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LESSON 1

BUSINESS
ENVIRONMENT
• Foundation
• Strategic Alignment
• Project Benefits and Value
• Organizational Culture and
Change Management
• Project Governance
• Project Compliance

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Learning Objectives

• Define ‘project’ and how it relates to the larger • Discuss strategic alignment and its elements.
discussion of project management.
• Explain the impact of business factors on
• Discuss the different types of strategic alignment.
organizational structures and how they
• Determine how projects align with
relate to your project’s management.
business strategy.
• Discuss the principles of project
• Identify types of business value.
management.
• Describe change management theory and its
• Discuss the principles of agile and how
relation to organizational change.
they relate to your project’s management.
• Define and discuss project governance.

• Explain project compliance and its importance.

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Foundation
TOPIC A

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Project
A project:
A project is a temporary • Creates a unique product, service or result
endeavor undertaken to create • Is time-limited
a unique product, service, or • Drives change
result.
• Enables value creation for a business or organization

Project success depends on:

• Organizational project maturity
• Project manager effectiveness
• Funding and resource availability
• Team member skill levels
• Collaboration and communication within the team and with key
stakeholders
• Understanding of the core problem and related needs

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PROJECTS
DRIVE
CHANGE

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The Evolution ca. 1969 – PMI founded

of Project The application of knowledge, skills,
Management tools and techniques to project activities
to meet the project requirements

Can you describe, in your

own words, how project
management has changed
during this time? 2022 - Toward a systems view

“Projects do not simply produce outputs, but more

importantly, enable those outputs to drive
outcomes that ultimately deliver value to the
organization and its stakeholders.”

- PMBOK® Guide - Seventh Edition

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Outcome

Benefit
Output

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Temporary endeavor

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Temporary endeavor

Who is she ?

Mumtaz

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Temporary endeavor

Built: 1632–1653
Architect:
Ustad Ahmad Lahauri

Lasting for
centuries

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Here comes the concepts of ..

Project Life Cycle

vs
Product Life Cycle

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Project Life Cycles

A project life cycle is the series of phases that a project passes
through from its start to its completion.

Survey Research Piloting Implementation

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Product Life Cycle

Concept Delivery Growth Maturity Retirement

Project life cycles are independent of product life cycles, which

may be produced by a project.

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CE 401 ©2024 Shahid Reza 14

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Project Phase
A project phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables.
§ Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal phase),
§ Number (e.g., three phases in the project, five phases in the project),
§ Duration (e.g., 1 week, 1 month, 1 quarter),
§ Resource requirements (e.g., people, buildings, equipment),
§ Entrance criteria for a project to move into that phase (e.g., specified
approvals documented, specified documents completed), and
§ Exit criteria for a project to complete a phase (e.g., documented approvals,
completed documents, completed deliverables).

Phase Attributes

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Project Phases (Sequential or Overlapping)

Concept Design Development Implementation Close up

Concept Design
Development
Implementation Close up

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Project Life
Cycle

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Process
Groups and
Project
Management
Processes

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Project
Management
Processes
and
Knowledge
Area Mapping

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Project Management Life Cycles and Development Approaches

Description Key Roles Value Delivery Proposition

Plan-based approach: • Project sponsor authorizes • Deliverables transitioned to

• Activities completed in a project customer at completion
distinct or linear fashion
• New phase begins only • Team led by project manager • Value realized in both short and
when the previous phase long term
is completed

Change-based approach: • Product owner controls value • Iterative or incremental delivery

• Agile, incremental or proposition to customer during life cycle
iterative development • Project team delivers work • Regular customer feedback
• Timeboxed cadence • Process roles include team cycle enables continuous
(iterations/sprints) or lead, scrum master, agile development of value toward a
continuous flow coach, facilitator ”final” product

Any combination of the above

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Project PMOs can be: Directive

Management • Manage shared resources

Supportive • Coordinate communication across
Office (PMO)* • Develop best practices, projects
methodologies, standards and
templates Agile Centers of Excellence (ACoEs)
• Coach, mentor, train, guide project aka Value Delivery Office (VDO)
managers
Many large and ACoEs enable, rather than manage,
established project- Controlling project efforts:
oriented organizations • Monitor compliance with project
management standards, policies, • Coach teams
have a PMO, but PMOs
procedures and templates via • Build agile mindset, skills and
are not a requirement for
project audits capabilities throughout the
project management organization
practice. • Mentor sponsors and product
owners

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OPM: Organizational project management (OPM) – strategy execution framework

that coordinates project, program, portfolio and operations management, and
A System for which enables organizations to deliver on strategy
Value Delivery
External Environment

Internal Environment

System for Value Delivery

Program
Portfolio A Portfolio B B.1

Program Program Program

Projects
A.1 A.2 B.1

Projects Projects

Projects Projects

Operations

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Projects,
Programs, Collection of projects, programs,
Portfolio
Portfolios subsidiary portfolios and operations Aligns with business
Management managed in a group to achieve strategic strategies
objectives

Group of related projects, subsidiary

Controls components
programs and program activities
Program and
managed in a coordinated manner to
Management interdependencies to
obtain benefits not available from
realize benefits
managing them individually

Enables achievement
Project Part of a broader program, portfolio or
of organizational
Management both
goals and objectives

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Organizational
Structures

Organizational structure and governance affects/determines:

• Functional
• Matrix
• How organizational groups and individuals interrelate
• Project-oriented
• How much authority the project manager has
• Composite
• What resources will be available
• How the project will be conducted

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Relative Authority in Organizational Structures

Functional Matrix Project-oriented

Team member Functional

Conflicted loyalty Project
loyalty department
Both functional
Team member
Functional manager manager and project Project manager
reporting
manager

Project manager Coordinator to full Full-time and

Seldom identified
role project manager responsible
Full-time on project
Team member role Part-time on project Part-time on project
(preferred)
Control of project Nonexistent Medium – shared with
manager over team (functional manager functional High
members controls) manager/sponsor

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Interactive/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 ways?

• How organizational groups and

individuals interrelate
• The project manager’s authority

• Resource availability
• How the project is conducted

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Project
Management a. Be a diligent, respectful and caring steward
Principles b. Recognize, evaluate and respond to system interactions
Guidance for All c. Navigate complexity
Project
d. Create a collaborative project team environment
Practitioners
e. Demonstrate leadership behaviors

f. Optimize risk responses

g. Effectively engage with stakeholders

h. Tailor based on context

i. Embrace adaptability and resiliency

j. Focus on value

k. Build quality into processes and deliverables

l. Enable change to achieve the envisioned future state

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From Principles to Performance Domains

Stakeholders

Use the 12 principles to guide

behavior in the 8 project Uncertainty Team

performance domains

Development
Measurement Principles Approach and
Life Cycle

Delivery Planning

Project Work

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Agile

Derived from:
• Four values from the Agile Manifesto
• 12 principles

There are more than 50 known agile

practices and methods in use!

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The Agile
Manifesto for “We are uncovering better ways of developing software by doing it and

Software helping others do it.

Development
Through this work we have come to value:

Individuals and interaction over Process and tools

Comprehensive
Working software over
documentation
Customer collaboration over Contract negotiation

Responding to change over Following a plan

That is, while there is value in the items on the right, we value the items
on the left more.”

-2001
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Principles
Behind the 1. Our highest priority is to satisfy the customer through early and
Agile continuous delivery of valuable software.
Manifesto 2. Welcome changing requirements, even late in development. Agile
1 to 6 processes harness change for the customer’s competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a

couple of months, with a preference to the shorter timescale.

4. Businesspeople and developers must work together daily throughout

the project.

5. Build projects around motivated individuals. Give them the

environment and support they need and trust them to get the job
done.

6. The most efficient and effective method of conveying information to

and within a development team is face-to-face conversation.
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Principles
Behind the 7. Working software is the primary measure of progress.
Agile 8. Agile processes promote sustainable development. The sponsors,
Manifesto developers, and users should be able to maintain a constant pace
indefinitely.
7 to 12 9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity – the art of maximizing the amount of work not done – is
essential.
11. The best architectures, requirements, and designs emerge from self-
organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

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Agile:
The “Far Side” of “Doing Agile vs. Being Agile”
Adaptive
Approaches
Agile means:

• Iterations are likely to be shorter

• Product is more likely to evolve based on stakeholder feedback

Still used for software development, and agile principles have been applied to other
kinds of development projects, vis-à-vis the agile mindset.

• Adopt a flexible, change-friendly way of thinking and behaving

• Understand the purpose of these practices

• Select and implement appropriate practices based on context

• Internalize agile values, mindset and behavior

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Tailor*
Projects to
Contexts

Because each project is unique, we adapt methods to the unique

project context to determine the most appropriate ways of working to
produce the desired outcomes.

Tailor iteratively and continuously throughout the project

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Tailor Hybrid
Approaches,
Processes,
Practices and Apply product knowledge, delivery cadence and awareness of the
Methods available options to select the most appropriate development
approach

Tailor processes for the selected life cycle and development

approach; include determining which portions or elements should be
added, modified, removed, blended, and/or aligned

Tailor practices and methods to the environment and culture

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Topics Covered

• Foundational project management concepts

• Project management principles
• The Agile mindset
• Tailoring – hybrid approaches, processes and
practices in project management

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Strategic Alignment
TOPIC B

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PMI Talent
Triangle® The PMI Talent Triangle® reflects the skills needed by today’s project
professionals and changemakers as they navigate the evolving world of project
management.

Ways of Working
Mastering diverse and creative ways (predictive, adaptive, design thinking) to
get any job done

Power Skills
The critical interpersonal skills required to apply influence, inspire change and
build relationships

Business Acumen
Effective decision-making and understanding of how projects align with the big
picture of broader organizational strategy and global trends

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Strategic
Alignment and Do you:
Business
Management • Know your organization’s strategic plan?
Skills • Understand how project goals matter to an organization's long-term
vision and mission?
• See a high-level overview of the organization?
• Have a working knowledge of business functions?
• Have pertinent product and industry expertise?

Can you:

• Explain the essential business aspects of a project?

• Work with SMEs and a sponsor to develop an appropriate project
delivery strategy?
• Implement strategy to maximize the business value of project?
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Strategic Management Elements and Frameworks

Some agile projects use a goal-setting

framework such as OKRs (Objectives
and Key Results) that describes the
organization’s objectives and desired
key results.
ongoing

Note: From PMI’s Standard for Portfolio Management

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Organizational
Influences Influences

Enterprise Environmental Factors Refers to all the implicit input or

Conditions outside the
assets on processes used by
(EEFs) immediate control of the
Internal and influence,
External an organization in operating a
Internal
team, and that
• Internal and external to the EEFs
constrain, or direct the
business. This OPAs
may include, but
(Click to show definition) is not(Click
limited to, business
to show definition)plans,
organization project, program, or
processes, policies, protocols,
portfolio.
and knowledge.
Organizational Process Assets (OPAs)
• Project policies, procedures and
templates Process, Corporate
• Historical project information External Internal Policies and Knowledge
Procedures Base

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Get to Know
the External Use frameworks or prompts to understand external factors that can introduce risk,
Business uncertainty, or provide opportunities and affect the value and desired outcomes of a

Environment project:
• PESTLE: Political, economic, socio-cultural, technical, legal, environmental
• TECOP: Technical, environmental, commercial, operational, political
• VUCA: Volatility, uncertainty, complexity, ambiguity

In addition, review:
• Comparative advantage analysis
• Feasibility studies
• SWOT (strengths, weaknesses, opportunities and threats) analysis
• Assumption analysis
• Historical information analysis
• Risk alignment with organizational strategy

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Internal Business
Environment Factors

• Organizational changes can dramatically

impact scope

• The project manager, project sponsor or

product owner need to be familiar with
business plans, reorganizations, process
changes and other internal activities
• Internal business changes might cause:
• Need for new deliverables
• Reprioritization of value, including
removal of existing deliverables

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OPAs and OPAs EEFs

EEFs
Processes, policies and procedures Internal

Examples— Examples—
• Organizational charts • Resource capabilities
• Procurement rules • Organizational culture
• Hiring and onboarding procedures • IT software
• Distribution of facilities
Organizational knowledge bases
External
Examples—
• Engineering wikis Examples—
• Libraries or archives • Marketplace conditions
• Lessons learned repositories • Laws, regulations and standards
• Operating conditions
• Social and cultural influences

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Activity:
Project name: Shawpe Lifestyle Centre
Identify OPAs and
EEFs
List of EEFs and OPAs:

a. Economic demand for a new shopping area

b. Historical society (conservation) building regulations

c. Local neighborhood demand for a better town center

d. Archive of past large infrastructure projects

e. Approved vendor and contractors list

f. Tenant selection process

Which are EEFs? Which are OPAs?

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Topics Covered

• Define strategic alignment and business

acumen
• Follow guidelines for effective business
decision-making
• Explore organizational influences on projects
• Explain how projects align with broader
organizational strategy and global trends

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Project Benefits and Value

TOPIC C

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Business Value

• The net quantifiable benefit (tangible

and/or intangible) identified from a
business endeavor

• Part of the objectives or description of

the project in the initiating agreements

• Benefits realization is based on declared

business value

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Examine
Business • Communicate with stakeholders, do the research and use expert
Value knowledge
• Examine, evaluate and confirm to determine exactly what is or can be
of value!

Look especially at:

• Shareholder value (publicly traded companies) or

business growth (private)
• Customer value
• Employee knowledge
• Channel or business partner value

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Types of
Business
Value

Financial New Social

Gain Customers Benefit

First to Improvement Regularization

Market Technological, Alignment or
process, etc. compliance with
standards and
regulations

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Needs
Assessment • Usually performed by a business analyst

Obtain Data for • Precedes the business case

the Project • Involves understanding of:

• Business goals and objectives

• Issues and opportunities

• Recommends proposals to address:

• What should be done

• Constraints, assumptions, risks and dependencies

Note: From Business
Analysis for Practitioners: A • Success measures
Practice Guide
• Implementation approach

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Business
Documents
• Are developed prior to project start (usually by a business analyst or
key project stakeholder)

• Contain information about the project’s objectives and contribution to

the business goals

• Help the business to determine whether a project is worth the

required investment of time, money, and resources

Review the business documents periodically

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Business Business case: justifies project and establishes boundaries

Documents • Cost-benefit analysis

• Business need
Business Case • Quality specifications
and Benefits • Schedule or cost constraints
Management
Plan Acceptance of the business case usually leads to creation of the project
charter.

