________________________________________________
is
Activity: Think About Compliance
D
• Does your organization have a quality policy?
•
•
or
Do you know where to find the quality policy or
standards for your projects?
What kinds of compliance activities are you
e
involved with?
at
lic
_______________________________________________________
_______________________________________________________
up
_______________________________________________________
D
End of Topic 1F
ot
N
End of Lesson 1
o
D
70 Version 3.0
Lesson 2: Start the Project
e
ut
ib
tr
is
D
or
e
at
Description
lic
Lesson 2 includes topics in the “People” and “Process” domains of the ECO, but covers
knowledge related to all three sides of the Talent Triangle – e.g., exploration of project
team and stakeholder roles and tailoring development approaches to a project so that it
up
delivers value for the business.
Let’s review the concepts and processes related to starting a project!

D
ot
N
o
D
71 Version 3.0
Topics
A. Identify and engage stakeholders
B. Form the team
C. Build shared understanding
D. Determine project approach
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
72 Version 3.0
Lesson 2 Notes
TOPIC 2A | IDENTIFY AND ENGAGE STAKEHOLDERS
e
ut
ECO Coverage
ib
1.9 Collaborate with stakeholders
• Evaluate engagement needs for stakeholders (1.9.1)
tr
2.4 Engage stakeholders
• Analyze stakeholders (power interest grid, influence, impact) (2.4.1)
is
• Categorize stakeholders (2.4.2)
• Develop, execute, and validate a strategy for stakeholder engagement (2.4.4)
D
2.2 Manage communications
• Analyze communication needs of all stakeholders (2.2.1)
or
• Determine communication methods, channels, frequency, and level of detail
for all stakeholders (2.2.2)
e
at
Topic 2A: Identify and Engage Stakeholders

lic
Start projects with the stakeholders in mind, establish

effective relationships and communication with them
up
and maintain a focus on what the project means for

them individually (or as a group).
D
You will spend a lot of time communicating with

stakeholders, so good relationships are essential.
ot
In this topic, we explore how to identify and engage

project stakeholders. In Lesson 4 of this course, we
return to the topic of stakeholder management to
N
discuss how to best communicate and collaborate

with stakeholders on the project.
o
D
73 Version 3.0
Typical Project Stakeholders
End users Sponsors

Customers Business partners
Employees Suppliers and contractors
e
Organization Government
Managers Community
ut
Which are typically team members? Which are not?
ib
________________________________________________________
tr
is
________________________________________________________
D
________________________________________________________
or
________________________________________________________
Which are typically active in project work?

e
at
________________________________________________________
lic
________________________________________________________
up
________________________________________________________
D
________________________________________________________
ot
N
o
D
Stakeholder and Communications Management
How do you find out who the stakeholders are?
e
________________________________________________________
ut
________________________________________________________
ib
________________________________________________________
tr
is
________________________________________________________
D
How do you determine their relationship to the project?
or
________________________________________________________
________________________________________________________
e
at
________________________________________________________
lic
________________________________________________________
up
D
ot
N
o
D
75 Version 3.0
Assess Stakeholders
Stakeholder analysis tools/techniques
e
________________________________________________________
ut
________________________________________________________
ib
Data gathering tools/ techniques
tr
________________________________________________________
is
________________________________________________________
D
Data analysis tools/ techniques
or
________________________________________________________
e
________________________________________________________
at
Data representation tools/ techniques

lic
________________________________________________________
up
________________________________________________________
Create the Stakeholder Register

D
Stakeholder register definition

ot
________________________________________________________
N
________________________________________________________
o
D
________________________________________________________
76 Version 3.0
e
ut
ib
tr
is
D
or
e
Find and examine the following in the stakeholder register:
at
Profile information:
• Name or organization: Stakeholders can be individuals or entities
lic
• Title: Their functional position in the organization or elsewhere

• Project Role: Position on the project
up
• Major Requirements: Which of the project requirements this stakeholder is

concerned with.
• Internal/External: Is their role inside the company or not?
D
• Communication type: What is their preferred method/frequency of

communication?
ot
Assessment information:
• Expectations: Take note of their expectations of the project. You will have
N
learned this during an interview, for example.

• Influence/Attitude: What degree of impact can this stakeholder have on the
o
project? Use descriptive terms and ensure everyone understands what the
terms mean.
D
77 Version 3.0
Know Your Stakeholders: Go Beyond Job Titles
________________________________________________________
________________________________________________________
e
ut
________________________________________________________
ib
Power
tr
is
Interest
D
or
e
Influence
at
(attitude or
impact)
lic
up
D
ot
N
o
D
78 Version 3.0
Stakeholder Mapping
e
ut
ib
tr
is
D
or
e
at
lic
up
D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
________________________________________________________
D
79 Version 3.0
Directions of Influence
Definition Example
Upward
e
ut
Downward
ib
tr
is
Outward
D
Sideward
or
e
at
________________________________________________________
lic
________________________________________________________
up
________________________________________________________
D
ot
N
o
D
80 Version 3.0
Salience Model
Define and explain the categories used:
________________________________________________________
e
ut
________________________________________________________
ib
________________________________________________________
tr
________________________________________________________
is
Stakeholder Perceptions
D
Why do you think it’s important to understand both
or
positive and negative stakeholder perceptions of your
project?
e
________________________________________________________
at
________________________________________________________
lic
________________________________________________________
up
D
ot
N
o
D
81 Version 3.0
Capture Stakeholder Feedback Perceptions
Leadership tools and techniques include:
________________________________________________________
e
ut
________________________________________________________
Approaches for key stakeholders
ib
________________________________________________________
tr
is
________________________________________________________
D
Approaches for all stakeholders
or
________________________________________________________
________________________________________________________
e
at
Approaches for large and public groups

lic
________________________________________________________
________________________________________________________
up
D
ot
N
o
D
82 Version 3.0
Plan to Communicate with Stakeholders
Stakeholder engagement plan
________________________________________________________
e
ut
________________________________________________________
Communications management plan
ib
________________________________________________________
tr
is
________________________________________________________
D
Communication Requirements Analysis
or
________________________________________________________
e
at
________________________________________________________
lic
________________________________________________________
up
________________________________________________________
________________________________________________________
D
ot
N
o
D
83 Version 3.0
Communication Methods and Technologies
Note examples and best uses!
Meetings/verbal
e
ut
________________________________________________________
ib
________________________________________________________
tr
________________________________________________________
is
________________________________________________________
D
Digital/electronic media
or
________________________________________________________
________________________________________________________
e
at
________________________________________________________
lic
________________________________________________________
up
Physical
________________________________________________________
D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
D
84 Version 3.0
Communications Methods
Push
________________________________________________________
e
ut
________________________________________________________
ib
Pull
tr
________________________________________________________
is
________________________________________________________
D
Interactive communication
or
________________________________________________________
e
________________________________________________________
at
lic
Communications Challenges/Considerations
________________________________________________________
up
________________________________________________________
D
________________________________________________________
ot
________________________________________________________
N
o
D
85 Version 3.0
Communication Model
________________________________________________________
________________________________________________________
e
ut
ib
tr
is
D
or
e
at
lic
up
Communication terms:
____________________________________________________________________________________
D
____________________________________________________________________________________
ot
N
Think of an example of a transmission. Depending on the method, what kinds of noise

can play a part?
o
____________________________________________________________________________________
D
____________________________________________________________________________________
86 Version 3.0
Stakeholder Engagement Strategy
What is your typical strategy for stakeholder

engagement?
e
________________________________________________________
ut
________________________________________________________
ib
________________________________________________________
tr
is
________________________________________________________
D
Stakeholder Engagement Assessment Matrix (SEAM)
or
Take note of the categories and designations for the
SEAM.
e
________________________________________________________
at
________________________________________________________
lic
________________________________________________________
up
________________________________________________________
D
End of Topic 2A
ot
N
o
D
TOPIC 2B | FORM THE TEAM
ECO Coverage
87 Version 3.0
1.4 Empower team members and stakeholders
• Organize around team strengths (1.4.1)
2.16 Ensure knowledge transfer for project continuity
• Discuss project responsibilities within team (2.16.1)
• Outline expectations for working environment (2.16.2)
e
1.11 Engage and support virtual teams
ut
• Examine virtual team member needs (e.g., environment, geography, culture,
global, etc.) (1.11.1)
ib
• Investigate alternatives (e.g., communication tools, colocation) for virtual
team member engagement (1.11.2)
tr
is
Topic 2B: Form the Team
D
Team formation is the next topic we’ll explore.
or
This section provides guidance for the early stages of team
formation, including how to prepare and what to expect.
e
at
Many of the leadership elements of team

formation are discussed in Lesson 4, Lead the
Team.
lic
Create A Collaborative Team Culture

up
Project manager responsibility:

D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
________________________________________________________
D
How do you think a collaborative team culture can be created

in a hybrid approach? Give some examples!
________________________________________________________
88 Version 3.0
________________________________________________________
________________________________________________________
e
________________________________________________________
ut
Project Team Formation Video
ib
tr
Project team formation is the subject of Dr Bruce
Tuckman’s ladder model.
is
What are the five stages?
D
________________________________________________________
or
________________________________________________________
e
________________________________________________________
at
________________________________________________________
lic
________________________________________________________
up
________________________________________________________
D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
________________________________________________________
D
89 Version 3.0
Project Team Formation: Key Concepts
Cross-functional team
________________________________________________________
e
ut
________________________________________________________
Self-organizing team
ib
________________________________________________________
tr
is
________________________________________________________
D
Servant leadership
or
________________________________________________________
________________________________________________________
e
at
Project Manager Role in Adaptive Teams

lic
Leadership and management roles
________________________________________________________
up
________________________________________________________
D
Centralized:
ot
________________________________________________________
N
________________________________________________________
o
Distributed:
D
________________________________________________________
________________________________________________________
90 Version 3.0
Hybrid Team Formation
Examples/benefits:
________________________________________________________
e
ut
________________________________________________________
ib
________________________________________________________
tr
________________________________________________________
is
Project Team Composition
D
________________________________________________________
or
________________________________________________________
e
________________________________________________________
at
________________________________________________________
lic
Project Team Roles

up
What are the roles and what does each one do?
D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
________________________________________________________
D
91 Version 3.0
Identify Project Resource Requirements: Guidelines
________________________________________________________
________________________________________________________
e
ut
________________________________________________________
ib
________________________________________________________
tr
Generalizing Specialists
is
________________________________________________________
D
________________________________________________________
T-shaped or
e
at
________________________________________________________
lic
________________________________________________________
up
T-Shaped People and Self-Organizing Teams

D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
________________________________________________________
D
92 Version 3.0
Diversity, Equity and Inclusion Standards
Define DE & I:
e
________________________________________________________
ut
________________________________________________________
ib
________________________________________________________
tr
________________________________________________________
is
What is the DE & I context of your organization or region?
D
________________________________________________________
or
________________________________________________________
e
________________________________________________________
at
________________________________________________________
lic
Experts and Expert Judgement

up
________________________________________________________
D
________________________________________________________
ot
________________________________________________________
N
People from other areas of the organization

o
________________________________________________________
D
________________________________________________________
________________________________________________________
93 Version 3.0
Focus on Team Strengths
________________________________________________________
________________________________________________________
e
ut
________________________________________________________
ib
How can a SWOT Analysis help project professionals to focus
on team strengths:
tr
________________________________________________________
is
________________________________________________________
D
Team Norms
or
________________________________________________________
e
at
________________________________________________________
lic
________________________________________________________
PMI® Code of Ethics and Professional Conduct

up
Can you remember the four values that drive ethical conduct
for the project management profession?
D
________________________________________________________
ot
________________________________________________________
N
________________________________________________________
o
D
________________________________________________________
94 Version 3.0
Team Charter and Ground Rules
Team charter
________________________________________________________
e
ut
________________________________________________________
Ground rules
ib
________________________________________________________
tr
is
________________________________________________________
D
or
e
at
lic
up
D
ot
N
o
You can drag the corner of this team charter example to zoom in and view it.
D
Take note of the typical contents of a team charter. The ground rules in this team
charter are in the “Team Guidelines and Communication” section at the end of the
document!
95 Version 3.0
Team Communication
Effective communication includes:
________________________________________________________
e
ut
________________________________________________________
ib
________________________________________________________
tr
Organize communications:
is
________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Colocated, Virtual or Both?
at
Advantages of colocated teams:

lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Advantages of virtual teams:

N
________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
96 Version 3.0
Virtual Team Challenges
________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Running Virtual Teams
D
What are your tips for creating a positive virtual team
experience?
or
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
Virtual Team Communication Technology

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
97 Version 3.0
Address Virtual Team Member Needs
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
End of Topic 2B
D
or
e
at
lic
up
D
ot
N
o
D
98 Version 3.0
TOPIC 2C | BUILD SHARED UNDERSTANDING
ECO Coverage
e
1.2 Lead a team
• Set a clear vision and mission (1.2.1)
ut
1.8 Negotiate project agreements
• Analyze the bounds of the negotiation for agreement (1.8.1)
ib
• Assess priorities and determine ultimate objective(s) (1.8.2)
• Participate in agreement negotiations (1.8.4)
tr
• Determine a negotiation strategy (1.8.5)
is
1.10 Build shared understanding
• Survey all necessary parties to reach consensus (1.10.2)
D
• Support outcome of parties’ agreement (1.10.3)
1.12 Define team ground rules
(1.12.1) or
• Communicate organizational principles with team and external stakeholders
• Establish an environment that fosters adherence to ground rules (1.12.2)

e
at
lic
up
D
ot
N
o
D
99 Version 3.0
Topic 2C: Build Shared Understanding
One of the first goals in starting a project is to ensure that all

team members and stakeholders have a common
understanding of the objectives of the project, as well as an
e
understanding of any agreements, such as contracts or
ut
statements of work that initiated the project.
ib
You must also enable the team to understand the importance
of the project and the alignment to the organization’s
tr
strategic objectives.
is
Again, the focus is on creating that collaborative team
D
environment, but the stakes are highest in this period. As
much as possible, you need to make sure everyone is aligned
before work starts.
or
If you get the team in a good place from the start, then
e
keeping them motivated and inspired to do their best work
will be easier in the weeks ahead!
at
lic
Seek Consensus for the Project Among the Team and

Stakeholders
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
100 Version 3.0

Building a Shared Understanding: Guidelines
Stewardship:
_________________________________________________________
e
ut
_________________________________________________________
ib
Share project agreements and negotiate to ensure buy-in:
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Uphold project agreements:
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Project Vision Statement

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
101 Version 3.0

Holistic Understanding of the Project: Negotiation Goals
First, find out:
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Then
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
How to Create a Holistic Understanding of the Project
at
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
102 Version 3.0

Refer to Business Case and Business Needs
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Negotiate and Agree on Project Success Criteria
tr
Steps:
is
• Interview stakeholders
• Gather expert judgment on success criteria
D
• Check:
o Key performance indicators (KPIs)
or
o Lessons learned and historical data
o Quality policy
e
o User acceptance testing (UAT) requirements
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Acceptance criteria and definition of done (DoD):

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
103 Version 3.0

Help Everyone Understand the Vision: Guidelines
Guidelines
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Product Box Exercise
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Extreme Programming (XP) metaphor

e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
Got Agreement on the Project Agreements?