Benefits management plan should include:

• Processes for creating, maximizing and sustaining project benefits
• Time frame for short- and long-term benefits realization
• Benefits owner or accountable person
• Metrics
• Assumptions, constraints and risks

This is a business document, not part of the project management plan.

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Benefit
Measurement Cost-benefit analysis: How businesses justify the selection

Methods (authorization) of a project

Business - “smaller is better”

• Estimate payback period — Smallest number (duration) chosen
• Assess opportunity cost — What if we didn’t undertake the project?

Financial - largest number (profit) chosen - “bigger is better”

• Time value of money
• Present value (PV)
• Future value (FV)
• Net present value (NPV)
• Internal rate of return (IRR)
• Return on investment (ROI)

You will not need to calculate any of these for the exam.

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Project Selection Using Present Value (PV) and Net Present

Value (NPV)
PV applies to projects that span several time periods when the value of money might change – e.g., inflation

Factors to determine PV include:

• Future value
• Interest rate
• Number of periods

Net present value (NPV):

• Is used for capital budgeting
• Accounts for inflation and macro-economic change (discount rate)
• Compares the value of a currency unit today to the value of the same currency unit in the future
Year 0 1 2 3 4

Net Cash Flows -1200 +400 +800 +600 +1200

Factor 1 .91 .83 .75 .68

Net Present Value -1200 +364 +664 +450 +816

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How OKRs
Help Deliver • Start with organizational objectives
Business • Decide key desired results
Value • Refine further with objectives and key results (OKRs):

• Objectives are goals and intents

• Key results are time-bound and measurable milestones under these goals
and intents

OKR best practices:

• Support each objective with between 3-5 measurable key results

• Aim for 70% success rate to encourage competitive goal-making. A 100%

success rate should be re-evaluated as not challenging enough

• Write OKRs that are action-oriented and inspirational and include concrete,
measurable outcomes
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Incremental
Value Delivery

An incremental development approach can:

• Enable value delivery sooner

• Attain higher customer value and increased market share

• Allow partial delivery (or previews) to customers

• Enable early feedback, allowing for adjustments to the direction,

priorities and quality of the product

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ECO Coverage

3.2 Evaluate and deliver project benefits

and value
• Investigate that benefits are identified
(3.2.1)
• Evaluate delivery options to deliver value
(3.2.4)
2.1 Execute project with the urgency
required to deliver business value
• Assess opportunities to deliver value
incrementally (2.1.1)

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Organizational Culture and Change

Management
TOPIC D

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Change Management*

• Organizations embrace change as a

strategy.
• PMOs build and sustain alignment
between projects and the organization.
• Whether your organization has a PMO
or not, you are a “changemaker”!
• Tailor a strategy to
circumstances, people and timing
• Use a robust approach

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Manage
Organizational
Change
Impacts on
Projects
• Assess organizational culture
• Evaluate impact of organizational change to project and determine
required actions
• Recommend options for changes to project
• Continually monitor external business environment for impacts to
project scope/backlog

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Get to Know
Organizational Cultures
and Styles

• View of leadership, hierarchy and

authority
• Shared vision, beliefs and expectations

• Diversity, equity and inclusion practices

• Risk tolerance

• Regulations, policies and procedures

• Code of conduct

• Operating environments
• Motivation and reward systems

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Risk, Culture
and Change in
Organizations
Risk threshold and appetite are shaped by diverse values of:
• Country/region
• Industry/sector
• Leadership
• Project team

These must be understood with care to:

• Establish effective approaches for initiating and planning projects
• Identify the accepted means for getting work done

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Change
Management
Framework
“Organizational change requires individual change”

The ADKAR® model names five milestones an individual must achieve

in order to change successfully:
• A – Awareness of the need for change
• D – Desire to support the change
• K – Knowledge of how to change
• A – Ability to demonstrate new skills and behaviors
• R – Reinforcement to make the change stick

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Actions to
Support DO DON’T
Change
• Coach co-workers to support the • Force changes – Involve and
business — patience and consult; aim to secure buy-in to
compassionate mentoring are key the reasons for change

• Enable an agile operating • Alienate resisters – Change can

system - Coach team members in breed conflict, so proceed
agile to facilitate adoption of a carefully
change-centered mindset

• Keep knowledge current –

Continuously improve processes
and knowledge

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Plan for Change

Define the knowledge transfer, training and

readiness activities required to implement the
change brought by the project

• Include an attitudinal survey to find out how

people are feeling
• Create an informational campaign to
familiarize people with changes

• Be open and transparent about potential

effects of the changes

• Consider creating a rollout plan

The rollout plan is not a project

management plan component.

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Organizational Transformation
for Project Practitioners

• A North Star statement articulates the

vision and strategic objectives Brightline® - a
PMI initiative

• Customer insights and global megatrends

The Brightline(R)
• A flat, adaptable cross-functional Transformation Compass
transformation operating system and five building blocks of
transformation - an
• Internal volunteer champions (not external enterprise-level change
consultants) management framework

• Inside-Out Employee Transformation

(similar to ADKAR)

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ECO Coverage

3.4 Support organizational change

• Assess organizational culture (3.4.1)
• Evaluate impact of organization change
to project, and determine required
actions (3.4.2)
• Evaluate impact of the project to the
organization and determine required
actions (3.4.3)

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Project Governance
TOPIC E

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Project Governance

The framework, functions, and processes

that guide project management activities to
create a unique product, service, or result
to meet organizational, strategic, and
operational goals.

Key benefits:
• Offers a single point of accountability

• Encompasses the project life cycle

Governance type differs among
organizations and projects.

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Project Too much governance can annoy stakeholders, while relaxed

Governance governance can lead to a lack of stakeholder engagement or
accountability.
What Kind and
How Much?
Governance:

• Is typically already in place – established by a PMO or aligned with

organizational policies

• Depends on strategic importance of project, constraints or oversight

requirements

• Critical for managing internal or external business environment change

and deviations in budget, scope, schedule, resources or quality

• Budget management oversight is a key governance area.

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Project Governance: Components

Processes for:

• Change • Stage gate or phase reviews

• Communication • Guidelines for aligning project governance

• Documentation—e.g., project management and organizational strategy

plan • Project life cycle and development

• Decision-making approach

• Internal stakeholder alignment with project • Project organization chart with roles
process requirements • Project success and deliverable acceptance

• Review and approval of changes above criteria

project manager authority level • Relationship among project team,

• Risk and issue identification, escalation, organizational groups, and external

and resolution stakeholders

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Governance in
Adaptive
Projects
Can:
• Document outputs and expectations
• Provide a clear view of project status from:
• Defined iteration/sprint expectations and outputs
• Releases tied to specific dates
• “Real-time” monitoring of project output through daily standups

Iterative approaches enable quicker and less costly identification of

value-based outputs than predictive

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Governance
Board
aka Project Board
or Steering • Provides project oversight
Committee
• May include project sponsor, senior managers and PMO resources
• May be responsible for:
• Reviewing key deliverables
• Providing guidance for project decisions

Does anyone have

Projects that use Scrum or SAFe® use intermediary governance
experience with a project
governance board? boards to liaise between the project and organizational
governance
Describe how it works
with your project. * Scrum of Scrums

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Governance For problems outside a project’s thresholds or tolerance levels:

Defines
Escalation • Escalate to the responsible stakeholder who is authorized to take action;
Procedures
• But if an issue is within the threshold, then work with the team to
find a resolution.
AUTHORITY

Responsible
Stakeholders

Project
TOLERANCE
Team

PROBLEM

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Governance
and Life Governance system works alongside the value delivery system — the
Cycles project life cycle.
A Systems View
Why? To enable smooth workflows, manage issues and support
decision making.
Remember the project
management principle -
Recognize, evaluate and
respond
to system interactions

Value delivery as Value delivery

product of life cycle embedded in life
cycle

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Governance Checkpoints: Phase Gates and Iterations

Predictive Adaptive

Split work into phases Split work into releases

Review results at a phase gate – aka, governance

Review results at end of iterations
gate, kill point, or tollgate

Decide:
• Continue to the next phase Gather feedback and take action to improve value in
• Continue with modifications, or next iteration
• End a project or program

Continue until customer’s acceptance criteria – e.g.,

definition of done or MVP – is satisfied or project
ends

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Project Phases
Relationships

Phases produce one or more deliverables; outputs from one phase are
generally inputs to the next phase.
They can have sequential or overlapping relationships.

PHASE GATE

PHASE 3
PHASE 1 PHASE 2

0 6 12 18 24 30 36

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Apply
Governance
to Predictive PHASE 3
Project PHASE 1 PHASE 2
Phases

At the • Verify and validate project assumptions

beginning of a • Analyze risks
phase: • Provide detailed explanation of phase deliverables

• Key deliverables produced

At the end:
• Review to ensure completeness and acceptance

If huge risks are encountered, deliverables are no longer

needed or requirements change, a phase or project will be
terminated.
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ECO Coverage

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)

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Project Compliance
TOPIC F

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Compliance
• Internal and external standards include:

• Government regulations

• Corporate policies

• Product and project quality

• Project risk

• PMO monitors compliance at organizational level

• Project team is also responsible for project activity-related

compliance, including:

Ø Quality of processes and deliverables/products

Ø Procurement and work by vendors

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Compliance Requirements

Legal or regulatory constraints include:

• Requirements for specific practices

• Standards
• Privacy laws
• Handling of sensitive information

Quality: Tailor to your project — How much

process rigor and quality control is
relevant?

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Compliance
Categories
Classification • Environmental risks

• Workplace health and safety

• Ethical/noncorrupt practices

• Social responsibility

• Quality

• Process risks

Categories vary based on:

• Industry and solution scope

• Unique legal and regulatory exposure

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Compliance
Threats
How to
Investigate
• Where/who in the organization handles compliance?

• What legal or regulatory requirements impact the organization? e.g.

workplace safety, data protection, requirements for professional
memberships

• What is the organization’s quality policy?

• Are the team and stakeholders aware of compliance matters?

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Treat
Compliance as • Proactively track and manage risks for compliance requirements

a Project • Be prepared to perform quality audits

Objective
• Continuously validate legal and regulatory compliance for deliverables

• Check compliance before the end of the project to avoid transferring issues

• In a risk or dedicated compliance register, include:

o The identified risk

o A responsible risk owner

o Impact of a realized risk

o Risk responses

Larger organizations or those in highly regulated industries typically

have a compliance department or officer.

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Compliance
Five Best
Practices

• Documentation: Updated compliance needs and risks

• Risk planning: Prioritize compliance in risk planning

• Compliance council: Includes quality/audit specialists and relevant

legal/technical specialists

• Compliance audit: Formal process

• Compliance stewardship: It’s your responsibility!

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Interactive/Activity

Let’s talk about compliance.

• Does your organization have a quality

policy?
• Do you know where to find the quality
policy or standards for your projects?
• What kinds of compliance activities are
you involved with?

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ECO Coverage

3.1 Plan and manage project compliance

• Confirm project compliance requirements
(e.g., security, health and safety,
regulatory compliance (3.1.1)
• Classify compliance categories (3.1.2)

• Analyze the consequences of non-

compliance (3.1.5)

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End of Lesson 1

Its time for exam!

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LESSON 2

START THE
PROJECT
• Identify and Engage
Stakeholdersà 2.1 Stakeholder
Performance domain

• Form the Team à 2.2 Team

performance domain
• Build Shared Understanding
• Determine Project Approach à
2.3 Development Approach and Life
Cycle Performance Domain

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Learning Objectives

• Define and discuss stakeholders and the most effective ways to communicate with them.
• Explain the best ways to form a team.
• Describe how to build the most effective understanding of a project and how doing so relates
to executing a project successfully.
• Explain how predictive and adaptive project life cycles work; explain what a hybrid
development approach is.
• Decide which kind of development approach or life cycle is best suited for work.

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Identify and Engage Stakeholders

TOPIC A

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• End users • Sponsors

Typical Project • Customers • Business partners
Stakeholders*
• Employees • Suppliers and contractors

• Organization • Government

• Managers • Community

Can you categorize these

stakeholders?
• Which are typically
project team members?
Which are not?
• Which are typically active
in project work?

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Stakeholder and
Communications
Management
Overview

• Stakeholder register

• Stakeholder engagement plan

• Communications management plan

• Stakeholder engagement assessment

matrix (SEAM)

• Assessment grids / matrices / models

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Stakeholder
Identification Who are they?
• Check the business case and benefits management plan for names
• Later, check the issue/impediments log, change log or requirements
documents to see who else is needed or named

What’s their relationship to the project?

• Interest
• Involvement
• Interdependencies
• Influence
• Potential impact on project success

Identify and engage stakeholders early to

avoid surprises later in the project!

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Assess
Stakeholders Data Gathering
• Questionnaires and surveys
• Brainstorming

Data Analysis
• Stakeholder analysis — What are their “stakes” in the project? — i.e., interest,
rights, ownership, knowledge, contribution
• Document analysis

Data Representation
• Two-dimensional (2D) grids
• Power/interest
• Power/influence
• Impact/influence
• 3D grid — Stakeholder “cube”
• Salience model
• Directions of influence
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Create the
Stakeholder
Register • Capture and record important stakeholder information
• Factor in OPAs
• Update it! Describe the evolving relationship with stakeholders
throughout the project

Contains the information necessary to execute the

stakeholder engagement plan

• Refer to stakeholder registers from previous, similar

projects for help
• Remember this is a public document, so ensure the
information presented is appropriate

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Process: Identify Stakeholders

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Stakeholder Register
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

On-time completion, successful

1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and

2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability Supporter

Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor

Lead, business High profile tenants, excellent Organizational learning; leadership

5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion

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Know Your
Stakeholders
Go Beyond Job Power Level of authority
Titles
Interest Level of concern about project outcomes

• Ability to influence project outcomes or cause changes to

Influence planning or execution
aka • Magnitude of potential contribution or disruption to project
attitude or
impact Use a descriptive term — e.g., champion, supporter, neutral,
detractor

Tailor stakeholder assessments to suit project needs. The goal of

this exercise is to facilitate your planning of effective
communication with the stakeholders!