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
104 Version 3.0

Project Charter
Project charter definition
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
What it does and why it’s important
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
Project Charter: Contents
What’s included:
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
105 Version 3.0

e
ut
ib
tr
is
D
or
e
at
lic
up
D
Sample project charter from the SLC project in the optional case study for this course.
ot
N
This example project charter is a concise, one-page document, but charters can vary
o
in length and breadth.

D
Take note of the information included in the project charter.
106 Version 3.0

Kickoff Meeting
Purpose:
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Organizational/public:
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Internal/team: or
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Any specific differences according to life cycle?
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
End of Topic 2C
o
D
TOPIC 2D | PROJECT APPROACH

107 Version 3.0
ECO Coverage
2.13 Determine appropriate project methodology/ methods and practices

• Assess project needs, complexity, and magnitude (2.13.1)
e
• Recommend project execution strategy (e.g., contracting, financing) (2.13.2)
ut
• Recommend a project methodology/approach (i.e., predictive, adaptive,
hybrid) (2.13.3)
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
108 Version 3.0

Topic 2D: Project Approach
Now that you have a clearer idea of the purpose, objective,

stakeholders, and team resources required for the project,
you and your team will be thinking about how you can best
approach the work.
e
ut
First, Understand How and Why Approaches Differ
ib
_________________________________________________________
tr
_________________________________________________________
is
D
_________________________________________________________
Which project management frameworks do you use?
or
Do you or your organization have a preference?
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Tailored Development Approaches

D
Role of servant leadership in tailoring a development

approach:
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
109 Version 3.0

Project Management Development Approaches
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
Project or Product?
ib
Product management definition:
tr
_________________________________________________________
is
_________________________________________________________
D
Product / project relationship:
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
Explain why projects often have both a project manager and

a product owner:
up
_________________________________________________________
D
_________________________________________________________
ot
N
o
D
110 Version 3.0

e
ut
ib
tr
is
D
or
Figure 2-4. Sample Product Life Cycle | The Standard for Project Management, PMBOK
e
Guide – Seventh Edition
at
Life Cycle and Development Approach

lic
What kind of life cycle is depicted here?

____________________________
up
D
ot
N
o
D
111 Version 3.0

Predictive Life Cycle Visual
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
D
or
e
at
lic
up
D
ot
Graphic: Sample predictive life cycle with a single phase

N
o
D
112 Version 3.0

Adaptive Life Cycle Example
How does the depicted life cycle show an incremental

approach?
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
e
at
lic
up
D
ot
Graphic: Sample adaptive life cycle

N
o
D
113 Version 3.0

Cadence
Definition
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Single delivery – definition and typical use case
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Multiple delivery – definition and typical use case

e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Periodic delivery – definition and typical use case

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
114 Version 3.0

Adaptive Development Approaches
Can you explain the concepts and steps in this diagram?
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
e
at
lic
up
D
ot
N
o
D
115 Version 3.0

Development Approach and Life Cycle Terminology Quiz
Fill in the blanks using the following words:
• Deliverable
e
• Development approach
• Life cycle
ut
• Phases
ib
Project professionals use a _________________ or method,
which can be predictive, iterative, incremental, adaptive, or
tr
hybrid, to create and evolve a _______________, which is a
is
unique and verifiable product, result, or capability to perform
a service.
D
A project passes through a series of logically related
or
activities, called ___________ from its start to its completion.
This entire process is called a ___________________.
e
Acceptance of a ___________ is required to complete a
at
process, phase, or project.

lic
Hybrid Life Cycle and Development Approach

up
According to PMI research, most projects are hybrid. But

how and why are they created?
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
116 Version 3.0

Hybrid Project Approaches: Examples
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
D
What Can Be Tailored?
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Development Approaches: Guidance and Probing

ot
Questions
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
117 Version 3.0

Assess Complexity: The Stacey Complexity Model
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
118 Version 3.0

Suitability Filter: A Diagnostic Visual Based on Survey
Data
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
e
at
lic
up
D
ot
N
o
For more information on how to use this tool:

Agile Practice Guide, p. 127+
D
119 Version 3.0

Iterative and Incremental: Overview
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
e
at
lic
up
D
ot
N
o
D
120 Version 3.0

Iterative Way of Working Video
e
ut
ib
.
tr
is
The video mentions the following artifacts and ceremonies.
We’ll look at an overview of agile ceremonies in this lesson;
D
the other are discussed as follows:
• Product backlog – lesson 3

•
•
•
or
Iteration backlog – lesson 3
User stories – lesson 3
Burndown chart – lesson 5
e
• Iteration planning – lesson 3
at
• Coordination meeting – aka standup or scrum –

lesson 2
lic
• Iteration demonstration – aka Demo – lesson 5

• Iteration retrospective – lesson 4
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
121 Version 3.0

Scrum
Scrum master / senior scrum master
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Sprints (iterations)
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N
o
D
122 Version 3.0

Scrum Ceremonies: Overview
Sprint planning:
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Daily scrum:
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Sprint review—can include Demo

e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Sprint retrospective
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
123 Version 3.0

Agile Ceremonies
Do you use these agile ceremonies in your organization?

How effective do they seem to be to you?
e
Product strategy meeting
ut
_________________________________________________________
ib
_________________________________________________________
tr
Daily meeting or standup:
is
_________________________________________________________
D
_________________________________________________________
Backlog refinement or
e
_________________________________________________________
at
_________________________________________________________
lic
Project retrospective
up
_________________________________________________________
D
_________________________________________________________
End of Topic 2D
ot
N
o
End of Lesson 2
D
124 Version 3.0

Lesson 3: Plan the Project
e
ut
ib
tr
is
D
or
e
Description
at
Planning includes all aspects of a project, including scope, schedule, budget, quality,
lic
risk, and finally, putting it all together.

up
D
ot
N
o
D
125 Version 3.0

Topics
A. Planning projects
B. Scope
C. Schedule
e
D. Resources
E. Plan budget
ut
F. Risks
G. Quality
ib
H. Integrate plans
tr
is
D
or
e
at
lic
up
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ot
N
o
D
126 Version 3.0

Lesson 3 Notes
TOPIC 3A | PLANNING PROJECTS
e
ut
Topic Coverage
ib
• Differentiation of planning in predictive and adaptive approaches
tr
is
Topic 3A: Planning Projects
D
In this lesson, we look at how project teams can plan for
successful outcomes using PMI best practices. Most of the
or
content in this section refers to the “Process” domain in the
exam content outline, or the Way of Working side of the
Talent Triangle®, but we will explore relevant leadership
“power skills” and business environment factors as well.
e
at
Planning Starts with a Project Management Plan

lic
Subsidiary plans
up
_________________________________________________________
SUBSIDIARY MANAGEMENT
D
PLANS _________________________________________________________
• Scope management
plan
ot
_________________________________________________________
• Requirements
management plan
N
_________________________________________________________
• Schedule
management plan
_________________________________________________________
o
• Cost management
plan
D
• Quality management _________________________________________________________

plan
• Resource _________________________________________________________
management plan Baselines
127 Version 3.0

• Communications
management plan _________________________________________________________
• Risk management
plan
_________________________________________________________
• Procurement
management plan
e
• Stakeholder _________________________________________________________
ut
engagement plan
BASELINES Additional components
ib
• Scope baseline
• Schedule baseline _________________________________________________________
tr
• Cost baseline
ADDITIONAL COMPONENTS _________________________________________________________
is
• Change management
plan
_________________________________________________________
D
• Configuration
management plan
Enables project managers to:
• Performance
measurement
baseline
• Project life cycle
or
_________________________________________________________
e
• Development _________________________________________________________
at
approach
• Management reviews _________________________________________________________
lic
up
Project Documents
D

ot
_________________________________________________________
N
_________________________________________________________
_________________________________________________________
o
D
_________________________________________________________
Typical project documents include:
128 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Collaborative Planning: Adaptive and Hybrid
is
Development Approaches
D
Describe the typical flow or setup in adaptive/hybrid planning
approaches:
or
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Planning Across Life Cycles

o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
129 Version 3.0

Predictive Hybrid Adaptive
Requirements
specification
e
ut
Outcome(s)
ib
tr
Change
is
D
Stakeholder
Involvement
or
e
Risk and cost
at
controls
lic
up
End of Topic 2A
D
ot
TOPIC 3B | SCOPE
N
o
ECO Coverage
D
• Support the team to subdivide Project tasks as necessary to find the
minimum viable product (2.1.3)
2.8 Plan and manage scope
130 Version 3.0

• Predictive vs Adaptive approach for scope
• Determine and prioritize requirements (2.8.1)
• Break down scope (e.g., WBS, backlog) (2.8.2)
2.17 Plan and manage project/phase closure or transitions
• Determine criteria to successfully close the project or phase (2.17.1)
• Differentiation of planning in predictive and adaptive approaches
e
ut
Topic 2B: Scope
ib
Now that we have an overview of how project planning
tr
happens across project life cycles, we’re ready to get into the
business of planning! Typically, we start with scope.
is
D
Scope
Project scope
or
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Product scope
_________________________________________________________
D
_________________________________________________________
ot
What does fixed or flexible mean?

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
131 Version 3.0

_________________________________________________________
The examples on this slide are from the scenario in the

optional Shawpe (SLC) case study exercise (self-study)
included with this course.
e
ut
ib
tr
is
D
or
e
at
lic
up
D
Adaptability and Resilience in Planning

Rolling wave planning
ot
_________________________________________________________
N
_________________________________________________________
o
Progressive elaboration
D
_________________________________________________________
132 Version 3.0

_________________________________________________________
MVP or MBI? Planning for Work Incrementally
e
This video provides a closer look at MVPs and
ut
MBIs.
ib
tr
is
D
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Product Roadmap
ot
Product roadmap
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
133 Version 3.0

_________________________________________________________
Milestones
Definition and description
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
A milestone list identifies all milestones and indicates which
are:
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Scope Planning: Comparison of Processes

D
ot
Predictive
Project manager:
N
_________________________________________________________
o
D
_________________________________________________________
134 Version 3.0

Adaptive
e
_________________________________________________________
ut
_________________________________________________________
ib
tr
Product owner:
is
_________________________________________________________
D
_________________________________________________________
Team:
or
_________________________________________________________
e
at
_________________________________________________________
lic
Collect requirements process

up
_________________________________________________________
_________________________________________________________
D
Requirements documentation
ot
_________________________________________________________
N
_________________________________________________________
o
User story
D
_________________________________________________________
_________________________________________________________
135 Version 3.0

What might a hybrid scope planning process involve?
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
tr
Get Started with Requirements?
is
Do all types of projects start with requirements? Describe
D
each development approach to requirements or an analogous
requirements process – i.e., user stories.
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Requirements: What Are They and Why Do We Need
D
Them?
ot

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
Guidelines for use:
136 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Document Requirements
tr
Description of requirements documentation:
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Requirements traceability matrix:
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
Example requirements traceability matrix template
137 Version 3.0

Requirements Management Plan: Plan Track and Report
on Requirements Activities
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Types of Requirements
D
Type Describes the

Project
ot
N
Product
o
D
Quality
138 Version 3.0

Business
e
ut
Stakeholder
ib
tr
Transition/Readiness
is
D
Collect Requirements Process
or
Tools/techniques include:
e
• Expert judgment
at
_________________________________________________________
lic
_________________________________________________________
up
• Interpersonal/team skills
D
_________________________________________________________
ot
_________________________________________________________
N
• Data gathering
o
_________________________________________________________
D
_________________________________________________________
• Data analysis
139 Version 3.0

_________________________________________________________
_________________________________________________________
e
• Decision-making techniques
ut
_________________________________________________________
ib
_________________________________________________________
tr
• Data representation
is
D
_________________________________________________________
_________________________________________________________
•
or
Prototyping – e.g., storyboarding
e
at
_________________________________________________________
lic
_________________________________________________________
up
Scope Planning: How to Collect Requirements

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
140 Version 3.0

_________________________________________________________
_________________________________________________________
e
ut
ib
tr
is
D
or
e
at
lic
Data Gathering
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Benchmarking
o
_________________________________________________________
D
_________________________________________________________
Use benchmarks to generate product requirements
141 Version 3.0

_________________________________________________________
_________________________________________________________
e
Can you remember the other methods for data gathering?
ut
_________________________________________________________
ib
_________________________________________________________
tr
Why do you think benchmarking is effective in gathering data
is
for scope planning?
D
_________________________________________________________
or
Scope Planning-Requirements Prioritization
e
at
_________________________________________________________
lic
_________________________________________________________
up
D
ot
N
o
D
142 Version 3.0

e
ut
ib
tr
is
D
Represent Data
Mind mapping or
e
_________________________________________________________
at
_________________________________________________________
lic
Affinity diagram
up
_________________________________________________________
_________________________________________________________
D
ot
Context Diagram
N
Context diagram
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
143 Version 3.0

e
ut
ib
tr
is
D
Prototyping
or
e
Storyboarding
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
Prototypes
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
144 Version 3.0

Scope Management Plan
Scope management plan
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Project Scope Statement
D
Includes:
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Guidelines:
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
145 Version 3.0

Scope Planning: Tools and Techniques for Analysis
Match the requirements analysis tool/technique with the

correct description
e
This is a matching exercise you should have completed with
the class.
ut
Document analysis Used to consider possible
ib
potential options or approaches
Alternatives analysis to execute and perform project
work
tr
Product analysis
is
Analyze the information needed
to develop the project scope
D
statement or any technical
Expert judgment detail
Derive new project
or requirements from existing

documents
Ask questions about a product

e
and form answers to describe
at
use, characteristics, and other

relevant aspects
lic
Product Analysis Methods

up
Product breakdown
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Systems engineering
o
D
_________________________________________________________
_________________________________________________________
146 Version 3.0

Systems analysis
_________________________________________________________
_________________________________________________________
e
Requirements analysis
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
Value engineering
D
_________________________________________________________
or
_________________________________________________________
Value analysis
e
_________________________________________________________
at
lic
_________________________________________________________
Create the Work Breakdown Structure

up
Work breakdown structure (WBS)

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
147 Version 3.0

e
ut
ib
tr
is
D
or
Decompose the Work in the WBS
Divide and subdivide the project scope and deliverables into

smaller, more manageable parts
e
at
Steps:
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
WBS Dictionary
N
Provides detailed deliverable, activity, and scheduling

information about each component in the WBS
o
Decompose work and include:

D
You can find an example of a WBS dictionary entry in

the optional Shawpe (SLC) case study exercise (self-
study) included with this course.
148 Version 3.0

Scope Baseline
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Components include:
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Don’t Forget to Plan for Transitions/Handovers
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
Questions to consider:
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
You can find an example of a WBS dictionary entry in

D
the optional Shawpe (SLC) case study exercise (self-

study) included with this course.
149 Version 3.0

Scope Planning in Adaptive Environments
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Release and Iteration Planning
is
Planning also takes place at the daily standup meeting when
D
teams discuss details of work in progress.
or
_________________________________________________________
_________________________________________________________
e
at
Collaborative planning meetings that break scope into larger

releases and then iterations/sprints
lic
_________________________________________________________
up
_________________________________________________________
At release planning (or Agile release planning), decide:

D
_________________________________________________________
ot
_________________________________________________________
N
At iteration planning (or sprint planning):

o
_________________________________________________________
D
_________________________________________________________
150 Version 3.0

Backlogs
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
User Stories, Story Maps and Roadmaps

lic
The Story Map technique was developed by Jeff

Patton.
up
D
____________________
ot
____________________
N
____________________
o
____________________
D
151 Version 3.0

Epics> Features>User Stories
Epic
_________________________________________________________
e
ut
_________________________________________________________
Feature
ib
_________________________________________________________
tr
is
_________________________________________________________
D
or
e
at
lic
up
D
ot
Note the timeline at the top which indicates the varied and typical intervals of
each component.
N
Also note the situation of each – for example, epics can include more than
one feature and user stories are placed within features
o
D
152 Version 3.0

Prioritize and Refine the Backlog
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
Plan Scope: Quiz
D
This is a similar format to what you’ll find on the PMP exam –
except in the exam, names of individuals and companies will
be generic.
or
Which two stakeholders perform project scope
planning? (Choose two)
e
a) Ang Fen, project manager
at
b) Helen Grey, product owner

c) Eugene Lowe, project sponsor
lic
d) Project team
•
Ang Fen wants to give the executive team an overview of the
up
work ahead at the next strategy meeting. Which artifact

should he show them?
a) Scope management plan
D
b) Product roadmap
Ang Fen, project manager c) Scope statement
ot
at Shawpe Industries
d) Work breakdown structure
N
You can find more practice questions in the optional

Shawpe (SLC) case study exercise (self-study)
included with this course.
o
End of Topic 2B
D
153 Version 3.0

TOPIC 3C | SCHEDULE
ECO Coverage
2.6 Plan and manage schedule
e
• Predictive vs adaptive approach for schedule
ut
• Estimate project tasks (milestones, dependencies, story points) (2.6.1)
• Utilize benchmarks and historical data (2.6.2)
ib
• Prepare schedule based on methodology (2.6.3)
tr
is
Topic 3C: Schedule
D
Schedule planning can follow a few different trajectories,
depending on the project life cycle in use. Let’s start with some
general concerns common in all kinds of projects and then
or
explain schedule planning in predictive and then adaptive and
hybrid settings.
e
Get from “A” to “B”
at
Overview of the schedule planning process

lic
up
The project manager:
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
154 Version 3.0

The project team:
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
Schedule Management Plan
Schedule management plan

e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
Schedule Management Plan Components

ot
Discuss how the schedule management plan can be a

N
beneficial tool in hybrid projects. How and who would it

benefit?
o
_________________________________________________________
D
_________________________________________________________
155 Version 3.0

The schedule management plan includes:
Project schedule
model
e
Accuracy
ut
ib
tr
Units of measure
is
D
Organizational
procedural links
or
e
Control
thresholds
at
lic
Rules
up
D
Reporting
ot
N
Process
descriptions
o
D
156 Version 3.0

Start with Benchmarks and Historical Data
Benchmarking
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Historical data
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Hybrid Schedules: Example Characteristics and Benefits
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
Predictive Schedule Planning

N
Work package
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
157 Version 3.0

Precedence relationship
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Dependency
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Critical path or
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Break Down Project Activities

D
Project activities
ot
_________________________________________________________
N
_________________________________________________________
Activity list
o
D
_________________________________________________________
_________________________________________________________
158 Version 3.0

Code of accounts
_________________________________________________________
_________________________________________________________
e
ut
ib
tr
is
D
or
e
at
lic
Activity Dependency Types

up
_________________________________________________________
D
_________________________________________________________
ot
Meaning Action by Project Manager

Mandatory
N
Discretionary
o
D
External
Internal
159 Version 3.0

Precedence Relationships
Precedence diagramming method
e
ut
ib
tr
is
This graphic is a finish-to-start relationship example: The team
D
needs to CONFIRM KEY STAKEHOLDER AND CUSTOMER
ATTENDANCE and then ERECT SIGNAGE WITH CUSTOMER
or
BRANDING. They need to apply the budget and time only to the
customers who are committed to attending.
This activity relates to optional Shawpe (SLC) case

e
study exercise (self-study) included with this course.
at
Types of Precedence Relationships

lic
• Finish to Start (FS)

• Finish to Finish (FF)
up
• Start to Start (SS)

• Start to Finish (SF)
D
Activities used in diagram:

• Obtain occupancy These are explained below and an example is given of each.
ot
permit from Oasestown

building department This activity relates to optional Shawpe (SLC) case
study exercise (self-study) included with this course.
• Confirm tour guide
N
• Confirm key
stakeholder and
o
customer attendance
D
• Complete
landscaping and
decoration
• Identify finished
spaces for the tour
160 Version 3.0

• Erect signage
with customer branding
e
ut
ib
tr
is
D
or
Explore this excerpt of a schedule network diagram.
e
1. Finish-to-Start (FS): - A logical relationship in which a successor
activity cannot start until a preceding (predecessor) activity has
at
finished.
For example: Obtain occupancy permit from Oasestown building
lic
department before the team can identify finished spaces for the
tour. The total time for these two activities is the sum of A + E.
• Explanation: The company can only take visitors to spaces
up
that are certified safe for occupancy.
2. Finish-to-Finish (FF): A logical relationship in which a successor

D
activity cannot finish until a preceding activity (predecessor) has

finished.
For example: Complete landscaping and decoration must be
ot
finished before identifying finished spaces for the tour. The total
time to complete both activities is the sum of D + E, minus any
overlap.
N
• Explanation: The team only wants to show finished spaces,

so the landscaping and decoration must be completed before
o
the space can be identified as “finished.”

D
3. Start-to-Start (SS): A logical relationship in which a successor

activity cannot start until a preceding activity (predecessor) has
started.
For example: The team can’t erect stakeholder-specific signage for
the tour before key stakeholder attendance is confirmed. As with the
161 Version 3.0

FF example, the total time for activities C and F will vary, depending
on when Activity F starts. But in SS, execute, is a longer window of
time during which Activity F can begin.
Explanation: The marketing team can’t erect stakeholder-specific
signage without confirming which stakeholders will attend! But they
can start designing the signs and ordering the materials while they
wait for confirmation.
e
ut
4. Start-to-Finish (SF): A logical relationship in which a successor
activity cannot finish until a preceding activity (predecessor) has
started.
ib
For example: Complete landscaping and decoration can’t end until
erect stakeholder-specific signage for tour has started. The total
tr
time for two activities in an SF relationship is either D or F, whichever
is longer.
is
• Explanation: The groundskeeping team can start landscaping
and decorating at any time, but until the signs are erected
D
and the whole site is tidied up, they cannot finish their work.
or
Lags and Leads in Precedence Relationships
Lead
e
_________________________________________________________
at
lic
_________________________________________________________
_________________________________________________________
up
Lag
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Guidelines:
• The use of leads and lags should not replace schedule
D
logic.
• Duration estimates do not include any leads or lags.
• Document activities and their related assumptions.
162 Version 3.0

e
ut
ib
tr
is
Lead:
In our example, the team wants to include time in case the agency
D
issuing the occupancy permit is slow. So, they begin efforts to
confirm receipt of occupancy permit 2 weeks before the team
identifies finished spaces for the tour. This would be shown as a
or
finish-to-start with a 2-week lead as shown in Section 1.
Lag:
e
In our example, the team starts erecting stakeholder-specific
signage for the tour 2 weeks after key stakeholder and customer
at
attendance is confirmed. Creating specialty signage takes time and

is costly, so the team wants to make sure the designers have time to
lic
create something that will please the potential customers.
Activity Duration Estimate Technology

up
Activity duration estimate

D
_________________________________________________________
ot
_________________________________________________________
N
Elapsed time
o
_________________________________________________________
D
_________________________________________________________
163 Version 3.0

Effort
_________________________________________________________
_________________________________________________________
e
Estimating Techniques
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
Advantages Disadvantages
Analogous Uses historical data from a
D
similar activity or project to
estimate duration (or cost)
Parametric
aka “top-down estimating.”
Uses an algorithm to calculate
duration (or cost) based on
or
e
historical data and project
at
parameters.
lic
Durations can be
quantitatively determined —
multiply quantity of work to be
up
performed by the number of

labor hours per unit of work
Three-Point Defines an approximate range
D
of an activity’s duration, using

most likely, optimistic, and
pessimistic estimates
ot
Used when historical data is

N
insufficient, or subjective
Bottom-up
o
Uses aggregates of the

estimates of the lower level
D
components of the WBS
164 Version 3.0

Three-Point Estimation Examples
Triangular Distribution (average)
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
Beta distribution (PERT average)
What is PERT?
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Critical Path Method

ot
Sequence mandatory critical path activities to find the longest

path through a project and to determine the shortest possible
N
project duration and the amount of flexibility in the schedule

o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
165 Version 3.0

Critical Path Method (continued)
• Each activity is inside a box with its duration estimate

• The arrows indicate the nature of a dependency
e
Process:
• Sequence mandatory critical path activities to find the
ut
longest path through a project and to determine the
shortest possible project duration and the amount of
ib
flexibility in the schedule
• Determine the length of each path in the diagram
tr
• The longest path is the critical path.
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N
o
D
166 Version 3.0

Network Diagram with Date and Dependencies
Float
_________________________________________________________
e
ut
_________________________________________________________
Early finish date (EF)
ib
_________________________________________________________
tr
The example is explained
is
below, for your information. _________________________________________________________
However, this is automated
D
process done with
Early start date (ES)
software – e.g.,
Primavera—and these
calculations are not
required on the exam. or
_________________________________________________________
_________________________________________________________
e
at
Late finish date (LF)

lic
_________________________________________________________
_________________________________________________________
up
Late start date (LS)

D
_________________________________________________________
ot
_________________________________________________________
N
o
D
167 Version 3.0

e
ut
ib
tr
is
D
or
e
Example:
at
1. The first step would be to draw the diagram for the various activities noting their
predecessors (arrows).
lic
• This will show the number of paths in the project. In this case there are four potential
paths, ACF, ADF, ADE and BE.
• By adding up the length (durations) of the various paths, the path with the longest
up
duration is known as the critical path.