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Stakeholder Mapping HIGH

Use two dimensions to map stakeholders: KEEP MANAGE

• Power and interest grid
SATISFIED CLOSELY

POWER
• Power and influence grid
• Impact and influence grid
MONITOR KEEP
INFORMED
Or use three dimensions – a cube – to
refine the analysis further!
LOW INTEREST HIGH

Method:
• Place each stakeholder on the grid (do not use names)
• Use the same quadrant labels, but change the axis labels

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Stakeholder Cube

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Salience Model

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Directions of
Influence You should understand the social network of project stakeholders,
specifically the direction of their influence on the project.

Parent organization — senior management (business,

Upward
financial interests)

Downward In the project hierarchy — team or specialists

Outward Have a “stake” in the project — client, end-user, external

Friendly or competitive for resources — project

Sideward
manager's peers, other organizational departments

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Salience
Model
URGENCY LEGITIMACY

• Level of required Appropriate involvement

Focus on the product Or proximity, as applied to
attention/detail
owner role. Are they
• Time constraints team stakeholders,
familiar, interested and
• High stakes indicating level of
engaged enough with
involvement with project
the project to make
decisions and move the work
POWER
project forward?
Level of authority

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Salience Model

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Stakeholder Perceptions

• Must be holistically understood in

customer-centric project management
approaches

• Can be damaging to a project, whether

they are negative or positive

Why do you think it’s important to

understand both positive and
negative stakeholder perceptions of
your project?

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Capture
Stakeholder Key stakeholders
Feedback and • Interview to understand project requirements and
vision and communication preferences
Perceptions

All stakeholders
• Interpersonal skills • Appropriate, regular project communications

• Active listening

• Emotional intelligence
Large and public groups
• Effective • Questionnaires/surveys
communication • Facilitated conversations/sessions — online or in person
methods • Digital media – email campaigns, websites, group chats
• Posters and advertising

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Plan to
Communicate
with
Stakeholders

Stakeholder engagement plan identifies required management

strategies to effectively engage stakeholders.

Team fulfills strategies via communications described in the

communications management plan.

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Process: Plan Communications Management

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Communication
Requirements
Analysis

• Leads to a clear articulation of the stakeholders’

communications needs
• Enables effective choices about communication topics,
frequency, models and technologies
• Output is a grid, questionnaire or survey that documents the
communication and technology requirements for each
stakeholder

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Communication:
Methods and Meetings/verbal
Technologies
• Physical (face to face)
• Virtual (videoconferencing)
• Phone call

Digital/electronic media
Do you use any other
• Websites and social media
communication methods
or techniques on your • Instant/text messaging via phone or
projects? platform
• Email or fax
Are there types your
organization does not Physical
allow? Why? • Body language and gestures
• White boards
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Communication Interactive
Methods PUSH
PULL
• Conversation (speaking on the
Push — sender determines: phone, virtual, in-person)
• Send an email • Messaging
• Make a phone call • Workshops/collaboration
• Whiteboarding
Pull — receiver determines: Agile teams are colocated
• Post information on team board whenever possible so that
• Store reference documents in they can be highly
electronic repository — e.g., collaborative.
SharePoint
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Communication
Challenges /
Considerations
• Urgency of need for information
• Availability and reliability of technology

• Ease of use
• Project environment – e.g., language and formality
• Sensitivity and confidentiality of information

• Communications OPAs — e.g., social media protocols

• Data protection laws/regulations
• Accessibility requirements

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Communication
Model* Cross-Cultural Communication Model

Think of an example of a
transmission. Depending on
the method, what kinds of
noise can play a part?

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Stakeholder
Engagement
Strategy • Involve stakeholders
• Enable appropriate management strategies
• Create and maintain relationships

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Example Stakeholder Engagement Assessment Matrix

(SEAM)

Stakeholder Unaware Resistant Neutral Supportive Leading

1 D C
2 C D
Tailor labels for
stakeholder levels of 3 C D
engagement to your
4 C D
context, team or
organization. 5 C D

Don’t use names on 6 C D

the matrix – refer to
stakeholders by
C – Current engagement level | D – Desired engagement level
number.

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Example Stakeholder Engagement Assessment Matrix

(SEAM)

C – Current engagement level | D – Desired engagement level

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ECO Coverage

1.9 Collaborate with stakeholders

• Evaluate engagement needs for stakeholders (1.9.1)

2.4 Engage stakeholders

• Analyze stakeholders (power interest grid, influence,

impact) (2.4.1)

• Categorize stakeholders (2.4.2)

• Develop, execute and validate a strategy for
stakeholder engagement (2.4.4)

2.2 Manage communications

• Analyze communication needs of all stakeholders

(2.2.1)
• Determine communication methods, channels,
frequency and level of detail for all stakeholders (2.2.2)
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Form the Team

TOPIC B

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Create a
Collaborative
Team Culture
Project manager:
• Builds team agreements, structures and processes that
support a culture that enables individuals to work together
(Optional) and benefit from interactions
How do you think a • Tailors a resource management plan
collaborative team
culture can be created in
a hybrid approach? Give
some examples! • The team assembles and self-organizes to support
project requirements.

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Project Team
Formation
Video

Tuckman’s
Ladder of Team
Development
Dr. Bruce Tuckman

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Project Team
Formation
Key Concepts

Self-organizing team: A cross-functional team in which people fluidly

assume leadership as needed to achieve the team’s objectives.

Servant leadership: The practice of leading the team by focusing on

understanding and addressing the needs and development of team
members in order to enable the highest possible team performance.

These concepts can be applied in any kind of project team.

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Project
Manager Role Leadership and management models:
in Adaptive
Teams • Centralized: All team members practice leadership activities and
accountability is usually assigned to one individual, such as the project
manager or similar role (team lead).

• Distributed: One project team member (may shift) serves as facilitator

to enable communication, collaboration and engagement on accountable
tasks.

If a team is self-organizing, is a project manager needed?

• If not, which of these models works best?
• If yes, what does that role look like?

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Hybrid Team Formation

Example

Centralized coordination by a project

manager or team lead and self-
organized project teams for portions of
the work

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Project Team
Composition

• Refers to team’s makeup and how team members are brought together
• Varies based on organizational culture, location and scope
• Can be full-time or part-time members
• Includes varied knowledge and expertise — i.e., generalists and
specialists

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Project Team Roles

• Project management staff

• Project work staff
• Supporting experts
• Business partners

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Identify
Project Provision team members, external contractors and suppliers and physical
Resource and intangible assets:
Requirements
Guidelines • Ensure relevant skill sets
• Avoid single points of failure — e.g., a single resource has a required
skill
• Create cross-functional teams
• Use generalizing specialists, or T-shaped people, whenever possible
to support other areas of the project
• Ensure appropriate physical resources and other requirements — e.g.,
equipment and access rights

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T-Shaped People and

Self-Organizing Teams

• Provide individual value and versatility on

T T
T
project teams

• Lend flexibility to organizations

• Help avoid key resource shortages or work

stoppages due to availability
• Train and coach team members to become T-
shaped, combining breadth and depth of
knowledge

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Diversity, Equity and

Inclusion Standards

• Teams are global and diverse in culture,

gender, physical ability, language and
many other factors.

• The project environment optimizes the

team’s diversity and builds a climate of
mutual trust.

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Experts and Expert

Judgment

People from other areas of the organization

• Consultants
• Stakeholders

• Professional and technical associations

• Historical data

• Project manager

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Focus on Team Strengths

• Organize around team strengths

• Be aware of weaknesses
• Identify threats to team success and
opportunities to improve team
performance

SWOT analysis

Draw with me..

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Team Norms
• Together, establish expected team behaviors at the beginning of the
project
• Enable teams to handle challenges later
• Include guidelines and techniques for:
• Meetings
• Communications
• Conflict management
• Shared values
• Decision-making

• Align team values with the PMI Code of Ethics and Professional Conduct

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PMI®
Code of Ethics
RESPONSIBILITY
and Professional Conduct

Can you remember the four values FA I R N E S S

RESPECT
that drive ethical conduct for the
project management profession?

HONESTY

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Team Charter*
and Ground • A document – electronic or paper, or a poster of the ground rules
Rules* • Created together with the team
• Includes:
• Shared values
• Behavior guidelines
• Guidelines for communications and use of tools
• Decision-making guidelines
• Performance expectations
• Conflict-resolution measures
• Meeting time, frequency, and channel
• Other team agreements — e.g., shared hours, improvement
activities

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Team Charter Example

GROUND RULES

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Team
Communication
• Effective communication • Include communication
includes: expectations and details in the
team charter
o Verbal
• Organize communications:
o Written
o Facilitate team and
o Behavioral
stakeholder collaboration
o Physical (notice boards)
o Manage expectations
o Virtual
o Check regularly to make sure
it’s working!

o Plan and use retrospectives

to discuss communications
improvements

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Colocated,
Virtual Team* Colocated Team*
Virtual or
Both? • “Normal” in most workplaces • Interaction is easy

• Create opportunities for the • Better bonding is facilitated

organization:
• Use of physical tools,
• Better skills at lower costs collaboration and boards
What kind of team are possible
• Avoids relocation
you on? expenses

• Work/life balance

• Rely on communication “Osmotic communication”

technology

• May have bonding challenges

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Virtual Team Challenges

• Individual performance tracking

• Diversity - language, technological skill

• Solo working prohibits bonding

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Running Virtual Teams

• Check in with people individually as

often as possible
• Conduct positive network-building
activities

What are your tips for creating a

positive virtual team experience?

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Virtual Team Communication Technology

• Plan team communication and collaboration methods

• Consider working hours, geographical dispersion and security requirements

• Use appropriate tools:

• Task boards

• Messaging and chat

• Calendars

• Document storage

• Knowledge repositories

• Videoconferencing

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Address Virtual Team

Member Needs

Facilitate and ensure collaboration as a

priority
Address the basic needs of a virtual team,
including:
• Cohesion

• Shared goals
• Clear purpose

• Clarity on roles and expectations

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Virtual Team
Video

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ECO Coverage

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)

1.11 Engage and support virtual teams

• Examine virtual team member needs (e.g.,

environment, geography, culture, global, etc.)
(1.11.1)
• Investigate alternatives (e.g., communication tools,
colocation) for virtual team member engagement
(1.11.2)

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Build Shared Understanding

TOPIC C

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Seek Consensus for the

Project Among the Team
and Stakeholders

• Demonstrate leadership behaviors

• Focus on value

• Be a diligent, respectful and caring steward

• Navigate complexity
• Embrace adaptability and resiliency

Create artifacts:
• Project charter

• Project vision statement

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Building a
Shared
Understanding
Guidelines • Share the project agreements (vision statement and project charter) with
stakeholders and the team
• Agree or negotiate to reach agreement and “buy-in”:
• Project agreements — stakeholders
• Roles and responsibilities, priorities and assignments — team

• Uphold the agreements throughout the project

Use open and reliable communication methods and your

leadership “power skills”

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Project Vision
Statement

• Created by project sponsor or executive

• Includes a clear vision of the desired objectives and alignment with

the organization’s strategic goals

• Refer to it throughout the project to maintain alignment

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Holistic
Understanding
of the Project First, find out...
Negotiation Goals
• The boundaries of negotiation for the project agreement

• What, if anything, is eligible for discussion or troubleshooting

• The desired objectives of the project

Then:

• Apply critical thinking and business acumen

• Discover how the project fits in the organizational landscape and

business objectives

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How to Create
a Holistic
Understanding
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,
including asking the sponsor to clarify the vision statement!
• Existing agreements may contain initial intentions for, or describe, a
project:
• Contracts with external parties
• Memorandums of understanding (MOUs)
• Service-level agreements (SLAs)
• Letters of agreement or intent
• Verbal agreements
• Communication (especially emails) between key stakeholders
• Statements of work (SOW)

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Refer to
Business
Case and
Business case:
Business
• A documented economic feasibility study
Needs • Establishes benefits of project work
• Provides a basis for authorization of further project activities

Business needs documents:

• Identifies high-level deliverables
• A prerequisite of a formal business case
• Describes requirements — what needs creating and/or performing

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Negotiate and
Agree on • Interview stakeholders

Project • Gather expert judgment on technical success criteria

Success • Check:
Criteria • Organizational (program, operations) key performance indicators (KPIs)

• Lessons learned and historical data

• Quality policy

• User acceptance testing (UAT) requirements

• Reporting and verification criteria for objectives

• Identification of deliverable and objective acceptance criteria for each

• A definition of done (DoD) may be specified for the project, in addition

to iteration outputs
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Help Everyone
Understand
the Vision • Use interpersonal and leadership “power skills” and open communication
Guidelines channels with stakeholders and team members

• Get creative with agile methods!

• A product box exercise to internalize the vision from the

customer’s point of view and emphasize product/project value

• Example: Here is why Oasestown residents will choose to

spend their time and money at SLC (followed by
explanation of what it offers to customers)

• The XP metaphor technique explains a complex idea in simple,

familiar terms, using common language and vocabulary

• Example: SLC is the living room of Oasestown!

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Got Agreement on the

Project Agreements?

There is no single way to create a

project charter, but every project
needs to have one!

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Project
Charter*
What it does and why it’s important:

• Authorizes project

• Enables project manager to apply resources to project work

• Defines rationale and business need

• Verifies alignment with strategic goals

• Keeps everyone focused on a clear project vision

Usually created by project sponsor or project manager with

executive/stakeholder approval. Sometimes a statement of work
can serve as project charter.

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Project
Charter
Contents What’s included:

• Names - project sponsor, project manager, key

stakeholders

• Project description, including preliminary requirements,

measurable objectives

• Business needs, including financial goals or milestones

• Summary schedule and milestones

• Assumptions, boundaries and constraints, including

overall risk, approval requirements and approved budget

• Information from the business case, including success

and exit criteria

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Project
Charter:
Example

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Process: Develop Project Charter

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Kickoff Meeting

Purpose Internal/Team – held after agreements are finalized

• Establishes project context • Give project charter overview

• Assists in team formation • Clarify team member roles and responsibilities

(may include the initial team charter)
• Aligns team and stakeholders with project vision
• Present results of planning efforts
Organizational/Public
• Initiate product backlog
• Announce project initiation
• Share understanding of high-level vision, • Present product roadmap
purpose and value
• Identify sponsor, key stakeholders and project
manager
• Include high-level items from the project
charter

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ECO Coverage

1.2 Lead a team

• Set a clear vision and mission (1.2.1)

1.8 Negotiate project agreements

• Analyze the bounds of the negotiation for agreement (1.8.1)
• Assess priorities and determine ultimate objective(s) (1.8.2)
• Participate in agreement negotiations (1.8.4)
• Determine a negotiation strategy (1.8.5)

1.10 Build shared understanding

• Survey all necessary parties to reach consensus (1.10.2)
• Support outcome of parties’ agreement (1.10.3)

1.12 Define team ground rules

• Communicate organizational principles with team and external
stakeholders (1.12.1)
• Establish an environment that fosters adherence to ground rules
(1.12.2)

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Project Approach
TOPIC D

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First, Understand How and

Why Approaches Differ

• Changing perceptions of value — e.g.,

sustainability, customer-centricity
• Dynamic and perpetual global change

• Increasing complexity and risk

• Need to innovate and be dynamic

Which project management

frameworks do you use?
Do you have a preference?

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Tailored
Development • Support dynamic work environments
Approaches • Discover value delivery requirements early

• Put stakeholders and the team in close collaboration

Advantages:

• Provide better feature or capability assessment — continuous

improvement and quality

• Improve organizational tolerance for change

Servant leaders influence projects and encourage

the organization to think differently.

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Project Management Development Approaches

Certainty About
Characteristics Change and Risk
Requirements

• Plan-driven
• Change possible, but
• Linear sequence of
controlled
activities, in phases High, from beginning
• Risks carefully studied
• Phase completion governed
and managed
by phase gates

• Change-driven • Built on assumption of

• Iterative or incremental Unclear or customer- high degree of change
• Timeboxed cadence driven, so needs further • High tolerance of risk
(iterations/sprints) or discovery with guardrails for risk
continuous flow management

Tailored development approach, combining these elements

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Project or
Product?
A product is part of a project;
products have their own life
cycles.

Product management
represents a key integration
point within program and
project management.

Product owners are

responsible for maximizing
the value of the product and
accountable for the end
product.
Can you explain why projects often have both a project
manager and a product owner?

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Life Cycle and

Development
Approach
T
AR
ST

.
S
LE

Which type of life cycle is

AB
ER

depicted here?
IV
EL
D

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Predictive Life
Cycle
FEASIBILITY
Visual

DESIGN

BUILD

TEST

DEVELOPMENT DEPLOY

CLOSE

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Adaptive Life
Cycle
Example Initial Project and
Product Vision

Note the iterations on the

graphic, then describe
how this life cycle uses ITERATION 1 ITERATION 2 ITERATION 3
Product /
an incremental Service
Delivered
approach. Feedback Feedback
Backlog Backlog
Prioritization Prioritization

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Cadence

Refers to the timing and frequency of

delivery of project deliverables.
• Single: One delivery at the end of the
project
• Multiple: Delivery separated into parts,
not necessarily sequentially
• Periodic: Like multiple deliveries, but on
a fixed schedule — e.g., monthly or
bimonthly

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Adaptive Development Approaches

ITERATION OR SPRINT
INITIAL TEAM
VISION MVP(s) WORKS

INCORPORAT DEFINITION
PRODUCT USER E FEEDBACK DELIVER TO OF DONE MET DELIVER
BACKLOG STORIES CUSTOMER PRODUCT

SUBSTANDARD
PIVOT IDEA

DROP

Cadence can be time-boxed with

sprints/iterations or a continuous flow.

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Development
Approach and development approach or method, which
Project professionals use a _______________________
Life Cycle can be predictive, iterative, incremental, adaptive, or hybrid, to create and
Terminology deliverable which is a unique and verifiable product, result, or
evolve a ___________,
capability to perform a service.
Quiz
A project passes through a series of logically related activities, called
• Deliverable
phases from its start to its completion. This entire process is called a
_______
• Development
approach life cycle
_________.
• Phases
• Life cycle deliverable is required to complete a process, phase, or
Acceptance of a ___________
project.

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Hybrid Life
Cycle and
Development
Approach
• Accomplished by tailoring

• Combines adaptive and predictive life cycles and/or development

approaches

• Useful when requirements are uncertain or risky

• Also useful when deliverables can be modularized, or when deliverables

can be developed by different project teams

• Uses iterative and incremental development

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Hybrid Project
Approaches:
Examples

• Use agile or iterative practices within a predictive framework

• Use predictive artifacts or processes within an adaptive life cycle

• Business analysis techniques assist with requirements

management

• New tools help identify complex elements in projects

• Organizational change management methods prepare for

transitioning project outputs into the organization

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What Can Be
Tailored?

• Project life cycle

• Development life cycle components

• Way of working (WoW)

• Knowledge management

• Change management

• Project governance

• Benefits management

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Development
Approaches • Deliverable type and the development approach influence the number
Guidance and and cadence for project deliveries.
Probing • The development approach and the desired delivery cadence determine
Questions the project life cycle and its phases.

• How much unplanned work?

• How does the team prefer to work?
• What cadence suits our work?
• What does the customer want? Is incremental value delivery even
important to them?
• What’s our schedule? Do we want a steadier, building approach or a faster
pace?
• What’s our risk appetite/threshold?
• Are sprints helpful?

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Assess
Complexity: Far from
The Stacey agreement
CHAOS
Fundamentally
Complexity risky
Model
-Ralph D. Stacey COMPLEX
Requirements

Adaptive
approaches
COMPLICATED work well here

Linear
SIMPLE approaches
Close to work well here
agreement
Close to Far from
certainty Technical Capability
certainty

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Suitability
Filter:
A Diagnostic
Visual Based on
Survey Data

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Iterative and Incremental: Overview

Development Approaches

Predictive Hybrid Adaptive

Increasingly Iterative and Incremental

• Compatible with each other

• Used in hybrid and adaptive projects
• Break down development cycle to enable early value delivery
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Iterative Way of Working: Video

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Scrum

• This is a commonly used agile framework that offers suggestions for how
work can be organized to maximize value to the end user.

• Scrum is implemented at a product development team level.

• Roles include a scrum master/senior scrum master who facilitates

ceremonies (meetings); iterations are called sprints.

Remember that Agile frameworks focus on influencing the entire

organization, including leadership and company culture.

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Scrum
Ceremonies • Sprint planning
• Team collaborates with product owner to plan work for current sprint
Overview • Scrum master/senior scrum master facilitates

• Daily scrum
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal
• Not a status meeting

• Sprint review – can include Demo

• Held at end of sprint
• Team, product owner and stakeholders attend, or customers review progress
and give feedback to adapt product

• Sprint retrospective
• Team identifies improvements to performance and collaboration

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Agile
Ceremonies • Product strategy meeting – product owner shares product vision

• Daily standup or standup

• Team status meeting
• 5 to 15 minutes, timeboxed
We've discussed the
• Not necessarily daily
ceremonies over the last
few slides. Do you use
• Backlog refinement
them in your
• Product owner prioritizes items on backlog
organization? How
effective do they seem to
• Project retrospective
be to you?
• Held at the end of a project to review work and processes
• Like lessons learned

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ECO Coverage

2.13 Determine appropriate project methodology/

methods and practices

• Assess project needs, complexity and magnitude

(2.13.1)

• Recommend project execution strategy (e.g.,

contracting, financing) (2.13.2)

• Recommend a project methodology/approach

(i.e., predictive, adaptive, hybrid) (2.13.3)

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End of Lesson 2

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LESSON 3

PLAN THE
PROJECT
• Planning Projects
• Scope
• Schedule
• Resources
• Budget
• Risks
• Quality
• Integrate Plans

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Learning Objectives

• Explain the importance of a project management plan.

• Provide an overview of scope planning in both predictive and adaptive projects.

• Provide an overview of schedule planning in both predictive and adaptive projects.

• Discuss resource planning for a project, including human and physical resources and the role of procurement.

• Determine the budgeting structure/method for a project

• Explain the importance of tailoring a budget.

• Identify strategies for dealing with risks and risk planning.

• Assemble a toolkit of possible responses to risks.

• Define quality and how it relates to the outcomes and deliveries for a project.

• Discuss the importance of integrating project management plans and tailoring a change management process.

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Planning Projects
TOPIC A

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Planning Starts with a

Project Management Plan
Enables project managers to ....
• Execute
The document that describes how the • Monitor
project will be executed, monitored and
• Control
controlled, and closed.
• Close
It includes:
• Subsidiary plans
• Baselines
• Establishes guardrails to maintain controls,
• Additional components so ....
• Teams can tailor their way of working and
act quickly and flexibly!

*See definition tab for list

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Project
Documents*

Documentation and content created by the team to plan and manage the
project effectively

Some documents are project artifacts, which need to be maintained and

then archived at the end of the project.

They are not components of the project management plan.

*See definition tab for list

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Collaborative
Planning Product owner decides objectives according to customer
Adaptive and needs/wants; team executes work and helps product
Hybrid owner plan the work
Development
Approaches
Team members are local domain experts in integration
management — how work will be planned and
completed

Project manager, team lead or scrum master helps focus

the team to execute the planned work

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Planning Across Life Cycles

Predictive Hybrid Adaptive

Requirements Defined in specific terms Elaborated periodically Elaborated frequently

specification before development during delivery during delivery

Delivered after each

Delivered at the end of the Can be divided into pieces
Outcome(s) iteration according to
project (incremental)
stakeholder-desired value

Constrained as much as Incorporated at periodic Incorporated in real time

Change
possible intervals during delivery

Stakeholder
At specific milestones Regularly Continuously
Involvement

Through detailed planning

Risk and cost Through progressive Done as requirements and
of mostly known
controls elaboration of plans constraints emerge
consideration

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Topic Coverage

Differentiation of planning in predictive and

adaptive approaches

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Scope
TOPIC B

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Where are we in the PM Process Groups & Knowledge Areas

© 2011-2025, DaySpring Limited. 11

Source: PMBOK® Guide - Sixth Edition, Page 25.

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Process Name When to do it

Plan Scope Management Scope Management Plan

Collect Requirements Planning
Define Scope Planning
Create WBS Planning
Validate Scope (Customer) M&C
Control Scope (Team) M&C

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Scope Click me!

PROJECT
The project scop

SCOPE
complete a const
marketing projec

• Project scope or product

PRODUCT The product sco
SCOPE

scope? Oasestown with

and community te
• Is it fixed or flexible?

The scope of the

FIXED

finalized blueprin
little room for cha

The scope of the

FLEXIBLE

depends on the t
market forces, an
will derive as mu
Let’s use the Shawpe Lifestyle Centre working iterativel
project—the independent case study
part of this course—to understand these
terms better.
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Adaptability and
Resilience in Planning

Rolling Wave Planning

• A form of progressive elaboration
applied to work packages, planning
packages and release planning
• Used in adaptive or predictive
approaches

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MVP or MBI?
Planning for
Work
Incrementally

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Goal
Product Roadmap*

• Envisions and plans the “big picture”

• Displays product strategy and direction
and the value to be delivered Deliverable

• Leads with the overarching product

vision and uses progressive elaboration Milestone
to refine vision
• Uses themes (goals) to provide structure
and associations
• Provides short-term and long-term
visualization

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Milestones*

• Markers for big events, reviews, due

dates, payments or decision-making
• Prompts for reporting requirements or
sponsor/customer approval
• Created by project managers,
customers or both
A milestone list identifies all milestones
and indicates which are:
• Mandatory - required by contract, or
• Optional (estimated on historical
information)

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Scope Planning
Comparison of Processes PRODUCT OWNER
• Creates and refines release backlog for
PROJECT MANAGER iteration planning meeting
• Facilitates the Collect Requirements • Explains each prioritized user story in
Process detail to the team
• Documents requirements in a:
• Scope statement (text/document) TEAM
• Work breakdown structure (WBS) – • Estimates effort required and creates the
(visual) iteration baseline, selecting stories to meet
the expected velocity for the iteration.
• Develops schedule, budget, resource and
quality plans to deliver requirements • Places user stories from product backlog
into release backlog to support identified
features and functions
What might a hybrid scope planning • Uses a story map to sequence and
process look like? prioritize user stories in the release
backlog
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Get Started with Requirements?

Does this kind of project start with requirements?

Click each button!

Yes! Sort of… Maybe!

In predictive User stories are Hybrid projects may
projects, a different way of elicit and refine
requirements are thinking about the requirements or
elicited and set at requirements compose user
the beginning of the process. stories.
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Requirements
What Are They
and Why Do We
Need Them?
• A requirement is one single measurable statement of a condition or
capability.
• It tells how a product, service or result satisfies a business need.

Guidelines for use:

• Start at a high level before providing details

• Must be unambiguous (measurable and testable), traceable,

complete, consistent and acceptable to key stakeholders

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Collect Requirements

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Document Requirements OUTPUT

• A simple format — e.g., a document listing all

requirements, categorized by stakeholder and
priority, OR

• More elaborate — e.g., executive summary,

detailed descriptions, attachments

• Requirements traceability matrix

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Requirements
Management
Plan
• Configuration management activities:
Plan, Track and • Version control rules
Report on • Impact analysis - tracing, tracking and reporting
Requirements
Activities • Required authorization levels for change approval

• Prioritization criteria/process

• Product metrics and accompanying rationale

• Traceability structure, including requirement attributes

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Types of Requirements
Type Describes the...