• Remember though that there can be multiple critical paths. If the length of other paths
are very close in length to the critical path, those are identified as “near” critical paths
D
and will require monitoring by the project manager, so they do not also become a
critical path.
ot
2. The next step is to do the forward pass to determine the early start (top left of box) and early
finish (top right of box) date for each activity.
N
3. Then perform the backward pass, the late start (bottom left) and late finish (bottom right)
date can be determined.
4. The difference between the early and late dates is known as the float or slack for the activity
o
(ES minus LS and EF minus LF). Activities on the critical path will have a float or slack of 0
D
days.
To double check on your forward and backward pass answers – the difference in days between the
early and late start dates and the difference in days between the early and late finish dates should be
the same number of days.
168 Version 3.0

The Project Schedule
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Schedule Presentation Formats
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
Gantt Chart
lic
Visualize and track the project over a time line!
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
169 Version 3.0

Milestone Schedule
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Present Milestones with planned dates
tr
is
D
or
Project Schedule Network Diagram
e
Visualize Interrelationship of Activities
at
lic
up
D
ot
N
Can you identify the elements on the diagram?

• Activities
o
• Dependencies
D
• Predecessors
• Successors
170 Version 3.0

Resource Optimization
Once the schedule is mapped out on the network diagram, it’s

time to allocate resources.
Planning for resources is the very next topic, so
e
this is just a quick note on resource scheduling
ut
techniques.
ib
Resource smoothing
tr
_________________________________________________________
is
_________________________________________________________
D
Resource leveling
or
_________________________________________________________
e
_________________________________________________________
at
lic
Schedule Compression Techniques

up
Fast tracking
_________________________________________________________
D
_________________________________________________________
ot
Crashing
N
_________________________________________________________
o
_________________________________________________________
D
171 Version 3.0

Schedule Baseline
Schedule baseline
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
How can changes be made to the schedule baseline?
is
_________________________________________________________
D
_________________________________________________________
Special Intervalsor
e
Examples:
at
_________________________________________________________
lic
_________________________________________________________
up
Hardening Iteration/Iteration H is related to quality:

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
Does your organization/project use special intervals? Give an

o
example:
D
_________________________________________________________
_________________________________________________________
172 Version 3.0

Schedule Management in Adaptive Environments:
Guidelines
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
tr
Adaptive Scheduling Approaches: Comparative View
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N
o
D
173 Version 3.0

Adaptive Planning Overview
A release schedule usually lasts from 3-6 months.

Time-boxed iterations or sprints typically last 1 - 4 weeks.
Assign story points to tasks to determine the amount of work
Velocity – the capacity of the team to complete work
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
Working with Features

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
174 Version 3.0

Agile Release Planning
• Group stories by sequence and priority

• Sequence features and functions for the release
• Prioritize user stories in the release backlog and
e
associate them with features and functions
ut
ib
tr
is
D
or
e
at
lic
Measure Effort, Not Time

up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
Relative sizing
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
Story points
175 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
Planning poker
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
Definition of Ready (DoR) and Definition of Done (DoD)
e
Definition of ready (DoR)
at
_________________________________________________________
lic
_________________________________________________________
up
Definition of done (DoD)
_________________________________________________________
D
_________________________________________________________
ot
N
Reprioritize Sprint/Iteration Backlog

o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
176 Version 3.0

_________________________________________________________
__________________________________________________________
e
_________________________________________________________
ut
This process has also been known as ‘grooming
the backlog’.
ib
Hybrid Scheduling Model Example
tr
is
Project manager plans high-level project phases and
milestones; scrum master runs sprints using agile processes
D
• Identify project work types and try to break them down
• Create a prioritized work backlog which fulfils project phase
• or
or achieves milestone
Work in iterations/sprints of 2 - 4 weeks (use shorter sprints
for less experienced team to facilitate alignment)
e
• Plan work before every iteration using prioritized backlog
at
items
• Estimate every task to decide how many can fit in a single
lic
sprint
• Hold a retrospective at the end of every sprint; capture
metrics to adjust timing and task estimate for next sprint
up
Can you identify which aspects of this scheduling

model are predictive and which are adaptive?
D
Can you identify who does each of the tasks listed?

The project manager, product owner or team?
ot
End of Topic 3C
N
o
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177 Version 3.0

TOPIC 3D | RESOURCES
ECO Coverage
1.6 Build a team
e
• Deduce project resource requirements (1.6.2)
ut
2.11 Plan and manage procurement (resources)
ib
• Define resource requirements and needs (2.11.1)
• Communicate resource requirements (2.11.2)
tr
• Manage suppliers/contracts (2.11.3)
is
• Plan and manage procurement strategy (2.11.4)
• Develop a delivery solution (2.11.5)
D
or
Topic 3D: Resources
Resources include both the people and equipment that will

e
be needed to conduct the project activities. We also discuss
at
how to plan for procurement of external resources in this

section.
lic
Resources: People and Equipment

up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Recommended reading – “People Management”

resource on PMI.org.
o
D
178 Version 3.0

Resource Management Plan
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Includes:
tr
Identify resources
is
How to acquire
them
D
Peoples’ roles and
responsibilities
Role
or
e
Authority
at
Responsibility
lic
Competencies and
skills required
up
Project
Organization Chart
D
Project team
resource
management
ot
Training
N
Team
development
o
methods
Resource controls
D
Recognition plan
179 Version 3.0

Assign Resources and Allocate Responsibilities
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Consider both technical and ‘soft’ skills and competencies
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Use Resource Calendars
e
Resource calendar definition and use:
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Responsibility Assignment Tools

ot
Responsibility assignment matrix (RAM):

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
180 Version 3.0

RACI chart:
Responsible
Accountable
e
Consult
ut
Inform
ib
tr
Adaptive Resource Planning Quiz
is
You should have done this quiz in class. The answer is on
the next page of this Workbook!
D
Which of these are true? (Choose several)
or
• Teams self-organize to distribute work.
• Adaptive teams never have a leader.
• Team members are a mix of generalists and
e
specialists.
at
• Team members should be T-shaped.

lic
up
D
ot
N
o
D
181 Version 3.0

Quiz answer All are ‘true’ except “Adaptive teams never have a leader.”
Teams self-organize, and hybrid teams can have a

centralized management model with a project manager or a
team lead. ‘Never’ is incorrect here, because it can be useful
to have a team lead, an agile coach, a facilitator, and so on.
e
Another way of answering this is to say that everyone is a
leader—a servant leader
ut
ib
Filling Resource Needs: Make or Buy? Borrow?
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Make-or-buy-analysis
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Make-or-buy-decisions
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
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182 Version 3.0

Plan the Procurement Strategy
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Procurement Management Plan
tr
Define/describe:
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
Procurement Documents: Bid and Proposal Activities

lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
Statement of work
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
183 Version 3.0

Formal Procurement Processes: RFPs, Bidder,
Conferences
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Request for proposal (RFP)
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Bidder conferencesor
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Source Selection Criteria

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Qualified Vendors
D
_________________________________________________________
184 Version 3.0

_________________________________________________________
_________________________________________________________
Contracts: Negotiate Productive Relationships
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Contract Types (1 of 3)
Cost-reimbursable contracts
D
_________________________________________________________
or
_________________________________________________________
e
Cost plus fixed fee (CPFF)
at
_________________________________________________________
lic
_________________________________________________________
up
Cost plus incentive fee (CPIF)

D
_________________________________________________________
ot
_________________________________________________________
Cost plus award fee (CPAF)

N
_________________________________________________________
o
D
Fixed-price contracts
_________________________________________________________
185 Version 3.0

_________________________________________________________
Firm fixed price (FFP)
e
_________________________________________________________
ut
_________________________________________________________
ib
Fixed price incentive fee (FPIF)
tr
_________________________________________________________
is
_________________________________________________________
D
Fixed price with economic price adjustments (FPEPA)
or
_________________________________________________________
e
_________________________________________________________
at
lic
Time and material contracts

up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
“Agile” Contract Types

D
Multi-tiered structure
186 Version 3.0

Emphasize value
delivered
Fixed-price increments
e
Not-to-exceed time and
ut
materials
Graduated time and
ib
materials
tr
Early cancellation
option
is
Dynamic scope option
D
Team augmentation
or
e
The Agile Practice Guide – pp 77-78
at
lic
Components of Contracts
up
_________________________________________________________
_________________________________________________________
D
End of Topic 3D
ot
N
o
TOPIC 3E | BUDGET
D
ECO Coverage
187 Version 3.0

2.5 Plan and manage budget and resources
• Estimate budgetary needs based on the scope of the project and lessons
learned from past projects (2.5.1)
• Anticipate future budget challenges (2.5.2)
• Plan and manage resources (2.5.4)
e
ut
Topic 3E: Budget
ib
In this area of planning, you determine the budget/finance
structure, relationships and amounts for your project.
tr
Will you be aligning a budget with scope and schedule
is
requirements in a predictive life cycle?
D
Or collaborating with partners and internal finance
stakeholders to craft a suitable financial solution, as the
or
agile mindset suggests?
It’s likely a combination of both! We’ll look at both

approaches and show the benefits of tailoring a budget.
e
at
Budget Planning: Overview

lic
Burn rate
up
_________________________________________________________
D
_________________________________________________________
Consider:
ot
• Cost as well as value

• Organization and stakeholder attitudes towards
N
budget and costs

o
Predictive Budget Planning

D
Cost management plan
_________________________________________________________
188 Version 3.0

_________________________________________________________
_________________________________________________________
e
Cost baseline
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Budget at completion (BAC)
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Cost baseline
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Check with Organization: Funding Limit Reconciliation

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
189 Version 3.0

e
ut
ib
tr
is
D
or
Historical Data: Start with What’s Known
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
D
Resource Costs
ot
Predictive
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
190 Version 3.0

Adaptive
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
tr
Estimate Costs
is
Predictive
D
_________________________________________________________
or
_________________________________________________________
e
at
Adaptive
lic
_________________________________________________________
up
_________________________________________________________
Project Budget
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
191 Version 3.0

e
ut
ib
tr
Adaptive and Hybrid Budget Planning:
is
Guidelines/Example
D
Adaptive
or
_________________________________________________________
e
at
_________________________________________________________
lic
Hybrid
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
Budget Considerations
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
192 Version 3.0

End of Topic 3E
e
ut
ib
tr
is
D
or
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at
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up
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ot
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o
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193 Version 3.0

TOPIC 3F | RISKS
ECO Coverage
2.3 Assess and manage risks
• Determine risk management options (2.3.1)
e
• Iteratively assess and prioritize risks (2.3.2)
ut
• Determine necessary approach and action to address compliance needs
ib
(risk, legal) (3.1.6)
• Determine potential threats to compliance (3.1.3)
tr
is
Topic 3F: Risks
D
Things will go wrong on a project.
or
However, rather than being reactive to risk, we can be
prepared with a strategy, a toolkit of possible responses and a
growth mindset to be proactive about risk planning.
e
at
Risk: Conditions of Uncertainty

lic
Trigger condition
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
N
Opportunity
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
194 Version 3.0

Threat
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
Issue
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
Project Risks SLC Example
e
at
lic
up
D
ot
N
o
This example relates to the optional Shawpe (SLC)

D
case study exercise (self-study) included with this

course.
195 Version 3.0

Risk: Business Context
Business risk
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Likelihood v. probability
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Opportunity vs. threat
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Create Risk Strategy

ot
Include data and attitudes of the organization as well as the

project.
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
196 Version 3.0

Risk appetite
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
Risk threshold
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
Define/Refine Risk Management Approach
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Factor in project characteristics:

• Size
D
• Complexity
• Importance
ot
• Development approach
• Risk management plan
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
197 Version 3.0

Inherent Risk
Describe how Agile teams approach inherent risk:
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N
o
D
198 Version 3.0

Risk Identification Techniques
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Prompt list or
e
_________________________________________________________
at
_________________________________________________________
lic
Risk breakdown structure (RBS)

up
_________________________________________________________
_________________________________________________________
D
Affinity diagram
ot
_________________________________________________________
N
_________________________________________________________
o
D
199 Version 3.0

Risk Breakdown Structure
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Example RBS
is
D
or
e
at
lic
up
D
Assess Risks: Qualitative then Quantitative

ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
200 Version 3.0

Create Risk Probability and Impact Definitions
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
201 Version 3.0

Probability and Impact Matrix
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
202 Version 3.0

Risk Register: Example
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N

o
course.
D
203 Version 3.0

Risk List (Example)
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
e
at
lic
up
D
ot
N
o

D
course.
204 Version 3.0

Quantitative Risk Analysis Methods – two slides
Simulation
_________________________________________________________
e
ut
_________________________________________________________
Monte Carlo simulation (risk analysis)
ib
_________________________________________________________
tr
is
_________________________________________________________
D
Sensitivity analysis
or
_________________________________________________________
_________________________________________________________
e
at
Decision tree analysis

lic
_________________________________________________________
_________________________________________________________
up
Influence diagram
D
_________________________________________________________
ot
_________________________________________________________
N
Expected monetary value (EMV)

o
_________________________________________________________
D
_________________________________________________________
205 Version 3.0

Risks: Time, Cost and Life Cycle
Read this list of typical risks and think about how the project’s
life cycle affects the probability or severity of that risk.
e
Example risks:
ut
• Delivery date slips – Though adaptive projects use a
ib
dynamic scheduling model, controlling work in
sprints/iterations using cadences and time-boxing, it’s
tr
possible that customers want teams to work even
faster, or the schedule rolls on and on with no ”end” in
is
sight from stakeholders’ points of view.
D
• Stretched resources
• or
Lack of clarity
e
• Scope creep
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Risk Response: Good Practice