Project Actions, processes and conditions the project must meet

Features and characteristics of the product, service or result that will meet the business
and stakeholder requirements
Product • Functional – Product features
• Non-functional - Supplemental environmental conditions/qualities that make the
product effective

Conditions or criteria needed to validate the successful completion of a project deliverable

Quality
or fulfilment of other project requirements

Business Higher-level organizational needs, reasons for the project

Stakeholder Stakeholder (or stakeholder group) needs —aka “Reporting requirements”

Transition/
Temporary capabilities needed to transition successfully to the desired future state
Readiness

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Collect • Expert Judgment • Data Analysis

Requirements • Interpersonal/Team Skills • Document analysis
Process • Nominal group technique • Alternatives analysis

• Observation • Product analysis (if

deliverable is a product)
• Facilitation
• Decision-Making Techniques
• Data Gathering
• Voting
• Brainstorming
• Multi-criteria decision
• Interviews
analysis
• Focus groups
• Questionnaires and surveys • Data Representation

• Benchmarking • Mind mapping

• Affinity diagram
• Context or use case diagram

• Prototyping — e.g.,
storyboarding
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Scope Planning: How to Collect Requirements

Interviews Questionnaires/Surveys Observations Focus Groups Facilitated Workshops

• Identify/define • Sessions organized

• Casual/interactive
features and • Written format by project managers
• Physical technique information-sharing
functions of • Captures information to determine
used learn about a • Moderator-guided
Characteristics deliverables from large groups requirements and
specific job role, • Includes stakeholders
• Can be structured, • Yields quantitative enable stakeholder
task or function and SMEs
unstructured or data agreement on project
• Yields qualitative data
asynchronous outcomes

• Handles sensitive/ • Quick turnaround

• Pre-selected • Team can capture
confidential • Effective with varied
participants for varied requirements
information and geographically • Team can
opinions • Stakeholders can
• Helps identify dispersed understand where
Advantages • Small group for understand the
stakeholder respondents changes might be focused approach concerns and
requirements, • Yields quantifiable beneficial
and gathering specific requirements of
goals or data for statistical
information others
expectations analysis

• Time consuming • Must prequalify

Considerations • Captures only a
• Answer/ data quality stakeholders • Facilitation is
(potential single point of
drawbacks) depends on question • SMEs and facilitation essential
view
quality are essential

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Data
Gathering
Use Benchmarks to generate product requirements
• Requires best practices to make comparisons
• Evaluates and compares an organization’s or project’s practices
with others
• Identifies best practices in order to meet or exceed them

• Can you remember the other methods for data gathering?

• Why do you think benchmarking is effective in gathering data

for scope planning?

• Why would you choose it instead of the other methods?

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Scope Planning – Requirements Prioritization

Tool or Technique Description Benefits
Used to reach a common understanding with • Compares several points of view
stakeholders on the importance of each requirement. • Used with timeboxing to focus on the most
They indicate: important requirements
MoSCoW Analysis
• M - Must have • Common in agile software development, Scrum,
developed by Dai Clegg
• S - Should have RAD and DSDM
• C - Could have
• W - Won't have (for now)
Understand and classify all potential customer • Development efforts can then be prioritized by the
requirements or features into four categories of need: things that most influence customer satisfaction
Kano Model
• Delighters/exciters and loyalty.
(Product management technique)
• Satisfiers
developed by Noriaki Kano
• Dissatisfiers
• Indifferent
Paired Comparison Analysis Rate and rank alternatives by comparing one against • Good for small range of subjective requirements
developed by LL Thurston the other
100 Points Method Vote for importance of requirements in a list; • Good for any size group, even large ones
(aka fixed sum or fixed allocation stakeholders distribute 100 points in any way they • Gives priority to stakeholder decision- making
method) wish (Like “Monopoly money” method) because they must exercise depth of thought
developed by Dean Leffingwell and Don
Widrig
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29
Kano Model

Delighted

Satisfied
Satisfaction
Some

Good
None

Best

Functionality

Dissatisfied

Frustrated

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30
Prioritization Techniques to Determine Objectives

Prof Noriaki Kano, 1984

ü Categorize and prioritize customer
needs
ü Guide product development
ü Enhance customer satisfaction

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30

Represent Data

• Mind Mapping – Consolidate ideas

created through individual brainstorming
sessions into a single map to reflect
commonality and differences in
understanding and to generate new
ideas
• Affinity Diagram – Allows large
numbers of ideas to be classified for
review and analysis

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32
Data Representation

Mind Mapping Affinity Diagram

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These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® 32
ThisGuide) – Sixth
material Edition,
is being Project as
provided Management Institute
part of a PMI Inc., 2017.
® course.

32

Context Diagrams

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Context Business Context Diagram Example

Diagrams*
GOVERNMENT PRIVATE SECTOR

REQUEST FOR REQUEST FOR

FUNDING FUNDING FUNDING FUNDING

HARDWARE, SOFTWARE EDUCATIONAL

AND SUPPORT SERVICES

USER COMMUNITY UNIVERSITY INDUSTRY

REQUEST FOR HARDWARE, REQUEST FOR
SOFTWARE AND SUPPORT EDUCATIONAL SERVICES

REQUEST FOR EDUCATIONAL

EDUCATIONAL SERVICES
SERVICES

EDUCATION
COMMUNITY

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Prototyping

• Evaluation and experimentation tool

• Enables early feedback for further
development and to develop a detailed
list of project requirements
• Storyboarding is a type of prototyping
that uses visuals or images to illustrate a
process or represent a project outcome.

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Scope
Management
Plan*

• Review of the scope activities for the project and how that work will be
done
• Should include processes to prepare a project scope statement
• Enables the creation of the WBS from the detailed project scope
statement
• Establishes how the scope baseline will be approved and maintained
• Specifies how formal acceptance of the completed project deliverables
will be obtained
• Can be formal or informal, broadly framed or highly detailed

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Scope
Management
Plan*

Figure 5-3. Plan Scope Management: Inputs, Tools & Techniques, and Outputs

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Project Scope
Statement
Includes –

• Scope description - project and product

• Acceptance criteria

• Any required deliverables

• Any out-of-scope items needed for clarification

• Constraints and assumptions

Once it has been approved and baselined, changes are only

permitted in accordance with the change management plan.

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Process: Define Scope

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Scope
Planning
Tools and Used to consider possible potential
Techniques for Document options or approaches to execute and
Analysis analysis perform project work

Analyze the information needed to

Match the Alternatives
requirements develop the project scope statement or
analysis analysis any technical detail
tool/technique with
the correct Derive new project requirements from
description. Product
existing documents
analysis

Ask questions about a product and form

Expert judgment answers to describe use, characteristics,
and other relevant aspects

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Product Analysis Methods

PRODUCT BREAKDOWN REQUIREMENTS ANALYSIS

Splits a product and its requirements into Identifies, validates and documents specifications for
components to achieve a clear understanding of projects
work
VALUE ENGINEERING
SYSTEMS ENGINEERING
Optimizes value in a structured way
Approaches design, integration, and management,
VALUE ANALYSIS
and the life cycle of complex systems in a multi-
disciplinary way Examines factors affecting product/service cost in a
systematic, interdisciplinary way towards success
SYSTEMS ANALYSIS
with the lowest cost and required quality and
Studies a product /service to identify its goals and reliability standards
purposes and create systems/ procedures to
achieve them efficiently

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Process: Create WBS

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Create the Work Breakdown

Structure (WBS)* 1.0
Top of WBS
Project name or
Project Name
primary deliverable

• Follow the 100% rule!

• Include every aspect – nothing extra, Management control point
1.1
Integrate scope, budget, and
nothing missing Control Account
schedule to compare to EV

• Include project and product components

• Use hierarchical structure 1.1.2

Works needed further plan
Integrate scope, budget, and
Planning Package
• Highest – project schedule to compare to EV

• Next – deliverables
• Lowest – work package 1.1.1 1.1.2.1
Planned works
Group scheduled and
Work Package Work Package
estimated activities

Each work package is

WBS code
part of only one financial (numbering system)
control account.

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WBS

Project Renovation of a
Residential Building

Exterior Interior
WBS Level 1 Renovation Renovation

WBS Level 2 Landscaping Painting Flooring Interior decor

Level Lay Add Remove old Paint the Decorate

Finish Paint Take out Lay new Polish the
Aritificial wall
Activities
the flooring the wall item s interior
grass Exterior W all old tiles tiles tiles
Land tiles

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45
WBS

Project Renovation of a
Residential Building

Exterior Interior
WBS Level 1 Renovation Renovation

WBS Level 2 Landscaping Painting Flooring Interior decor

Level Lay Add Remove old Paint the Decorate

Finish Paint Take out Lay new Polish the
Aritificial wall
Activities
the flooring the wall item s interior
grass Exterior W all old tiles tiles tiles
Land tiles

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Decompose
Work in the Steps:
WBS 1. Identify deliverables and the work/tasks needed to
accomplish them
2. Structure and organize the WBS
Divide and subdivide the
project scope and 3. Decompose high-level WBS scope components into low-
deliverables into smaller, level components
more manageable parts 4. Develop and assign a unique identification code to each
component from the code of accounts
5. Review the decomposition of work packages and verify that
they align with the project requirements

Tailor the level of decomposition to specific project needs and

the level of granularity needed to manage the project effectively.

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WBS
Dictionary

Provides detailed
deliverable, activity and Decompose work and include: • Resources required to complete
scheduling information the work
• WBS code identifier
about each component • Cost estimations
• Description of work
in the WBS
• Quality requirements
• Assumptions and constraints
• Acceptance criteria
• Responsible organization
• Technical references
• Schedule milestones
• Agreement information
• Associated schedule activities

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Scope
Baseline
• Approved version of a scope statement, WBS and its associated WBS
dictionary, that can be changed only using formal change control
procedures

• Used as a basis for comparison to actual results

Components include:
• Project scope statement
• WBS
• Work packages
• Planning package
• WBS dictionary

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Don’t Forget
to Plan for Include activities to fulfill transition/implementation in the scope of work

Transitions / • Consider all stakeholders, schedules, risks, budgets, and quality standards.

Handovers! • Identify deliverables/outputs

These can be delivered throughout the project, not just at the end!

Questions to consider:
• Will the work be new, or an update in the business environment?
• How best to transition the product into a live environment?
• What about decommissioning or removing old systems, processes or
materials?
• Did you ensure training and knowledge transfer are
complete/satisfactory?

How do adaptive or hybrid teams “plan” for handovers or transitions?

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Scope Planning in
Adaptive Environments

• Incremental or iterative development

• User stories propose an alternative way
of viewing the requirements process

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Release and
Iteration Collaborative planning meetings that break scope into larger releases and

Planning then iterations/sprints

At release planning (or Agile release planning), decide:

Planning also takes • Number of iterations or sprints needed to complete each release
place at the standup • Features contained in the release
meeting when • Goal dates of each release
teams discuss
details of work in
At iteration planning (or sprint planning):
progress.
• Review the highest prioritized user stories or key outcomes
• Ask questions
• Agree on effort required to complete the user story in the current
iteration
• Determine the activities required to deliver iteration objectives

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Backlogs

Example:
• Prioritized list of the
known scope of work A product owner creates a product backlog and identifies and adds stories in
• Information presented in collaboration with the team and stakeholders. Work items describe desired
story form product functionality through user stories.
• Continually updated by
• The product owner is responsible for prioritizing work according to value.
the product owner in
collaboration with • The product owner and team collaborate to move work items to the
teams iteration/sprint backlog.

Backlogs may be known by slightly different names on your team or

project, but the names are generally descriptive — e.g., requirements
backlog, sprint backlog, lean backlog.

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User Stories, Story Maps,

Roadmaps

• A story map organizes user stories into

functional groups and within a narrative
flow (“the big picture”) of the product
roadmap.

• Helpful for discovering, envisioning and

prioritizing the product and a way ahead!

- Story map technique developed by Jeff Patton

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Epics > Features > User Stories

JANUARY DECEMBER

EPIC
EPIC
a major deliverable

FEATURE FEATURE
Delivers a capability that Groups related
can be estimated, tracked functionality together
USER STORY
and managed as a set to deliver value

FEATURE
Includes activities and efforts such as documentation,
bug fixes, testing and quality/defect repairs

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Prioritize and
Refine the
Backlog

• Continual refinement done by product owner/customer prior to iteration

planning

• Additional refinement can be done jointly by the team and product

owner during the sprint/iteration

• Allows reorganization and reprioritization of work to complete higher-

priority items that deliver value first

• Split epics into user stories

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Plan Scope: Quiz

Which two stakeholders perform
project scope planning? (Choose two)

a. Ang Fen, project manager

b. Helen Grey, product owner
c. Eugene Lowe, project sponsor
d. Project team

Ang Fen wants to give the executive

team an overview of the work ahead at
the next strategy meeting. Which
artifact should he show them?

a. Scope management plan

b. Product roadmap
c. Scope statement
d. Work breakdown structure
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ECO Coverage

2.1 Execute project with the urgency required to

deliver business value
• Support the team to subdivide Project tasks
as necessary to find the minimum viable
product (2.1.3)
2.8 Plan and manage scope
• 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)

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Schedule
TOPIC C

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Where are we in the PM Process Groups & Knowledge Areas

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Get from “A” to “B”

Overview of Schedule Planning Processes

The project manager ensures that: The project team:

• Work package is broken down into required • Uses either a time boxed (cadences) or
activities continuous flow method

• Dependencies and precedence • Adopts release time frames

relationships are determined
• Plans each iteration with work
• Activity durations are estimated based on
• Prioritizes, estimates and decomposes user
average resources
stories into tasks and determines iteration
• Critical path is determined velocity

• Resource overallocations are resolved • Works with product owner to refine the
backlog after each iteration and plan the
• Schedule is compressed to meet any
next
constraints
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Process: Plan Schedule Management

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Schedule
Management
Plan* • Describes how activities will be defined and progressively elaborated

• Identifies scheduling method and scheduling tool used

• Determines schedule format

• Establishes criteria for developing and controlling the schedule

• May be tailored for use in any type of project

• Defines the maintenance process for updating status and records

project progress in the schedule model during execution

In hybrid approaches, a schedule management plan can help

by placing management controls on the project time line.

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Schedule Project schedule

•
•
Methodology/tool for schedule development
Includes maintenance planning, including status updates and
Management model
progress during execution
Plan • Acceptable range used to determine realistic activity duration
Components Accuracy
•
estimates
May include risk contingency
Units of
Defined for each resource – e.g., staff hours, days and weeks
measure
Organizational
Use of WBS to ensure consistency with estimates and schedules
procedural links

• For monitoring schedule performance before taking action – e.g.,

Discuss how the Control escalation/reviews
thresholds • Expressed as percentage deviations from the baseline — e.g.,
schedule management percent ahead or behind schedule
plan can be a beneficial
Performance measurement — e.g., earned value management (EVM)
tool in hybrid projects. Rules
rules
Who would it benefit?
Reporting Frequency and formats for schedule-related reports
Process
Describes how schedule management processes are documented
descriptions

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Start with Benchmarks

and Historical Data

Benchmarking
• Compares current project schedule with
a similar product/service schedule
• Provides a good “starting point” for
estimation before detailed analysis
• Assesses feasibility in the initial stage of
scheduling
Historical data
Learn lessons from completed projects in
the organization

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Hybrid
Schedules
Example
Characteristics
and Benefits • Tailored plans to combine consistency and management oversight with
flexible scheduling of work

• Better product/deliverable quality with incremental or short-term value

delivery and change (improvements, fixes) incorporated at intervals

• Product delivery can be divided into subsets according to a plan

(milestone or cadence)

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Predictive
Schedule
Planning

The project manager:

• Breaks down a work package into the required activities

• Determines dependencies and precedence relationships

• Estimates the duration of activities based on average resources

• Determines the critical path

• Resolves resource overallocations

• Compresses the schedule, if needed, to meet constraints

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Process: Define Activities

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Break Down Project 1.0

Project Name
Top of WBS
Project name or
Activities* primary deliverable

Management control point

• Break down project work packages into 1.1
Integrate scope, budget, and
Control Account
schedule to compare to EV
activities (noun)

• Enter activities into the activity list using a

verb statement Works needed further plan
1.1.2
Integrate scope, budget, and
Planning Package
schedule to compare to EV
• Use the activity list to develop the project
schedule
Planned works
• Include duration (start and end day) for every 1.1.1 1.1.2.1
Group scheduled and
Work Package Work Package
activity estimated activities

Tailor the amount of detail in Code of accounts

activities to the project (numbering system)
context to enable meaningful
estimation and planning.

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Process: Sequence Activities

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Activity
Dependency DEPENDENCY TYPES
Types
Meaning Action by Project Manager
Contractually required or
Must schedule it — No way
Mandatory inherent in the nature of
around this sequence
the work
Established because of Can be modified as needed,
best practices or a if replaceable with a better
Discretionary
specific sequence is sequence, or if schedule
desired compression is required
Activities performed
External outside the project team’s Limited or no control
work

In project work,
Internal Has control
contingent on inputs

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Precedence
Relationships ARROW INDICATES WHICH
DRIVES THE OTHER

CONFIRM KEY STAKEHOLDER ERECT SIGNAGE WITH

• Activity dependencies AND CUSTOMER CUSTOMER BRANDING
ATTENDANCE
determine precedence
relationships (aka logical
relationships) and the Start Finish Start Finish
order in which activities
Predecessor (Driver) Successor (Driven)
are performed
• Show these using the
precedence
diagramming method
(PDM)
• Precedence indicates which activity drives the relationship
• Predecessor usually occurs earlier in time than successor

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Types of Precedence Relationships

Finish to Start
1 (FS)
ACTIVITY A ACTIVITY E
A. Obtain occupancy permit
from Oasestown building Finish to Finish
3 Start to Start (SS) 2 (FF)
department

B. Confirm tour guide

ACTIVITY C ACTIVITY D
C. Confirm key stakeholder and
customer attendance ACTIVITY F ACTIVITY E
D. Complete landscaping and
decoration
4 Start to Finish
(SF)
E. Identify finished spaces for
the tour ACTIVITY D ACTIVITY F

F. Erect signage with customer

branding
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Lags and Leads in Precedence Relationships

Finish to Start
1 (FS)
Add lead and lag times of up to
ACTIVITY A ACTIVITY E
2 weeks to activities

Document activities and related 3 Start to Start (SS)

assumptions A. Obtain occupancy permit from
Oasestown building department
ACTIVITY C
B. Confirm tour guide

ACTIVITY F C. Confirm key stakeholder and

customer attendance

D. Complete landscaping and

decoration
Leads and lags do not have a value, so do
E. Identify finished spaces for the tour
not include them in duration estimates.
F. Erect signage with customer branding

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Project Schedule Network Diagram: Activity on Node (AON)

Name Predecessor
Start ---------
A Start
B A
C B
D Start
E D
F B
G C
H D
I E, H
Finish F, G, I

74

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Process: Estimate Activity Durations

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Activity
Duration
Estimate Activity Duration Estimate
Terminology • The quantitative assessment of the likely number of time periods
required to complete an activity

Elapsed time
• The actual calendar time required for an activity from start to finish

Effort
• The number of labor units required to complete a scheduled activity or
WBS component, often expressed in hours, days, or weeks; contrast
with duration

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Estimating Techniques
• Less costly and time
• Uses historical data from a similar activity or • May be inaccurate,
consuming
Analogous project to estimate duration (or cost) depending on quality of
• Used when project
• aka “top-down estimating.” historical information
information is limited
• Uses an algorithm to calculate duration (or • Does not account for a
• Can produce higher levels
cost) based on historical data and project learning curve — i.e., work
of accuracy depending on
parameters. gets easier as team
Parametric sophistication of data from
• Durations can be quantitatively determined becomes more expert
model
— multiply quantity of work to be performed • Uniform units of work are
• Scalable and linear
by the number of labor hours per unit of work not typical in projects

• Defines an approximate range of an activity’s • May improve accuracy of

• Requires detailed resource
duration, using most likely, optimistic, and single-point estimations by
information
Three-Point pessimistic estimates including risk and
• Requires expert knowledge
• Used when historical data is insufficient, or uncertainty factors
to estimate tasks
subjective

• May be very time

• Very accurate and gives
• Uses aggregates of the estimates of the consuming
Bottom-up lower-level managers more
lower level components of the WBS • Can be used only after the
responsibility
WBS has been well defined

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Three-Point Estimation PERT is based on a probability distribution;

therefore, we can calculate a standard
Examples deviation:

(P - O) / 6 = PERT Standard Deviation

Triangular Distribution (average) Beta Distribution (PERT average)

FORMULA FORMULA
E = (O + M + P) / 3 E = (O + 4M + P) / 6
• Optimistic = 3 weeks
• Most Likely = 5 weeks • Optimistic estimate = 3 weeks
• Pessimistic = 10 weeks • Weighted most likely estimate = 5 weeks
• Pessimistic estimate = 10 weeks
EQUATION
(3 + 5 + 10) / 3 = 6 weeks EQUATION
[3 + 4 (5) + 10] / 6 = 5.5 weeks
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Process: Develop Schedule

Figure 5-19. Develop Schedule: Inputs, Tools & Techniques, and

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Critical Path* ACTIVITY ACTIVITY

Method 2
4 WEEKS
4
3 WEEKS

ACTIVITY 1 ACTIVITY 6
Sequence mandatory START 6 WEEKS 1 WEEK
FINISH
critical path activities to
find the longest path
through a project and to ACTIVITY ACTIVITY
3 5
determine the shortest 5 WEEKS 4 WEEKS
possible project duration
and the amount of
flexibility in the schedule

1[6w] + 2[4w] + 4[3w] + 6[1w] = 14-weeks

1[6w] + 3[5w] + 5[4w] + 6[1w] = 16-week critical path

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Critical Path Method

Source: PMBOK® Guide - Sixth Edition, Page 211. 81

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Network 2

Diagram with 4 5
3 3
Date and C
8
7
Dependencies 1 3 8 10
A 4 F
11
1 3 9 11
4 7
Calculate: START D END
1 4 4
• Critical path 4 7
1 4 8 11
• Forward pass
B E
• Backward pass
4 7 8 11
• Float

KEY
ES DUR EF
ACTIVITY

LS FLT LF

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The Project
Schedule

• Includes start and finish activities

• Uses specific dates and in a certain sequence

• Sets dates for project milestones

• Coordinates activities to ensure on-time project completion

• Tracks project progress based on schedule performance and
provides visibility of project status to upper management and project
stakeholders

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Schedule
Presentation
Select the type of schedule to suit your project!
Formats

• Roadmap

• Gantt Chart
• Milestone Chart

• Project Schedule Network Diagram

Do you remember the name of the tool we used for

scheduling activities in a project plan?

Hint: The output is a project schedule network

diagram.

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Gantt Chart
Visualize and Track the Project Over a Time Line

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Milestone Schedule
Present Milestones with Planned Dates

ID Task Name April May June July

3/14 3/21 3/28 4/4 4/11 4/18 4/25 5/2 5/9 5/16 5/23 5/30 6/6 6/13 6/14 6/20 6/27 7/4 7/11 7/18 7/25

30 Begin Phase 1
31 Deliverable A
32 Deliverable B
Phase Gate
33
Review
34 Begin Phase 2
35 Deliverable C
36 Deliverable D
Phase Gate
37
Review

Remember that milestones have

zero duration ©2023 Project Management Institute, Inc. All rights reserved.
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86

Project Schedule Network Diagram

Visualize Interrelationships of Activities

Notations are for graphical

example only!

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Resource Smoothing
Optimization
• Adjusts the activities within predefined resource limits and within free
and total floats

• Does not change the critical path nor delay the completion date

• Method may not be able to optimize all resources

Levelling

• Adjusts start and finish dates based on resource constraints

• Goal is to balance demand for resources with available supply

• Use when shared or critically required resources have limited

availability or are over-allocated

• Can change the critical path

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Resource Smoothing
Optimization
• Adjusts the activities within predefined resource limits and within free
and total floats

• Does not change the critical path nor delay the completion date

• Method may not be able to optimize all resources

Leveling

• Adjusts start and finish dates based on resource constraints

• Goal is to balance demand for resources with available supply

• Use when shared or critically required resources have limited

availability or are over-allocated

• Can change the critical path

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Resource Leveling

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Schedule
Compression
Techniques

Fast tracking

• Perform activities in parallel to reduce time

• May result in rework, increased risk and increased cost

Crashing

• Shortens schedule duration for the least incremental cost by adding

resources – e.g., overtime, additional resources

• Works only for activities on the critical path

• Does not always produce a viable alternative and may result in

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Schedule Baseline*
• Complete schedule planning activities

• Add the schedule baseline to the project

management plan

Ideally, this happens before the project

starts.

• Compare actual progress to the baseline while

the team works

• Use the formal change control process to make

changes to the baseline

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Special
Intervals Negotiate how and when required scheduled “down” time intervals will
take place

Black-out times - deliverables are handed over for implementation:

What are special • Suspends changes
intervals known as in
• Reduces risks as the solution is released to customers
your projects?

“Go Live” - at the end of the project timeline

Negotiate black-out times as project approaches release

Iteration H or hardening sprint – conducted prior to final release

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Types of Iterations

Note: Bear in mind that Iteration 0 and Iteration H are optional elements of agile
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Schedule
Management • Depends on team composition and life cycle
in • Project team works with the product owner to decide
Adaptive
• Develop the roadmap to show release functionality and timeframes
Environments
• Choose an approach:
Guidelines • Timeboxed scheduling with backlog
• On-demand, continuous scheduling
• Project team selects activities for delivery within an iteration (or
sprint)
• Teams produce increments of value for delivery and feedback

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Adaptive Scheduling Approaches

Comparative View
On-Demand (Kanban/Lean-based) Timeboxed/Iterative

• Allows individual requests to be addressed • Uses progressive elaboration (rolling wave) to

• Levels out work of team members schedule activities
• Best when activities are divided equally • Uses a specific work interval — e.g., two weeks
• Allows changes at any time during project
Does not work well in projects with complex
dependency relationships
Prioritize requests to determine start sequence Define requirements with user stories then prioritize
then sequence stories individually through stories
completion
Team pulls work from queue Select work based on priority and time box; add
remaining stories to backlog; reintroduce stories later,
based on priority
Provides incremental business value Delivers business value early and incrementally

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97

Product and Iteration Backlogs

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98

As a <who>
User Stories I want to <what>
So that <Why>

DEFINITION

Short descriptions of required functionality; told

from user’s point of view

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99

User Stories

3C
C = Card
C = Conversation
C = Confirmation

Ron Jeffries offers a simple yet effective way to think about©2023

user stories (Jeffries
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User Stories - Example

100

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User Stories
How do we know if the stories that we
have written are good stories?

Independent
Card Negotiable

3C Conversation
INVEST
Valuable

Estimable
Confirmation
Small

Testable

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Adaptive Planning Overview

A release schedule usually

lasts from 3-6 months.

Timeboxed iterations or
sprints typically last 1 - 4
weeks.

Assign story points to

tasks to determine the
amount of work

Velocity – the capacity of Story Point

the team to complete work Story Point

Story Point

Story Point

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Working with Features

Scheduling aligned to features ensures

associated work is coordinated.
Associating features with the product
roadmap offers visibility of when blocks of
functionality can be released to the
business and end users.

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Agile Release
Planning MOST
IMPORTANT
Sequence of features needed in release

Story Mapping

Priority of user stories by feature

Menu Order
Selection food
• Group stories by
Explore Check Order Make
sequence and priority Select
Price Items Payment
Menu Menu
• Sequence features and
functions for the release
• Prioritize user stories in
the release backlog and
associate them with
features and functions

LEAST
IMPORTANT

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Measure Effort, Not Time

Function of (Effort, Complexity, Risk/pitfalls)

Relative sizing

• Compares effort of multiple user stories through assignment of values (XS, S, M, L, XL)

Use common t-shirt sizes to assign values to user stories.