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
206 Version 3.0

Plan Risk Response: Guidelines and Terminology
Secondary risk
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Residual risk
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Contingency plan
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Contingency reserve
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
207 Version 3.0

Risk Response Strategies
e
ut
ib
tr
is
D
Threat
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Opportunity
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
End of Topic 3F
D
208 Version 3.0

TOPIC 3G | QUALITY
ECO Coverage
2.7 Plan and manage quality of products/deliverables
• Determine quality standard required for project deliverables (2.7.1)
e
ut
• Use methods to support compliance (3.1.4)
• Measure the extent to which the project is in compliance (3.1.7)
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
209 Version 3.0

Topic 3G: Quality
Planning for quality applies to the outcomes and deliverables

as well as the processes used in the project.
e
Quality
ut
_________________________________________________________
ib
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Cost of Quality (CoQ)
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Cost of Quality is based on Philip Crosby’s Quality is
D
Free.
ot
N
o
D
210 Version 3.0

Stakeholder and Customer Expectations of Quality
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Quality management plan
tr
_________________________________________________________
is
_________________________________________________________
D
Quality policy
or
_________________________________________________________
_________________________________________________________
e
at
Product/deliverable
lic
_________________________________________________________
up
_________________________________________________________
Processes
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
211 Version 3.0

Quality Management Plan
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Compliance Requirements
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Internal and external standards, such as:
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Compliance actions
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
212 Version 3.0

Quality Standards and Regulations
e
ut
ib
tr
is
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
What standards are relevant in your industry?

lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
Discussion: Quality Standards and Regulations

ot
_________________________________________________________
N
_________________________________________________________
o
D
Note your and other participant responses to this

discussion question, as it helps you to frame project
management content in scenario format.
213 Version 3.0

Quality Metrics, Checklists and Processes
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
e
at
lic
up
D
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N
o
D
214 Version 3.0

Quality Methods for Continuous Improvement
• Six Sigma (aka Lean Six Sigma) – DMAIC framework
_________________________________________________________
e
ut
_________________________________________________________
ib
• Kaizen – “change for better/improve”
tr
_________________________________________________________
is
_________________________________________________________
D
• (PDCA) Plan – Do – Check – Act – Shewhart/Deming
or
_________________________________________________________
e
_________________________________________________________
at
• Agile methods - Scrum, Kanban, Crystal Methods

lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Lesson 5 delivers a more detailed look at continuous

improvement. We recommend reading ahead about the
N
methods listed on this page.

o
End of Topic 3G
D
215 Version 3.0

TOPIC 3H | INTEGRATE PLANS
ECO Coverage
2.9 Determine appropriate project methodology/ methods and practices
e
• Consolidate the project/phase plans (2.9.1)
ut
• Assess consolidated project plans for dependencies, gaps, and
continued business value (2.9.2)
ib
• Analyze the data collected (2.9.3)
• Collect and analyze data to make informed project decisions (2.9.4)
tr
• Determine critical information requirements (2.9.5)
is
2.10 Manage project changes
• Determine strategy to handle change (2.10.2)
D
or
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at
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up
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N
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216 Version 3.0

Topic 3H: Integrate Plans
Finally, project professionals integrate all planning

activities to support the activities to deliver the vision and
expected value. The key to doing this as seamlessly as
e
possible is having an effective strategy for change
management.
ut
This topic addresses both the predictive process of
ib
project plan integration and change management that is
required of all projects.
tr
is
Integrating Plans: An Important Step
D
or
Why is plan integration important? Explain.
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Integrated project management plan

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
217 Version 3.0

Integrate Plans
e
Describe plan integration in a predictive approach.
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
_________________________________________________________
D
or
What do we mean by reframing the approach to plan
integration in hybrid approaches?
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
D
ot
How do adaptive projects provide a structure for

integrated planning?
N
_________________________________________________________
o
_________________________________________________________
D
218 Version 3.0

Change Control
e
Use a change management plan to set a process and
ut
assigned roles for change.
Change management plan
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
Change request (CR)

lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
219 Version 3.0

e
ut
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220 Version 3.0

Plan for Complexity and Change
• Organization’s system
• Human behavior
• Uncertainty or ambiguity
e
ut
Systems-based
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
Reframe the problem
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
Process-based
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
N
o
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221 Version 3.0

How to Approach Complex Plans: Fail Fast and Self-
Correct!
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
tr
End of Topic 3H
is
D
End of Lesson 3
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222 Version 3.0

LESSON 4 | LEAD THE PROJECT TEAM
e
ut
ib
tr
is
D
or
e
at
Description
lic
There are many ways to lead a team. No one approach is perfect for every situation.
The appropriate leadership style depends on the situation, the project, the stakeholders,
up
your skills, and many other factors. Project professionals must be astute in various
leadership styles to apply and knowledgeable about tailoring leadership to the team and
project needs.
D
ot
N
o
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223 Version 3.0

Topics
A. Craft Your Leadership Skills
B. Create a Collaborative Project Team Environment
C. Empower the Team
e
D. Support Team Member Performance
E. Communicate and Collaborate with Stakeholders
ut
F. Training, Coaching and Mentoring
G. Manage Conflict
ib
tr
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D
or
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224 Version 3.0

Lesson 4 Notes
TOPIC 4A | CRAFT YOUR LEADERSHIP SKILLS
e
ut
ECO Coverage
1.2 Lead a team
ib
• Value servant leadership (e.g., relate the tenets of servant leadership to the
team) (1.2.3)
tr
• Determine an appropriate leadership style (e.g., directive, collaborative)
(1.2.4)
is
• Distinguish various options to lead various team members and stakeholders
D
(1.2.7)
1.11 Engage and support virtual teams
• Implement options for virtual team member engagement (1.11.3)
or
e
at
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up
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N
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225 Version 3.0

Topic 4A: Craft Your Leadership Skills
Teams are made up of individuals with different skill sets,

backgrounds, experiences, and attitudes.
Cohesive, collaborative teams typically are productive and
e
effective. Leadership is a trait required of everyone on the
ut
project team. If you are the project manager or team lead,
then you also need to lead on leadership!
ib
This topic corresponds to the “People” domain of the ECO
and the “Power Skills” side of the PMI® Talent Triangle.
tr
is
Power Skills
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Guidelines for Developing Inclusive Leadership

lic
Competencies
up
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
226 Version 3.0

Leadership Skills and Competencies
• Communication
• Conflict management
• Critical thinking
e
• Cultural awareness
ut
• Decision-making
• Emotional Intelligence Technique (EQ or EI)
ib
• Ethical approach (PMI Code of Ethics and Professional
Conduct)
tr
• Expert judgment
is
• Facilitation
• Meeting management
D
• Negotiation
• Networking
•
or
Team building
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
227 Version 3.0

Interpersonal and Team Skills
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Active listening
is
_________________________________________________________
D
_________________________________________________________
or
Communication styles assessment
_________________________________________________________
e
at
_________________________________________________________
lic
up
D
ot
N
o
D
228 Version 3.0

Leadership Styles: Tailoring Considerations
• Experience with project type

• Team member maturity
• Organizational governance structures
e
• Distributed project teams
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
_________________________________________________________
D
Leadership types:
Style
Direct or Characteristics
e
at
Consultative
lic
up
Servant
Leadership
D
ot
Consensus/
collaborative
N
o
Situational
D
229 Version 3.0

Leadership ≠ Management
Ensure you know the differences between these concepts.
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Servant Leadership
or
e
at
Servant leadership
lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
230 Version 3.0

Adopt a Growth Mindset
Growth mindset
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Team building
or
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
ot
N
_________________________________________________________
o
D
231 Version 3.0

Tuckman’s Stages of Team Development (Review)
Forming
_________________________________________________________
e
ut
_________________________________________________________
Storming
ib
_________________________________________________________
tr
is
_________________________________________________________
D
Norming
or
_________________________________________________________
_________________________________________________________
e
at
Performing
lic
_________________________________________________________
_________________________________________________________
up
Adjourning
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
232 Version 3.0

Balance Team Tone with Sense of Urgency
Tone
_________________________________________________________
e
_________________________________________________________
ut
Urgency
ib
_________________________________________________________
tr
_________________________________________________________
is
How do you strike the balance between a positive
D
team tone and fostering the appropriate sense of
urgency?
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
Virtual Team Member Engagement

up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
233 Version 3.0

Virtual Team Member Best Practices
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
End of Topic 4A
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
234 Version 3.0

TOPIC 4B | CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT
ECO Coverage
2.12 Manage project artifacts
e
• Determine the requirements (what, when, where, who) for managing the
ut
project artifacts (2.12.1)
• Validate that the project information is kept up to date (i.e., version control)
ib
and accessible to all stakeholders (2.12.2)
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
235 Version 3.0

Topic 4B: Create a Collaborative Project Team
Environment
We just discussed leading the people in your project. Now

let’s look at best practices for ensuring work can happen
e
smoothly. This topic includes creating a structure for
physical and virtual working, including workspace
ut
management, project artifact and document creation, and
configuration management.
ib
Where and How the Team Works
tr
is
• Colocation
• Environment
D
• Meaningful interaction
• Ground rules
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
236 Version 3.0

“Agile” Space for Hybrid Teams
• Colocation
• Collaboration
e
• Communication
ut
• Transparency
• Visibility
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
Explain the importance of transparency/visibility:
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
237 Version 3.0

Work Information Management Systems
Project Management Information Systems (PMIS)
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Artifact management systems
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Importance of Artifacts
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Information Storage and Distribution Good Practices

ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
238 Version 3.0

Standardize Artifacts: What to Include
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Tailor Artifacts
D
or
Predictive
e
_________________________________________________________
at
lic
_________________________________________________________
_________________________________________________________
up
D
Hybrid/Adaptive
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
239 Version 3.0

Maintain Artifacts
Configuration management plan
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Configuration management system
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
lic
up
D
ot
N
o
D
240 Version 3.0

Version Control
Definition and use:
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
End of Topic 4B
is
D
or
e
at
lic
up
D
ot
N
o
D
241 Version 3.0

TOPIC 4C | EMPOWER THE TEAM
ECO Coverage
1.2 Lead a team
e
• Support diversity and inclusion (e.g., behavior types, thought process) (1.2.2)
ut
• Inspire, motivate, and influence team members/stakeholders (e.g., team
contract, social contract, reward system) (1.2.5)
ib
• Determine and bestow level(s) of decision-making authority (1.4.4)
tr
is
Topic 4C: Empower the Team
D
or
Empower Teams with EI and Fluid Communication
In 2016, “After years of analysing interviews and data from
e
more than 100 teams, [Google researchers] found that the
at
drivers of effective team performance are the group’s average

level of emotional intelligence and a high degree of
communication between members.”
lic
What are your thoughts about these findings, and how are they
up
related to empowering a team?
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
From “Great Teams Are About Personalities, Not Just

Skills” by Dave Winsborough and Tomas Chamorro-
o
Premuzic. Harvard Business Review

D
January 25, 2017. Accessed online 12/2022.

URL: https://hbr.org/2017/01/great-teams-are-about-
personalities-not-just-skills
242 Version 3.0

Empowerment, Unity, Autonomy
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Goal:
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Support Diversity, Equality, and Inclusion (DE&I)
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Team DE&I development objectives include:

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
This topic follows from the DE&I Standards topic in

Lesson 2. As with other leadership topics, we plan for
D
and then support various aspects of a project or

project team.
243 Version 3.0

Create Psychological Safety and Embrace Diversity
Psychological safety
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Healthy work settings include:
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Motivational Theories/Approaches
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
How well do you know:
• Maslow’s Hierarchy of Needs

ot
• Herzberg’s Motivation-Hygiene Theory

• McGregor’s Theory X and Y
N
• McClelland’s Achievement Motivation Theory

o
D
244 Version 3.0

Maslow’s Hierarchy of Needs
e
ut
ib
tr
is
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Herzberg’s Motivation-Hygiene Theory (aka Two-Factor

lic
Theory)
up
D
ot
N
o
D
_________________________________________________________
_________________________________________________________
245 Version 3.0

McGregor’s Theory X and Theory Y
Theory X
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Theory Y
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
McClelland’s Achievement Motivation Theory
at
lic
up
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
246 Version 3.0

Uphold Team Charter and Ground Rules
Checklist
• Visibility
e
• Updated rules
ut
because of changes
•
ib
New team member
induction
tr
• Ground rule violations
is
How to deal with ground rule violations:
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Use Rewards and Recognition

D
Rewards
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
247 Version 3.0

Recognition
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Decision-Making: Empower the Team to Act
tr
Consensus
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Decision-Making: Opportunities to Empower the Team
at
Activities
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
Risks
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
248 Version 3.0

Decision-Making Methods
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Voting
tr
is
D
or
e
Multicriteria
at
decision
analysis
lic
up
D
ot
Autocratic
decision
N
making
o
D
249 Version 3.0

Decision-Making Methods: Voting
Unanimity
e
ut
ib
tr
Majority
is
D
or
e
Plurality
at
lic
up
Voting methods:
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
250 Version 3.0

Display Task Accountability
Why do we need to do this?
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
Predictive
D
_________________________________________________________
or
_________________________________________________________
e
at
Hybrid/Adaptive
lic
_________________________________________________________
_________________________________________________________
up
End of Topic 4C
D
ot
N
o
D
251 Version 3.0