Story points

• Uses a relative measure – e.g., numbers in the Fibonacci

sequence – to identify the level of difficulty or complexity of
a user story or task
Planning poker

• Estimates effort or relative size of development effort

• Uses a deck of cards with modified Fibonacci numbers to vote on user stories
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Relative Vs Absolute Estimation

Height of
the doll?

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Planning Poker Game | Hands on!

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Estimation Technique – T-shirt sizing

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Estimation Technique

• Relative Estimation Vs Absolute Estimation

• Story Points (Refence story, unit less)
• Consider Risk, Complexity and Labor

• T-shirt sizing (S,M,L,XL,XXL)

• Modified Fibonacci Sequence (0,1,2,3,5,8,13,20,40,100, )
• Planning Poker
• 0 means item is already done / Not enough information to make decision

• 100 – too big need to split / slice (Compound/Complex)

• ? (unsure or) Means a “player” didn’t understand the matter under discussion
or doesn’t have enough info to draw a conclusion
• infinity symbol - (this task cannot be completed)

• The “Coffee cup” card means: “I’m tired, let’s have a break”

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Definition of
Ready (DoR)* Agile teams need to know when they can be “ready” to do the work and
and when that work is “done.”
Definition of
Done (DoD)* DoR - What needs to be in place so the team can begin work?
• Depends on the environment’s complexity and lessons learned from
past iterations.
• Use DoR checklist to communicate and collaborate with stakeholders
about readiness for work or progress.

DoD describes the goal or desired state. It must be informed by the

DoR.

DoD is similar to acceptance criteria in predictive projects.

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111

Definition of Ready (DoR) - Example

Definition of Ready
❏ Business value is clearly articulated.
❏ Details are sufficiently understood by the development team so it can make an informed
decision as to whether it can complete the PBI.
❏ Dependencies are identified and no external dependencies would block the PBI from being
completed.
❏ Team is staffed appropriately to complete the PBI.

❏ The PBI is estimated and small enough to comfortably be completed in one sprint.

❏ Acceptance criteria are clear and testable.

❏ Performance criteria, if any, are defined and testable.

❏ Team understands how to demonstrate the PBI at the sprint review.

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Definition of Done (DoD) - Example

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Reprioritize
Sprint / Iteration The product owner and team collaborate to move work items from a
Backlog* release backlog to an iteration/sprint backlog for the upcoming sprint.

Team holds a sprint planning meeting before each sprint, which

typically lasts 2 weeks.

2-week interval

ITERATION 1

Sprint
ITERATION 2
...
Feedback
planning Backlog
Prioritization

Sprint
planning

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Hybrid
Scheduling Project manager plans high-level project phases and milestones; scrum
Models master runs sprints using agile processes

Example • Identify project work types and try to break them down

• Create a prioritized work backlog which fulfils project phase or

achieves milestone

• Work in iterations/sprints of 2 - 4 weeks (use shorter sprints for less

Can you identify which experienced team to facilitate alignment)
aspects of this
scheduling model are • Plan work before every iteration using prioritized backlog items
predictive and which are • Estimate every task to decide how many can fit in a single sprint
adaptive?
Can you identify who • Hold a retrospective at the end of every sprint; capture metrics to
does each of the tasks adjust timing and task estimate for next sprint
listed?

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ECO Coverage

2.6 Plan and manage schedule

• Predictive vs adaptive approach for
schedule
• Estimate project tasks (milestones,
dependencies, story points) (2.6.1)
• Utilize benchmarks and historical data
(2.6.2)
• Prepare schedule based on methodology
(2.6.3)

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Resources
TOPIC D

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Process Group & Knowledge Area: where are we?

2 3 1

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Source: PMBOK® Guide - Sixth Edition, Page 25.

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Project Resource Management

Project Resource Management includes the processes to identify, acquire, and manage
the resources needed for the successful completion of the project.

These processes help ensure that the right resources will be available to the project
manager and project team at the right time and place.

Right At right
resources time

At right
place

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Type of Resources

Project
Resources

Team resource or Physical

Personnel or HR resources

§ Physical resources include equipment, materials, facilities, and infrastructure.

§ Team resources or personnel refer to the human resources.

§ Personnel may have varied skill sets, may be assigned full- or part-time, and may be added or
removed from the project team as the project progresses.

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Resources
People and Equipment

• Value and empower internal human

resources, yet
• Leverage external sources to ensure
you have the best team and equipment
possible!

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Process Map

Estimate
Plan Resource Acquire Control
Activity Develop Team Manage Team
Management Resources Resources
Resources

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Resource • Identify resources - People and equipment

Management • How to acquire them

Plan* • Peoples’ roles and responsibilities

• Role – A person’s function in a project
• Authority - Rights to use resources, make decisions, accept
deliverables.
• Responsibility - Assigned duty
• Competencies and skills required
• Project Organization Chart – (Visual with resource categories and reporting
relationships)
• Project team resource management – Guidance on how to define, select,
manage and release resources
• Training - Strategies and requirements
• Team development methods
• Resource controls - Methods for ensuring non-human-resources are
available as needed
• Recognition plan
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Process: Plan Resource Management

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Plan Resource Management: TT

Source: PMBOK® Guide, fifth Edition p # 261 124

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Process: Estimate Activity Resources

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Estimate Activity Resources: Outputs

Source: PMBOK® Guide - Sixth Edition, Page 327.

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Process: Acquire Resources

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Assign
Resources and • Assign team members to project
Allocate
• Decide roles and responsibilities
Responsibilities
• Create team directory, organization chart and the schedule

Project schedules, resource assignments and budgets

are all interrelated and can be created at the same time.

• Tailor responsibilities according to team, needs and project

approach
• Consider technical and “soft” skills:
• Experience, knowledge, skills
• Attitude
• Global/regional factors
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Use Resource
Calendars*
• Document resource availability (people, equipment, material, etc.)
during a planned activity period.

• Use when estimating project activities and understanding

dependencies

• Specifies when, and for how long, identified team and physical
resources will be available during the project

• Progressively elaborate and update it throughout the project

Resource calendars can be used in any kind of

project!

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Responsibility
Assignment RESPONSIBLE • Performs work to complete the task or create the deliverable
A team member
Tools • Every task has at least one responsible person

ACCOUNTABLE • Delegates and reviews the work involved in a project

On the team • Ensures the responsible person/team knows project
(leadership/ expectations and completes work on time
Responsibility assignment management) • Each task has only one accountable person
matrix (RAM) or RACI
• Provides input and feedback on project work
chart:
CONSULTED
• Designates types of • Not every task or milestone needs a consulted party
Stakeholders
accountabilities assigned Consider all stakeholders, but invite only necessary
to resources or input
stakeholders
INFORMED
• Keeps information visible • Needs to be informed of project progress because their work
Usually not project
might be affected, but don’t need details
decision makers

* RACI chart is also called a RASI chart where “S” stands for “Support”
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Adaptive
Resource
Planning
Quiz
Which of these are true? (Choose several)

• Teams self-organize to distribute work. TRUE

• Adaptive teams never have a leader. FALSE
• Team members are a mix of generalists and specialists. TRUE
• Team members should be T-shaped. TRUE

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Where are we in the PM Process Groups & Knowledge Areas

Source: PMBOK® Guide - Sixth Edition, Page 25. 133

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Project Procurement Management

As a project may have multiple subcontractors, the 3 procurement processes could be

performed repeatedly

Plan Procurement Conduct

Management Procurements Control Procurements

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Project Procurement Management

If seller needs to manage projects due to contract:

• Buyer become customer and thus a key stakeholder for the seller
• Seller project team is concerned with all processes of project management
• Terms and conditions become key inputs of the sellers management process.

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Process: Plan Procurement Management

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Filling
Resource
Needs External sourcing considerations:

Make or Buy? • What is the impact on cost, time or quality?

Borrow? • Is there an ongoing need for the specific skill set?
• How steep is the learning curve?
• Are required resources available within the organization?
• Would outsourcing allow the team to focus?

Use a make-or-buy analysis to make the best decision for your team.

Make-or-buy decisions are part of a procurement strategy.

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Plan the
Procurement
Strategy • Work with organization’s finance or procurement department

• Use pre-approved vendors before requesting a new vendor

• Observe purchase amount limits per signatory — i.e. contracts

• Prerequisite OPAs valued over a certain threshold must be co-signed

• Acquisition method • Use defined bidding process and templates

• Contract types
• Require RFPs for contracts valued over a certain threshold
• Procurement phases
• Follow escalation procedures for approval of spending limits

• Pay contracts at a defined time – e.g., upon completion of work or at

the end of a project, with net payment terms

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Procurement
Management
Plan*

• Specifies the types of contracts that will be used

• Describes the process for obtaining and evaluating bids

• Mandates standardized procurement documents

• Describes how providers will be managed

Your organization’s procurement function will be involved in

developing this plan. Work with them closely and use the correct
procurement documents to avoid problems.

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Procurement
Documents • Statement of Work (SOW): Details of work required

Bid and • Request for quotation (RFQ): Bid/tender or quotation, including only
Proposal cost
Activities • Invitation for Bid (IFB): Buyer requests expressions of interest in
work

• Request for information (RFI): Buyer requests more information

from seller

• Request for proposal (RFP): Buyer-issued statement of work

required

• Expression of Interest (EOI): Seller-issued expression of interest in

work

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Procurement documents

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Formal
Procurement
Processes
RFPs, Bidder
Conferences Organizations in highly regulated industries or government

Or, if a project needs specialist work or wants to find the best quality
available.

Use RFPs, bidder conferences, and formal processes to ensure all

prospective vendors have a clear and common understanding of
the procurement

Work closely with the procurement officer or department

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Source
Selection • Overall or life-cycle cost
Criteria* • Understanding of need
• Technical capability
• Management approach
Work with external
resources whose values, • Technical approach
skills and attributes are • Warranty
aligned with your
• Financial capacity
project’s.
• Production capacity and interest
• Business size and type
• Past performance of sellers
• References
• Intellectual property rights
• Proprietary rights
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Qualified
Vendors

• Are pre-approved by the organization

• Have a history of work with the organization
• Are often “preferred” because they are proven, and their accounts are
already set up

Look in the lessons learned repository to find historical data

about vendors.

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Contracts*
Contracts:
Negotiate
Productive • Legalize working agreements
Relationships • Give structure to working relationships
• Further collaboration with partners
• Consider risks associated with contract types
• Deliver benefits to the buyer - different benefits by type
• Can be tailored for the partnership

DETERMINATION
REQUEST PROPOSAL CONTRACT
OF NEED

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Firm Fixed Price (FFP)

Fixed Price Incentive Fee

Fixed-price (FPIF)

Fixed Price with Economic Price

Contract Types

Adjustment (FPEPA)

Cost Plus Fixed Fee (CPFF)

Cost Plus Incentive Fee

Cost-reimbursable (CPFF)

Time and Material (T&M) Cost Plus Award Fee (CPAF)

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Involves payments (cost reimbursements) to the seller for all legitimate actual
Contract costs incurred for completed work, plus a fee (seller profit)
Types (1 of 3) Cost plus • Reimburses seller for all allowable costs for performing contract
fixed fee work; fixed-fee payment calculated as a percentage of the initial
(CPFF) estimated project costs.
• Fee amounts do not change unless the project scope changes.
Cost-reimbursable
Cost plus • Reimburses seller for all allowable costs for performing contract
contracts - For projects incentive work; predetermined incentive fee based for achieving contract-
with expected, significant fee (CPIF) specified performance objectives.
scope changes • Shares costs between buyer and seller if final costs are less or
greater than the original estimated costs
• Bases cost sharing on a pre-negotiated cost-sharing formula —
e.g., an 80/20 split over/under goal costs
Cost plus • Reimburses seller for all legitimate costs
award fee • Bases majority of fee on satisfying subjective performance criteria
(CPAF) defined and incorporated into the contract
• Determines fee based on buyer’s assessment of seller
performance and not subject to appeals
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Contract
Types (2 of 3) Firm fixed price Price of goods set at beginning; won’t change unless scope
(FFP) changes
Fixed price • Gives buyer and seller flexibility
incentive fee • Allows for deviation from performance — i.e., financial
(FPIF) incentives tied to achieving agreed-upon metrics (cost,
Fixed-price contracts –
schedule, awesomeness)
sets a fixed total price for • Sets price ceiling; any further costs charged to seller
a defined product, Fixed price
service, or result; used with economic
when requirements are price
well defined and adjustments
• Allows for special provisions for predefined final adjustments to
(FPEPA)
no significant scope the contract price — e.g., inflation, cost increases (or
decreases) for specific commodities
changes are expected. Pre-approved
vendors or
international
payments

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Contract
Types (3 of 3)

Time and materials contracts

• Also called “time and means”

• Combine aspects of both cost-reimbursable and fixed-price contracts

• Used when a precise scope or statement of work is unavailable

• Used often for augmenting staff, acquiring experts or gaining external

support

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“Agile” Contract Types

• Create a master service agreement to capture fixed items - e.g., warranties, arbitration
Multi-tiered
• List variable items in a schedule of services - e.g., service rates, product descriptions
structure
• Use a SOW to itemize dynamic items - e.g., scope, schedule, budget
Emphasize value • Structure milestone and payment terms based on value derived at milestones
delivered • Focus on the value of feedback in product development
Fixed-price Decompose scope into smaller, fixed-price micro-deliverables (user stories), giving customer
increments more control over how the money is spent and limiting the supplier’s financial risk.
Not-to-exceed time • Limit budget to fixed amount, allowing customer to add ideas by removing existing ones
and materials • Monitor work to avoid overage (or add contingency hours)
Graduated time • Connect quality and timely delivery of work (use DoD) to financial award – reward for early and
and materials reduce for late delivery
Early cancellation • Enable flexible delivery of scope, using DoD - e.g., if partial scope delivery satisfies customer,
option contract can be cancelled for a fee
Dynamic scope • Gives option to vary scope and fund innovation at specific points while limiting supplier risk
option • Vary scope at specific points to adjust features and innovate
Team
• Embed supplier’s services directly into the customer organization; fund team instead of scope
augmentation

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Components
of Contracts
• Description of work - deliverables and scope
• Delivery date and schedule information
• Identification of authority, where appropriate
• Responsibilities of both parties
• Management of technical and business aspects
• Price and payment terms
• Provisions for termination
• Applicable guarantees and warranties
• Intellectual property
• Security, confidentiality, data privacy

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ECO Coverage

1.6 Build a team

• Deduce project resource requirements (1.6.2)

2.11 Plan and manage procurement (resources)

• Define resource requirements and needs
(2.11.1)

• Communicate resource requirements (2.11.2)

• Manage suppliers/contracts (2.11.3)

• Plan and manage procurement strategy

(2.11.4)
• Develop a delivery solution (2.11.5)

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Budget
TOPIC E

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Process Group & Knowledge Area: where are we?