TOPIC 4D | SUPPORT TEAM MEMBER PERFORMANCE
ECO Coverage
e
1.3 Support team performance
• Appraise team member performance against key performance indicators
ut
(KPIs) (1.3.1)
• Support and recognize team member growth and development (1.3.2)
ib
• Determine appropriate feedback approach (1.3.3)
• Verify performance improvements (1.3.4)
tr
1.14 Promote team performance through the application of emotional intelligence
is
• Assess behavior through the use of personality indicators (1.14.1)
• Analyze personality indicators and adjust to the emotional needs of key
D
project (1.14.2)
or
e
at
lic
up
D
ot
N
o
D
252 Version 3.0

Topic 4D: Support Team Member Performance
Supported team members perform better and are

motivated to do their best work. You’ll need strategies to
maintain support for individuals on the whole team. These
e
are mainly focused on emotional intelligence and
communication.
ut
Please note that though this topic title is very
ib
similar to the title of Lesson 5, this section is about
supporting individuals.
tr
Lesson 5 “Support Project Team Performance”
addresses how we support the team.
is
Manage and Lead
D
Management by Objectives
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
Servant Leadership
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
N
o
D
253 Version 3.0

Assess Team Member Performance to…
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
_________________________________________________________
D
_________________________________________________________
or
e
at
_________________________________________________________
lic
_________________________________________________________
up
Performance Assessment Tasks

D
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
254 Version 3.0

Personality Indicators: Look Beyond Introvert/Extrovert
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
D
DO: DON’T:
or
e
at
lic
up
Commonly used tools

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
255 Version 3.0

Use Personality Research to Coach Team Members
Personality can affect
_________________________________________________________
e
ut
_________________________________________________________
ib
Psychological team roles
tr
_________________________________________________________
is
_________________________________________________________
D
Using the list of psychological team roles, which types of
or
project tasks or process roles would you associate them
with?
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
256 Version 3.0

Emotional Intelligence - 5 components
Emotional self-awareness
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Self-regulation
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Motivation
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
Empathy (discussed in more depth in next slides)

D
_________________________________________________________
ot
_________________________________________________________
N
Social Skills
o
_________________________________________________________
D
_________________________________________________________
257 Version 3.0

Emotional Intelligence: Overview
e
ut
ib
tr
is
D
or
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Goleman, D. (1995) Emotional Intelligence: Why It

Can Matter More Than IQ
N
o
D
258 Version 3.0

Empathy
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Inward
tr
_________________________________________________________
is
_________________________________________________________
D
Onward
or
_________________________________________________________
_________________________________________________________
e
at
Social Skills
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
259 Version 3.0

Motivation Elements
Achievement/drive
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Commitment
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Initiative or
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Optimism
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
End of Topic 4D
D
260 Version 3.0

TOPIC 4E | COMMUNICATE AND COLLABORATE WITH STAKEHOLDERS
ECO Coverage
e
• Communicate project information and updates effectively (2.2.3)
ut
• Confirm communication is understood and feedback is received (2.2.4)
1.2 Lead a team
ib
• Analyze team members’ and stakeholders’ influence (1.2.6)
2.4 Engage stakeholders
tr
• Engage stakeholders by category (2.4.3)
is
1.9 Collaborate with stakeholders
• Optimize alignment between stakeholder needs, expectations, and project
D
objectives (1.9.2)
• Build trust and influence to accomplish project objectives (1.9.3)
3.2
or
Evaluate and deliver project benefits and value
• Apprise stakeholders of value gained by the project (3.2.5)
e
at
lic
up
D
ot
N
o
D
261 Version 3.0

Topic 4E: Communicate and Collaborate with
Stakeholders
Information, relationships, progress — everything depends

on successful communication. We discussed how to plan
e
for it in lesson 2, topic A: “Identify and Engage
Stakeholders.”
ut
Now we move into execution and to explore effective
ib
communication and collaboration with stakeholders.
tr
“Communication is the real work of leadership”
is
Communications are both personal and strategic. As a
project leader, you need to manage volumes of informal
D
and formal conversations, emails documents and so on.
or
You also must establish healthy, collaborative working
relationships within the team and with stakeholders.
Project managers spend a great deal of time

e
communicating with stakeholders, so it is important to
at
ensure the right information is getting to the right

stakeholder so timely decisions can be made, issues
lic
addressed, and expectations met.
Collaboration with stakeholders looks different in each

up
project, but let’s look at some general guidelines.

D
ot
N
o
D
262 Version 3.0

Monitor Stakeholders and Their Engagement
e
ut
ib
tr
is
D
or
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
263 Version 3.0

Communications Management Plan
Identifies team members and stakeholders as:
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Lists stakeholders’ communication requirements,
is
including:
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
Processes/guidance/templates for:
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
Project information:
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
264 Version 3.0

Managing Project Communications: Communications
Matrix
This is a shorter form of a communications management

plan.
e
ut
Format – spreadsheet, whiteboard, other
ib
Contents:
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Communications: Two Ways

lic
Active listening
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
Effective feedback is:

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
265 Version 3.0

Reports and Formal Communication
Can you think of some examples?
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
How to Collaborate
is
Guidelines for collaboration
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
266 Version 3.0

Use Information Radiators: Keep Information Visible
Formats and benefits
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Watch a video and gain further information on
D
information radiators in lesson 5!
or
Collaboration Activities
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Communicate and Collaborate to Negotiate

D
_________________________________________________________
_________________________________________________________
ot
_________________________________________________________
N
o
D
267 Version 3.0

Meetings
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Stakeholder Engagement Assessment Matrix (SEAM)
tr
Explain how to use this tool to help collaboration and
is
communication with stakeholders:
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
End of Topic 4E
up
D
ot
N
o
D
268 Version 3.0

TOPIC 4F | TRAINING, COACHING AND MENTORING
ECO Coverage
e
1.6 Build a team
• Appraise stakeholder skills (1.6.1)
ut
1.5 Ensure that team members/stakeholders are adequately trained
ib
• Determine required competencies and elements of training (1.5.1)
• Determine training options on training needs (1.5.2)
tr
• Allocate resources for training (1.5.3)
is
• Measure training outcomes (1.5.4)
1.13 Mentor relevant stakeholders
D
• Allocate the time for coaching mentoring (stakeholders) (1.13.1)
• Recognize and act on coaching mentoring opportunities (1.13.2)
or
Topic 4F: Training, Coaching and Mentoring
e
at
Let’s move from collaboration to training with team

members and stakeholders. This is a different leadership
topic, but still within the realm of “working together.”
lic
Foster a Knowledge-Sharing Culture

up
_________________________________________________________
D
_________________________________________________________
ot
Agile coach / scrum master role

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
269 Version 3.0

Training, Coaching and Mentoring: Descriptions
Descriptions and uses of each
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
or
e
at
lic
up
D
How to Acquire Required Competencies

ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
270 Version 3.0

Plan for Training, Coaching and Mentoring
Describe a well-rounded plan for training, coaching and

mentoring:
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Know the Value of Training, Coaching and Mentoring
is
Treat knowledge as an asset!
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Training, Coaching and Mentoring Discussion

lic
• Have you ever had a valuable trainer, coach, or

mentor?
up
• Describe why they were effective.

• Would people think you are a valuable trainer, coach,
D
or mentor? Why?
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
271 Version 3.0

Elements of Training
Tailor training options to the team:
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
Coach Teams and Individuals in Project Management
or
Explain the value of sharing project management with
others. Which types of knowledge should be shared?
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
Coach Groups and Individuals
Explore this diagram about coaching strategies in adaptive

and hybrid teams! Note the two levels of coaching: individual
and team coaching.
272 Version 3.0

e
ut
ib
tr
is
D
or
e
Self-Organizing Teams Collaborate and Learn
at
Tacit knowledge
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Measuring Training Outcomes

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
273 Version 3.0

Maintain Mentorships
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Optional further reading: “Mentoring: a key
is
competency for program and project professionals”
URL:
https://www.pmi.org/learning/library/mentoring-
D
key-competency-program-project-professionals-
6264
End of Topic 4F
or
e
at
lic
up
D
ot
N
o
D
274 Version 3.0

TOPIC 4G | MANAGE CONFLICT
ECO Coverage
1.1 Manage conflict
e
• Interpret the source and stage of the conflict (1.1.1)
ut
• Analyze the context for the conflict (1.1.2)
• Evaluate/recommend/reconcile the appropriate conflict resolution solution
ib
(1.1.3)
1.12 Define team ground rules
tr
• Discuss and rectify ground rule violations (1.12.3)
1.10 Build shared understanding
is
• Investigate potential misunderstandings (1.10.4)
• Break down situations to identify the root cause of a misunderstanding
D
(1.10.1)
or
Topic 4G: Manage Conflict
e
An extremely important part of project leadership is
at
maintaining a peaceful, productive working environment in

which conflict is managed. In this section, we learn how to
deal with conflicts, so that when they arise or escalate, you can
lic
attend to them.
Why Conflict Management Matters
up
Ineffective conflict management leads to:

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Effective conflict management leads to:

D
_________________________________________________________
_________________________________________________________
275 Version 3.0

Conflict Management: Roles
Is conflict management different in predictive and adaptive

teams? How so? Who does what?
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Causes of Conflict: Context
is
Describe the common causes of conflict and contexts
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
Conflict as Part of Team Culture

lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Optional further reading on psychological safety on

D
PMI.org.
276 Version 3.0

How to Handle Conflict
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Use Leas’ Levels of Conflict
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
lic
up
D
ot
N
o
• Level 1 - Problem to solve: Differences are identified,

D
then shared and discussed among members. This level

is a problem or task-oriented conflict, not a person or
relationship-oriented conflict.
277 Version 3.0

• Level 2 - Disagreement: Personalities and issues mix;
therefore, problems cannot be identified. At this stage,
people begin to distrust one another and make
problems personal.
• Level 3 - Contest: Win/lose dynamic emerges, followed
e
by taking sides, distorted communication, personal
attacks. Conflict objectives shift from focus on self-
ut
protection to winning the argument. People feel
threatened or invigorated and ready to fight.
ib
• Level 4 - Fight/Flight: Conflict participants may shift
from winning to now trying to hurt or get rid of their
tr
opponents. Intervention is required.
is
• Level 5 - Intractable situation/War: People are now
incapable of having a clear understanding of issues.
D
Efforts to destroy others’ reputation, positions, or well-
being are common. This eventually ruins the
or
relationship.
Leas, Speed B. Leadership and Conflict. Nashville:

e
Abingdon Press, 1983.
at
Use Interpersonal Skills to Manage Conflict

lic
Emotional
Intelligence
up
Influencing
D
Leadership
ot
Decision-Making
N
Active Listening
o
Conflict Management Approaches

D
Smooth/
Accommodate
278 Version 3.0

Withdraw/
Avoid
e
ut
Compromise/
Reconcile
ib
tr
Force/
Direct
is
D
Collaborate/
Problem Solve
or
e
at
End of Topic 4G
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up
End of Lesson 4
D
ot
N
o
D
279 Version 3.0

Lesson 5: Support Project Team Performance
e
ut
ib
tr
is
D
or
e
at
Description
lic
This lesson explores concepts and tasks related to ensuring the team is doing its best
work and stays on track to achieving successful project outcomes.
We explore both the “People” and “Process” domains of the ECO in this lesson.
up
D
ot
N
o
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280 Version 3.0

Topics
A. Implement ongoing improvements
B. Support performance
C. Evaluate project progress
D. Manage project issues and impediments
e
E. Manage project changes
ut
ib
tr
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D
or
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o
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281 Version 3.0

Lesson Notes
TOPIC 5A | IMPLEMENT ONGOING IMPROVEMENTS
e
Topics Covered
ut
Continuous Improvement (CI)
ib
• Plan continuous improvement methods, procedures, and tools
• Assess CI framework
tr
• Plan CI methods, procedures, tools
is
• Recommend/Execute CI steps
D
Topic 5A: Implement Ongoing Improvements
or
This lesson addresses the importance of continuous
improvement (CI) methods to project practitioners and
e
organizations.
at
Continuous improvement is a foundation of agile

practices and best/good practices in organizations.
lic
Even though CI does not appear on the ECO, it is an

essential part of the project manager role.
up
Continuous Improvement (CI)
Definition and description

D
_________________________________________________________
ot
_________________________________________________________
N
What is ‘kaizen’?
o
_________________________________________________________
D
_________________________________________________________
282 Version 3.0

Kaizen Video
A look at the approaches that are widely credited

as the beginning of the CI knowledge area.
e
ut
ib
tr
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
Assess Current CI Methods
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Lean Six Sigma

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
283 Version 3.0

Conduct Retrospectives: Review and Improve Methods
How to conduct a retrospective:
• Prepare topics for inspiration
e
• On a board, make two columns: “What Went Well” and
“What Could Be Improved”
ut
• Ask attendees to add items to these lists
• Allow each participant to identify the reason for the
ib
improvement
• Decide common items that need improvement and
tr
mark them
is
• Narrow the list to those improvement areas that will
bring value in the next sprint
D
• Get team consensus on the plan improvement
• Update these tasks on the backlog after a discussion
• or
with the product owner
Implement changes
e
What could you be doing better?
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Improve Your Improvement Methods

D
_________________________________________________________
284 Version 3.0

_________________________________________________________
_________________________________________________________
e
A/B testing
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Pareto chart
D
_________________________________________________________
or
_________________________________________________________
e
80/20 rule
at
_________________________________________________________
lic
_________________________________________________________
up
Update Processes and Standards

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Continuous Improvement Discussion

D
What are improvement procedures in your organization?

What methods do you use?
285 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
Lead with an Improvement Mindset
ib
_________________________________________________________
tr
is
_________________________________________________________
D
_________________________________________________________
End of Topic 5A
or
e
at
lic
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ot
N
o
D
286 Version 3.0

TOPIC 5B | SUPPORT PERFORMANCE
ECO Coverage
e
• Communicate project information and updates effectively (2.2.3)
ut
• Confirm communication is understood and feedback is received (2.2.4)
ib
• Support team task accountability (1.4.2)
• Evaluate demonstration of task accountability (1.4.3)
tr
1.6 Build a team
is
• Continuously assess and refresh team skills to meet project needs (1.6.3)
• Maintain team and knowledge transfer (1.6.4)
D
2.11 Manage project artifacts
• Continually assess the effectiveness of the management of the project
2.13
artifacts (2.12.3)
or
Determine appropriate project methodology/methods and practices
• Use iterative, incremental practices throughout the project life cycle (e.g.,
e
lessons learned, key stakeholder engagement, risk) (2.13.4)
at
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o
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287 Version 3.0

Topic 5B: Support Performance
Supported teams perform better and are motivated to do their

best work.
e
This lesson explores good practices for ensuring team
cohesion during execution of project work.
ut
ib
Project Team Leadership Objectives
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Manage with Objectives, Tolerances, Thresholds
e
at
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up
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ot
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
288 Version 3.0

The Project Manager’s Role: Centralized Model
Predictive
e
ut
• Ensures alignment of due dates — project deliverables,
project life cycle and benefits realization plan
ib
• Provides a project management plan
• Ensures creation and use of appropriate knowledge
tr
to/from the project
is
• Manages project performance and changes to project
activities
D
• Makes integrated decisions about key changes that
impact the project
•
•
or
Measures and monitors progress, and takes
appropriate action
Collects, analyzes, and communicates project
e
information to relevant stakeholders
at
• Ensures completion of all project work and formally

closes each phase, contract, and the project as a whole
lic
• Manages phase transitions when necessary

up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
289 Version 3.0

Teams Roles and Responsibilities to Support
Performance: Review Exercise
Fill in the blanks using the role labels at left.
e
In this hybrid project, the _________________ oversees project
ut
management plan integration, but delegates control of
PROJECT detailed product planning and delivery to the
ib
MANAGER _________________.
tr
TEAM
The _________________ focuses on building a cross-functional
is
team, a collaborative decision-making environment and
SCRUM
ensuring the team can respond to changes.
MASTER/
D
AGILE
The process role of _________________ helps the team
COACH
PRODUCT
OWNER or
to understand the agile mindset and use scrum processes.
e
To develop the SLC product, the _________________ is the local
at
domain expert that plans how to do the work and the

_________________ looks after value creation.
lic
Answers are on the next page.

up
Optimize Communication
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
290 Version 3.0

In this hybrid project, the project manager oversees project
management plan integration, but delegates control of
detailed product planning and delivery to the team.
The project manager/agile coach / scrum master focuses on
e
building a cross-functional team, a collaborative decision-
making environment and ensuring the team can respond to
ut
changes.
ib
The process role of agile coach / scrum master helps the
team to understand the agile mindset and use scrum
tr
processes.
is
To develop the SLC product, the team is the local domain
D
expert that plans how to do the work and the product owner
looks after value creation.
or
Use Feedback to Support High Performance
e
_________________________________________________________
at
lic
_________________________________________________________
_________________________________________________________
up
Support Team Task Accountability

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
291 Version 3.0

Show Roles and Responsibilities: RAM/RACI
Leadership and management roles
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Responsibility assignment matrix
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Some accountabilities are set and not transferable, even on

e
agile teams. Can you give an example?
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
292 Version 3.0

Curate Knowledge as an Asset
Explicit knowledge
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Tacit knowledge
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Additional notes:
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
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293 Version 3.0

Incorporate Knowledge Transfer
Community of practice (COP)
_________________________________________________________
e
ut
_________________________________________________________
ib
Work shadowing
tr
_________________________________________________________
is
_________________________________________________________
D
Additional notes:
or
_________________________________________________________
_________________________________________________________
e
at
lic
up
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ot
N
o
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294 Version 3.0

Knowledge Management: Three Levels
_________________________________________________________
e
_________________________________________________________
ut
Individual
ib
What do
team members
need to know to
tr
perform project
work?
is
Project
D
What’s required
to achieve
project goals?
Organization
What’s required
to manage
or
e
programs or
at
portfolios?
lic
up
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ot
N
o
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295 Version 3.0

Learn the Right Way to Motivate Your Team
_________________________________________________________
_________________________________________________________
e
ut
ib
tr
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DO: DON’T:
D
or
e
at
lic
Continuously Realign Team Efforts with Value Delivery

up
_________________________________________________________
D
_________________________________________________________
ot
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N
_________________________________________________________
o
D
296 Version 3.0

Check on Artifact Maintenance
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
End of Topic 5B
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or
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297 Version 3.0

TOPIC 5C | EVALUATE PROJECT PROGRESS
ECO Coverage
e
2.8 Plan and manage scope
• Monitor and validate scope (2.8.3)
ut
2.6 Plan and manage schedule
• Measure ongoing progress based on methodology (2.6.4)
ib
• Modify schedule, as needed, based on methodology (2.6.5)
• Coordinate with other projects and other operations (2.6.6)
tr
2.5 Plan and manage budget and resources
is
• Monitor budget variations and work with governance process to adjust as
necessary (2.5.3)
D
• Examine the business value throughout the project (2.1.2)
2.7
or
Plan and manage quality of products/deliverables
• Continually survey project deliverable quality (2.7.3)
• Recommend options for improvement based on quality gaps (2.7.2)
e
at
lic
Topic 5C: Evaluate Project Progress

up
In this topic, we’ll learn how to measure project progress and

set it up for success.
D
ot
Guidelines to Measuring Performance

N
Scope
o
_________________________________________________________
D
_________________________________________________________
Schedule
298 Version 3.0

_________________________________________________________
_________________________________________________________
e
Budget
ut
_________________________________________________________
ib
_________________________________________________________
tr
Resources
is
_________________________________________________________
D
_________________________________________________________
Quality or
e
_________________________________________________________
at
_________________________________________________________
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Risk
_________________________________________________________
up
_________________________________________________________
D
Report on Performance: Tailor if Required

ot
_________________________________________________________
N
_________________________________________________________
o
Milestone schedule
D
Quality reports
299 Version 3.0

Earned value
management (EVM)
reports
Variance analysis
reports
Work performance
e
dashboards
ut
Monitor Scope
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Description
or Method
e
Scope baseline is: Measure completion of project
scope against the scope
at
• Approved version of the project scope

statement baseline.
• Work breakdown structure (WBS)
lic
Associated WBS dictionary

Scope evolves from: Check user stories and DoD
• Initial product roadmap to against customer feedback and
up
• Release backlog to product requirements

• Iteration backlogs
Backlogs (including product features and
D
functions and user stories) reflect identified,

updated, and reprioritized product needs
Any combination of the above.
ot
N
Scope Validation: Customer Accepts Completed

o
Deliverables
D
_________________________________________________________
_________________________________________________________
300 Version 3.0

1. In a predictive
development approach, _________________________________________________________
which artifact helps
determine the _________________________________________________________
acceptance criteria?
e
a. Responsibility
traceability matrix
ut
How does the customer accept the
b. Scope statement deliverables in each type of life cycle?
c. Team charter
ib
d. Stakeholder
engagement plan
tr
is
2. In an adaptive
development approach,
D
what helps determine
that the acceptance
criteria for user stories
have been met?
a. Product roadmap
or
e
b. Definition of done
c. Release plan
at
d. Kanban board
lic
The answers are on the next

page of this Student Workbook.
up
D
ot
N
Answers
o
B. Scope statement
D
B. Definition of done
301 Version 3.0

Measure Schedule Performance
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Earned value (EV)
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
Quality metric or
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Variance analysis
D
_________________________________________________________
ot
_________________________________________________________
N
Schedule Management Tools

o
List and describe some schedule management tools used in

predictive approaches:
D
_________________________________________________________
302 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Visualize Performance
is
Explain how we show committed versus completed work:
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
ot
Information Radiators Video

N
A look at the information radiators and the value

they provide.
o
D
303 Version 3.0

e
ut
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
Burns Charts: Burndown (Iteration)

D
_________________________________________________________
_________________________________________________________
304 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
ib
tr
is
D
Burns Charts: Burnup (Release)
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
D
ot
N
o
Task Board
D
_________________________________________________________
_________________________________________________________
305 Version 3.0

_________________________________________________________
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
D
_________________________________________________________
or
e
at
lic
up
D
ot
Estimate Velocity: Aim for Constant Rate

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
306 Version 3.0

e
ut
ib
tr
is
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
N
o
D
307 Version 3.0

Continuous Flow Diagram: Measure Throughput, Lead
and Cycle Time
e
ut
ib
tr
is
D
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Budget Challenges
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
308 Version 3.0

Earned Value Management (EVM) – two slides
Define and describe EVM
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
309 Version 3.0

EVM Measures for Schedule Control
Make note of definitions and formulas!
Schedule variance - Is the project progressing on schedule?
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Schedule performance index - How efficiently is the team
is
working?
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
EVM Measures for Cost Control

lic
Cost variance - Is the project on budget?

up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
Cost performance index - How efficient is my project?

N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
310 Version 3.0

EAC/ETC Analysis
EAC – Estimate at completion

ETC – Estimate to complete
• Are more funds required
e
• What will the project cost in total?
ut
• How much more is required to complete the planned
work?
ib
tr
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
EVM
e
at
Here we consider how EVM can be used and the benefits in

different kinds of projects.
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Manage and Lead Resources

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
311 Version 3.0

Physical Resource Management
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Update Resource Allocation
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
e
Handle Contract Changes and Disputes
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
Quality Management Guidelines

ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
312 Version 3.0

Evaluate and Manage Quality
Predictive
e
ut
ib
tr
is
Adaptive
D
or
e
at
Quality Audit
lic
Define and describe

up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Additional notes:
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
313 Version 3.0

Control Quality Tools
List the tools used to control quality in the following tasks:
Data gathering
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
Data analysis
D
_________________________________________________________
or
_________________________________________________________
Data representation
e
at
_________________________________________________________
lic
_________________________________________________________
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Control Quality Tools: Example

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
314 Version 3.0

Data Visualization: Quality Tool—Cause and Effect
Diagram
What is this diagram also called?
e
_________________________________________________________
ut
Explain how this diagram works
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
e
at
lic
up
D
ot
N
o
D
Example from PMBOK Guide – 6th Edition
315 Version 3.0

Data Visualization: Quality Tool — Scatter Diagram
e
ut
ib
tr
is
D
or
e
Explain how this tool works
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
316 Version 3.0

Data Visualization: Quality Tool — Control Chart
e
ut
ib
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Data Visualization: Quality Tool — Histogram and Pareto
Chart
e
at

lic
_________________________________________________________
up
_________________________________________________________
D
ot
N
o
D
317 Version 3.0

Ensure Quality of Processes and Product
During project execution, we need to create, update, and

validate the quality of project processes and products.
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
Verify Deliverables
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
Evaluate and Manage Risk

up
How do you know that risk management is

adequate/working for a project?
D
_________________________________________________________
ot
_________________________________________________________
N
Can you identify some typical risk management practices

o
that keep projects progressing fluidly?

D
_________________________________________________________
_________________________________________________________
318 Version 3.0

Monitor Risks
Guidelines
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Questions to ask
D
_________________________________________________________
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
Review Your Reserves

up
Reserve analysis
_________________________________________________________
D
_________________________________________________________
ot
Additional notes:
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
319 Version 3.0

Risk Register
Guidelines
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Risk Management Discussion
is
When you think about risks in a project, which
do you think are the most serious? How do you
D
know?
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Manage Compliance as the Highest Priority

D
Guidelines for managing compliance
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
_________________________________________________________
320 Version 3.0

Examine Business Value
How often and how well does your project team really focus
efforts on examining the business value of the project during
execution? How could you improve this?
e
_________________________________________________________
ut
_________________________________________________________
ib
_________________________________________________________
tr
is
End of Topic 5C
D
or
e
at
lic
up
D
ot
N
o
D
321 Version 3.0

TOPIC 5D | MANAGE PROJECT ISSUES AND IMPEDIMENTS
ECO Coverage
2.15 Manage project issues
e
• Recognize when a risk becomes an issue (2.15.1)
ut
• Attack the issue with the optimal actions to achieve project success (2.15.2)
• Collaborate with relevant stakeholders on the approach to resolve the issues
ib
(2.15.3)
tr
1.7 Address and remove impediments, obstacles, and blockers for the team
• Determine critical impediments, obstacles, and blockers for the team (1.7.1)
is
• Prioritize critical impediments, obstacles, and blockers for the team (1.7.2)
• Use network to implement solutions to remove impediments, obstacles, and
D
blockers for the team (1.7.3)
• Re-assess continually to ensure impediments, obstacles and blockers for the
team are being addressed (1.7.4)
or
e
Topic 5D: Manage Project Issues and Impediments
at
Change is inevitable, but it is rarely insurmountable. Let’s

lic
look at strategies, tools, and techniques for managing

project changes!
up
Problem Vocabulary: Impediments, Obstacles and

D
Blockers
ot
Describe the role of the servant leader (project manager)

in removing obstacles for the team:
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
322 Version 3.0

Issue or Impediment? Just Solve the Problem
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
The difference between the terms ‘issue log’ and
‘impediment log’ is primarily due to use of the
tr
Scrum framework. However, adaptive teams tend
to use the term ‘impediment log’ while predictive
is
teams use ‘issue log’.
Risks and Issues
D
Ensure you understand the relationship between risks and
issues.
or
• A risk is generally defined as an event that might
impact a project.
• An issue is a risk that has happened and will impact
e
the project.
at
• An issue can also just happen, without a known risk

being present – these kinds of issues arise from
lic
unknown factors
Risks
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Issues
o
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
323 Version 3.0

Issues
These are the areas in a project that are prone to issues:
e
ut
ib
tr
is
D
or
e
Can you think of some examples?
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
324 Version 3.0

Issue Resolution: Guidelines
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Example issue log:
is
D
or
e
at
lic
Discover and Solve Impediments Using Scrum
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
Remove Impediments: Overview

o
D
_________________________________________________________
_________________________________________________________
325 Version 3.0

_________________________________________________________
_________________________________________________________
e
Discussion
ut
How does your team solve problems?
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
End of Topic 5D or
e
at
lic
up
D
ot
N
o
D
326 Version 3.0

TOPIC 5E | MANAGE PROJECT CHANGES
ECO Coverage
3.3 Evaluate and address external business environment changes for impact on
e
scope
• Survey changes to external business environment (e.g., regulations,
ut
technology, geopolitical, market) (3.3.1)
• Assess and prioritize impact on project scope/backlog based on changes in
ib
external business environment (3.3.2)
• Recommend options for scope/backlog options (e.g., schedule, cost
tr
changes) (3.3.3)
is
• Continually review external business environment for impacts on project
scope/backlog (3.3.4)
D
2.10 Manage project changes
• Anticipate and embrace the need for change (e.g., follow change
management practices (2.10.1)
or
• Execute change management strategy according to the methodology
(2.10.3)
e
• Determine a change response to move the project forward (2.10.4)
at
lic
Topic 5E: Manage Project Changes

up
D
Interactive/Discussion
Which constitutes a change in a project?
Can a change come from anywhere?
ot
How does the life cycle and development approach affect our
response to change?
N
_________________________________________________________
o
D
_________________________________________________________
_________________________________________________________
327 Version 3.0

Causes of Project Changes
Typical causes for changes in predictive projects:

• Inaccurate initial estimates
• New regulations
• Missed requirements
e
• Specification changes
ut
Are any of these also causes of changes in adaptive projects?
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Be a Changemaker and a Change Leader
e
• Be a diligent, respectful, and caring steward
at
• Recognize, evaluate, and respond

to system interactions
lic
• Navigate complexity
• Create a collaborative project team environment
up
• Demonstrate leadership behaviors

• Optimize risk responses
• Effectively engage with stakeholders
D
• Tailor based on context

• Embrace adaptability and resiliency
ot
• Focus on value
• Build quality into processes and deliverables
N
• Enable change to achieve the envisioned future state

o
How many of these project management principles are

associated with the concept of change?
D
Explore PMI’s Make Reality hub, the virtual home of

changemakers!
328 Version 3.0

Monitor the External Business Environment
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
Manage Change: Overview and Controls
is
Notes on change controls across development approaches
D
_________________________________________________________
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
up
D
ot
N
o
D
329 Version 3.0

Change Management Process Flowchart
Effective change control system includes:
• Forms
• Tracking methods - a change log updated at each step
e
• Processes
ut
• Approval levels required for authorizing or rejecting
requested changes
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Every change request ends in one of two ways — either it is
rejected, or the project is rebalanced. Explore the change
e
management process pathways in the diagram below:
at
lic
up
D
ot
N
o
D
330 Version 3.0

Change Requests: Four Types
• Corrective action
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
• Preventive action
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
• Defect repair
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
• A change
ot
_________________________________________________________
N
_________________________________________________________
_________________________________________________________
o
D
331 Version 3.0

Change Control Systems: Change Control Board
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Change control board
tr
_________________________________________________________
is
_________________________________________________________
D
_________________________________________________________
or
Manage Contract Changes and Resolve Problems
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Contract Change Control System

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
332 Version 3.0

Types of Contract Changes
Component
e
Administrative
ut
changes
ib
Contract
tr
modification
is
D
Supplemental
agreement
Constructive
or
e
changes
at
lic
Termination of
contract
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
333 Version 3.0

Legal Concepts When Managing Disputes
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
D
or
e
at
Process, Adjudicate, and Communicate Claims

lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
What kinds of changes do you think are more likely to cause

conflict? Why? How can these be avoided?
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
334 Version 3.0

Update Project Management Plan
Describe the final steps in processing a change
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
End of Topic 5E
D
End of Lesson 5
or
e
at
lic
up
D
ot
N
o
D
335 Version 3.0

Lesson 6: Closing the Project/Phase
e
ut
ib
tr
is
D
or
e
at
Description
lic
Regardless of whether the project is completed successfully or cancelled prematurely,

up
there are several activities that should be performed to close out the work.
D
ot
N
o
D
336 Version 3.0

Topics
A. Project phase/closure
B. Benefits realization
C. Knowledge transfer
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D
337 Version 3.0

Lesson Notes
TOPIC 6A | PROJECT PHASE/CLOSURE
e
ECO Coverage
ut
1.8 Negotiate project agreements
ib
• Verify objective(s) of the project agreement is met (1.8.3)
2.17 Plan and manage project/phase closure or transitions
tr
• Validate readiness for transition (e.g., operations team or next phase)
(2.17.2)
is
• Conclude activities to close out project or phase (e.g., final lessons learned,
D
retrospectives, procurement, financial, resources) (2.17.3)
or
e
at
lic
up
D
ot
N
o
D
338 Version 3.0

Topic 6A: Project/Phase Closure
Whether it’s closure of an entire project, or an individual

phase, specific activities are required. Let’s start with the
various reasons for closure of a phase or a project before
e
moving on to discussing appropriate activities for the
closing process.
ut
A predictive project uses a closeout process, while teams
ib
using adaptive approaches complete work and “release”
the result to the customer and then continue to the next
tr
release.
is
Why Phases or Projects Close: Fulfillment
D
Acceptance criteria
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
Definition of Done (DOD)

up
_________________________________________________________
D
_________________________________________________________
_________________________________________________________
ot
N
o
D
339 Version 3.0

Why Phases or Projects Close: Premature or Forced
Closure
_________________________________________________________
e
_________________________________________________________
ut
_________________________________________________________
ib
Can you think of examples?
tr
_________________________________________________________
is
D
_________________________________________________________
or
Close Project or Phase Activities
_________________________________________________________
e
at
_________________________________________________________
lic
_________________________________________________________
up
Final report
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
340 Version 3.0

Transitions (Handovers)
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
Do you use a rollout plan? What does it include?
tr
_________________________________________________________
is
_________________________________________________________
D
Transition/Handover Readiness
or
_________________________________________________________
e
_________________________________________________________
at
Assess the readiness of all parties, including:

lic
• ________________________________________
up
• ________________________________________
D
• ________________________________________
ot
• ________________________________________
N
o
D
341 Version 3.0

Transition/Handover Activities
What activities are part of a transition/handover?
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
Interactive/Activity
D
•
•
or
Do you remember the difference between explicit
and tacit knowledge?
Discuss the importance of transferring both kinds
e
of knowledge from the project team to the
at
customer.
• Give an example of how your team has done it in
lic
the past.
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
o
D
342 Version 3.0

Paying and Closing Contracts
_________________________________________________________
_________________________________________________________
e
ut
_________________________________________________________
ib
tr
is
D
DO: DON’T:
or
e
at
lic
up
Finalizing Contracts
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
End of Topic 6A
o
D
TOPIC 6B | BENEFITS REALIZATION

343 Version 3.0
Eco Coverage
3.2 Evaluate and deliver project benefits and value

• Document agreement on ownership for ongoing benefit realization (3.2.2)
• Verify measurement system is in place to track benefits (3.2.3)
e
ut
Topic 6B: Benefits Realization
ib
tr
Value is delivered when the customer organization can
use, or realize, the requested benefits of a project.
is
D
Early and Long-Term Benefits Realization
or
_________________________________________________________
_________________________________________________________
e
at
_________________________________________________________
lic
Can you identify a type of project in which value is delivered

very early?
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
And a project in which value is delivered months or even

N
years after transition?

o
_________________________________________________________
D
_________________________________________________________
344 Version 3.0

Benefits Transition and Sustainment: Responsibilities
Benefits management plan
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
DevOps
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
Additional notes:
e
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
D
345 Version 3.0

Benefits Transition and Sustainment: An Explanation
Spend some time exploring this chart that explains how

project benefits can be measured and transitioned to the
customer.
e
ut
ib
tr
is
D
or
e
at
Benefits Management Plan

lic
Define and describe the importance of the benefits

management plan
up
_________________________________________________________
D
_________________________________________________________
ot
Business document
N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
346 Version 3.0

Benefits Owner
Who can be a benefits owner?
_________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
What is the benefit owner’s role and responsibility?
is
_________________________________________________________
D
_________________________________________________________
or
_________________________________________________________
e
Verify Benefits Realization
at
_________________________________________________________
lic
_________________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
End of Topic 6B
D
347 Version 3.0

TOPIC 6C | KNOWLEDGE TRANSFER
ECO Coverage
2.16 Ensure knowledge transfer for project continuity
e
• Confirm approach for knowledge transfers (2.16.3)
ut
ib
Topic 6C: Knowledge Transfer
tr
Knowledge transfer occurs between team members and
stakeholders during the project, but it also becomes an asset
is
to the organization and future projects as part of the
historical project information.
D
This includes both the archiving of project artifacts per the
or
OPAs as well as consolidating the individual lessons learned
captured throughout the project into the organization’s
lessons learned repository.
e
Knowledge Management During Closing
Lessons learned register
at
_______________________________________________________
lic
_______________________________________________________
up
_________________________________________________________
D
_________________________________________________________
ot
Lessons learned repository

N
_________________________________________________________
o
_________________________________________________________
D
_________________________________________________________
348 Version 3.0

Conduct Project Retrospective
________________________________________________________
________________________________________________________
e
ut
_________________________________________________________
ib
_________________________________________________________
tr
_________________________________________________________
is
_________________________________________________________
D
Finalize Lessons Learned
or
_________________________________________________________
e
_________________________________________________________
at
_________________________________________________________
lic
_________________________________________________________
up
Consolidating Lessons Learned

D
_________________________________________________________
ot
_________________________________________________________
N
_________________________________________________________
o
_________________________________________________________
D
349 Version 3.0

Final Report: Summary of Project or Phase Performance
Result
Description
e
Scope objectives
ut
Quality objectives
ib
Cost objectives
tr
is
Validation
information
D
Schedule objectives
or
Benefits realization
Risks or issues
e
encountered
at
lic
End of Topic 6C
up
D
End of Lesson 6
ot
N
o
D
350 Version 3.0


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PMI® Authorized PMP® Exam Prep Course

Lesson 2 Notes .................................................................................................................................. 73

TOPIC 2B | FORM THE TEAM ............................................................................................................................................... 87

Lesson 3: Plan the Project ................................................................................................................125

Description ............................................................................................................................................... 125

Lesson 3 Notes .................................................................................................................................127

TOPIC 3B | SCOPE ............................................................................................................................................................... 130

TOPIC 3C | SCHEDULE ........................................................................................................................................................ 154

Copyright © 2023 Project Management Institute

LESSON 4 | LEAD THE PROJECT TEAM ...............................................................................................223

TOPIC 5C | EVALUATE PROJECT PROGRESS ....................................................................................................................... 298

TOPIC 5E | MANAGE PROJECT CHANGES ........................................................................................................................... 327

Lesson 6: Closing the Project/Phase .................................................................................................336

Description ............................................................................................................................................... 336

TOPIC 6B | BENEFITS REALIZATION.................................................................................................................................... 343

Copyright © 2023 Project Management Institute

Welcome to the course! You’ll learn a little more about the

This course enables you to further your project management

Institute (PMI®) Project Management Professional (PMP®)

Copyright © 2023 Project Management Institute

Meet your instructor!

Copyright © 2023 Project Management Institute

This course is for individuals who:

• Have on-the-job project management experience,

• 36 months leading projects

(or global equivalent)

education/training or CAPM® certification

Video (1m: 21s)

View the “Project Economy” video from the

The PMP® Exam

delivery spectrum, including predictive, adaptive and

domains in project management:

• People | Power Skills – 42%

• Process | Ways of Working – 50%

PMP® Certification web page

Exam topics and the topics in this course are based on

based (online-proctored) tests, including center-

• Questions are multiple-choice, multiple response,

PMP® Certification web page

• Business Environment: Learn foundational project

and when to close a phase or project and the very

About This Course

We’ve included a glossary of terms that are important for

and which also addresses commonly known global

Glossary definitions have been sourced from PMI

Standards and appropriate external sources; some have

Some definitions appear on the training slides—as a

pop-out on the left--and you can use the glossary as

This course includes a self-study component that will help

Make yourself comfortable. We suggest you open the

student copy of the PowerPoint decks on another screen

are presented as thumbnails here for your visual

As a formal introduction to the PMI community,

as the parameters and expectations of the project within the business.

Project Management Professional (PMP)® certification

Project success depends on:

Further optional reading:

• “What is project management?”

Take notes on this table!