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Source: PMBOK® Guide - Sixth Edition, Page 25.

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Budget
Planning
Create budget in accordance with project life cycles:
Overview
Begin with fixed budget and amend with change control process
Consider:
• Cost as well as value
• Organization and Hybrid approaches add adaptability around surety
stakeholder attitudes
towards budget and
costs
Use burn rate

Agile teams collaborate with stakeholder partners and finance

stakeholders to suggest incremental budgeting approaches (agile
mindset)

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Predictive
Budget • Create a cost management plan (Plan Cost Management)
Planning • Employ estimating techniques to assign costs to activities (Estimate
Costs)

• Tailor a cost baseline (Determine Budget)

• Is used to monitor and measure cost performance throughout the
project (compares with actual results)
• Includes budget contingencies to address identified risks
• Can be changed only through formal change control procedures

The budget at completion (BAC) is the highest point on the cost

baseline. The BAC is the sum of all budgets established, or the value
of total planned work.

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Process: Plan Cost Management

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Check with
Organization
Funding Limit
Reconciliation

• Compare planned
project expenditure
against funding limits
• Align
work/expenditures on
the schedule to level
the rate of
expenditures

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Historical Data
Start with What’s Known

• Check lessons learned repository for

budgets, estimates from previous,
similar projects or data from the last
iteration

• Look for valuable cost-estimating

information - both successes and
shortcomings

• Use analogous and estimating

techniques, based on similar situations

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Process: Estimate Costs

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Resource Costs

• Match project need to • Assign a blended rate

resource attributes • Estimate points (effort) using planning poker or affinity
(availability, experience, diagram to find the number of user stories that can be
knowledge/skills, completed based on team velocity
attitude)
• Use a simple formula to estimate the cost per point:
• Create initial estimate
– Σ (loaded team salaries for period n) / points completed
based on average rate
in interval n
• Modify as needed
• Use a formula to estimate budget:
– (Cost per point * total point value of items to be
completed) + other expenses = forecast budget

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Estimate Costs

Estimate the cost for each activity or work Expecting the scope to change?
package in a project.
Use lightweight estimation methods for
Cost estimates should include: high-level estimating.
• Direct labor
• Materials
• Equipment 75%

• Facilities 50%

Range
• Services 25%

• Information technology
0%
• Contingency reserves
-25%
Use:
Time
• Rough order of magnitude (-25 to +75%)
Figure 2-14. Estimate Range Decreases over Time
• Definitive Estimate (-5 to +10%)

• Phased estimate ©2023 Project Management Institute, Inc. All rights reserved.
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9
10
6 7 8 9 10 10 9 8 7 6
10
9

Process: Determine Budget

Figure 2-15. Low Accuracy, High Precision

56 PMBOK ® Guide

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Project Budget

• Use the bottom-up

approach to
aggregate activity
costs, work package
costs and cost
baseline

• Include
contingencies to
support risk
management

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Determine Budget: Outputs

Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this
enables a time-phased view of the cost baseline, which is typically displayed in the form of an S-curve

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Source: PMBOK® Guide - Sixth Edition, Page 255.

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Determine Budget: Outputs

Project Funding Requirements, Total funding requirements and periodic funding

requirements.

Funding requirements may include the source(s) of the funding.

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Reserve Analysis
Contingency reserves Management reserves
Known unknowns Unknown unknowns

Identified in Risk Management processes Cannot be identified in Risk management processes

Future situations, partially planned Future situations, impossible to predict

e.g. snow in Canada e.g. snow in Dhaka

Contingency reserves are calculated and included in Management reserves are assumed or estimated (e.g.
the Cost baseline 5% of total project cost) not included in cost baseline

Project manager can approve use of the contingency Management approval is required for Management
reserves reserves

* Both reduce the chance of cost overrun

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Adaptive and Hybrid Budget Planning

Guidelines/Example

Examples

• Focus on short-term budgeting and • Estimate budget based on current data, plus a forecast
metrics versus long-term algorithm that is based on historic data or expert guidance
— e.g., lean or Kanban
• Set time periods for work and
prioritize work within those time • Use a “top-down” approach, using gross-level estimation
periods. techniques such as planning poker and affinity grouping on
feature sets, then employing progressive elaboration and
• Base cost on the resources used for
rolling-wave planning methods to drill down to the task level
that time period
on a just-in-time basis (iteratively)

• Revise budget at sprint planning intervals

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2.6.3.2 Cost of Change

Budget
The later a defect is found, the more expensive it is to correct. This is because design and

are more costly to modify as the life cycle progresses since more stakeholders are impacted. This
phenomenon is characterized by the cost of change curve (see Figure 2-22).

Considerations • Estimate budget based on the length of time of the project

Cost of Change

• Burn rate includes: 150x

Cost

• Number of team members 50x

20x
5x
1x

• Blended or actual team member rates Requirements Design Build Test Production

Phase Detected
Boehm’s Cost of Change Curve: Change gets more expensive over time
• Time of involvement
Figure 2-22. Cost of Change Curve

• Assumption of full-time team involvement

• If additional equipment or supplies are required, add them to the estimated

cost

Product owner may control the budget, depending on team composition.

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ECO Coverage

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)

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Risks
TOPIC F

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Process Group & Knowledge Area: where are we?

New

5 1 1
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Risk
Conditions of
Uncertainty

• Risk originates from a wide range of known and unknown causes

within and outside the business environment.

• Risk development is indicated by a trigger condition.

• Risks can be positive (opportunities) or negative (threats).

• If a risk becomes an issue, you must act!

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Project Risks
SLC Examples
Project Risks

• Working with new vendors and

building processes
• Supply chain issues for correct
bricks
• Building code compliance
• Key stakeholder conflict
• Retail market changes –
decline of in-store shopping
• Site survey shows risk of
slippage from coastal erosion
< 25 years

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Risk
Business
Context
Business risks represent an opportunity for gain or loss.

Project risk management systematically maximizes the

probability of positive events and minimizes the probability and

• Likelihood of a risk consequences of negative events.

event vs. the potential
impact
• Opportunity vs. threat
As project uncertainty increases, the risk of rework increases;
adaptive life cycles use smaller increments of work to enable
feedback and progressive elaboration of scope.

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Create Risk
Strategy How would you describe the • What criteria determines
organization/ project’s risk inclusion in the risk register?
appetite?
• Risk-seeking? Management Guidelines
First, understand risk
• Risk-neutral?
parameters for the • Use qualitative (high, medium,
• Risk-averse? low, etc.) or quantitative
organization and the
project! The risk threshold is tied to (numerical) ratings
individual and organizational risk • Set a maximum risk exposure
appetites. Do you know: level that can be managed
without escalation
• Which are too high to accept?
• Which are low enough to just be
accepted?

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Define/Refine Set initial risk strategy, then define In the plan:

Risk and refine it! • Risk strategy
Management • Methodology
Approach • Roles and responsibilities
Factor in project characteristics:
• Size • Funding

• Complexity • Timing
• Importance • Risk categories
• Development approach • Stakeholder risk appetite
• Definition of risk probability and
impact
Create a risk management plan!
• Probability and impact matrix

• Reporting formats
• Tracking documents
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Process: Plan Risk Management

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RBS Level 0 RBS Level 1 RBS Level 2

1.1 Scope definition

Risk 1.2 Requirements definition

Breakdown 1. Technical Risk

1.3 Estimates, assumptions, and constraints

Structure 1.4 Technical processes

1.5 Technology
1.6 Technical interfaces
2.1 Project management
2.2 Program/portfolio management
Uses typical categories, 2.3 Operations management
2. Management Risk
such as: 2.4 Organization

• Technical 2.5 Resourcing

0. All Sources of Project Risk 2.6 Communication

• Management 3.1 Contractual terms and conditions
• Commercial 3.2 Internal procurement

• External 3. Commercial Risk

3.3 Suppliers and vendors
3.4 Subcontracts
3.5 Client/customer stability
3.6 Partnerships and join ventures
4.1 Legislation
4.2 Exchange rates
4.3 Site / facilities
4. External Risk
4.4 Environmental / weather
4.5 Competition
4.6 Regulatory

Example RBS ©2023 Project Management Institute, Inc. All rights reserved.
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Inherent Risk Far from

agreement
CHAOS
(FUNDAMENTALLY
RISKY)

• Agile projects include risks in user stories and

as part of backlog work items COMPLEX
Requirements

• Teams discuss risks at planning meetings,

during the normal course of work
COMPLICATED
• Teams place risks in a risk register, use
information radiators to ensure visibility and (ADAPTIVE PLANNING)

a backlog refinement process that includes

constant risk assessment SIMPLE
Close to (PREDICTIVE PLANNING)
agreement
Close to Far from
certainty Technology certainty

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Risk
Identification
Techniques Data Gathering and Analysis

• Risk breakdown structure • Assumption analysis

(RBS)
• Document review
Use a prompt list to • Brainstorming
evaluate the external • Delphi technique
environment for risks. • Nominal group technique
• Monte Carlo simulation (larger
• SWOT analysis organizations)

• Affinity diagram

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Process: Identify Risks

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Assess Risks
Qualitative then
Quantitative

Perform the subjective qualitative assessment first.

Prioritize risks for further analysis by assessing and combining their

probability of occurrence and impact in a probability/impact matrix.

Then, if further support is required, use a quantitative assessment.

Not every risk needs quantitative assessment.

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Process: Perform Qualitative Risk Analysis

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Create Risk Probability and Impact Definitions

Example
+ / - IMPACT ON PROJECT OBJECTIVES

SCALE PROBABILITY TIME COST QUALITY

VERY HIGH >70% >6 months >$5m Very significant impact on overall functionality

HIGH 51-70% 3-6 months $1m-$5m Significant impact on overall functionality

MEDIUM 31-50% 1-3 months $501k - $1m Some impact in key functional areas

LOW 11-30% 1-4 weeks $100k-$500k Minor impact on overall functionality

VERY LOW 1-10% 1 week <$100k Minor impact on secondary functions

NIL <1% No change No change No change in functionality

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Probability IMPACT
(SEVERITY)
and Impact
Matrix 1 2 3 4 5
PROBABILITY
• Use numeric values (LIKELIHOOD)
VERY LOW
1 1 2 3 4 5
and/or colors
• If using numbers, LOW

multiply them to give 2 2 4 6 8 10

a probability impact
MEDIUM
score – this makes 9
3 3 6 12 15
evaluating relative
priority easier! HIGH

4 4 8 12 16 20
This is NOT a VERY HIGH

quantitative 5 5 10 15 20 25
evaluation.

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Risk Register*

Risk Score
Risk Impact Impact Level Probability Trigger Planned
(probability and Owner
Description Description Score Level Score Condition Response
impact multiplied)
What will
(IMPACT X
happen if the Rate Rate
PROBABILITY) What indicates the Who’s
risk is not 1 (LOW) to 1 (LOW) to Action plan
Address highest risk will occur. responsible
mitigated or 5 (HIGH) 5 (HIGH)
first.
eliminated
Supply chain
Supplier
issues for 5 1 5 L. De Souza
notification
correct bricks
Building code
5 2 10 Pre-checks fail K. Ayoung
compliance
Working with
new vendors
3 3 9 Delays or conflict K. Ayoung
and building
processes

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Risk List
Probability Impact
Risk Magnitude
(1-10) (1-10)
• Working with new vendors and Teams can add (tailor)
5 6 30
building processes columns for:
• Supply chain issues for correct
5 10 50 • Owner
bricks
• Status
• Building code noncompliance 5 10 50
• Date identified
• Key stakeholder conflict (Josie
Bynoe) 4 6 24 • Date resolved

• Retail market declining 8 10 80

• Days active
• Resolution strategy
• Site survey shows risk of slippage
from coastal erosion < 25 years 5 3 15

In addition to a risk list or a risk register, teams use information radiators and a
backlog refinement process with risks added, which are discussed at various
planning meetings.
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Process: Perform Quantitative Risk Analysis

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Quantitative
Risk Analysis • Simulations - Use computer models to determine risk factors
Methods
• Monte Carlo simulations produce a quantitative risk analysis model
(1 of 2) by using schedule and/or cost inputs to produce an integrated
quantitative cost-schedule risk analysis
• Simulations
• Sensitivity analysis • Sensitivity analysis - Determine the greatest risk
• Decision tree analysis
• Influence diagrams
• Expected monetary • Output is the
value (EMV) Tornado diagram,
a horizontal bar
chart comparing
relative importance
of various risks,
highest on top

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Quantitative
Risk Analysis Decision tree analysis
Methods • Branches represent decisions or events, each with associated costs and risks
• The end-points of branches represent the outcome (negative or positive)
(2 of 2)
Influence diagrams
• Simulations • Quality management graphical aid
• Sensitivity analysis • Shows elements of uncertainty caused by risks using ranges or probability
• Decision tree analysis distributions
• Influence diagrams
• Expected monetary
value (EMV) Used when decision trees are too complex.

Expected Monetary Value (EMV)

• Multiply the monetary value of a possible outcome with its probability of
occurrence to calculate the EMV of each branch
• Select the optimal one
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Risks
Time, Cost and
“Predictive projects are most often
Life Cycle
affected by the impact of cost-related
Do you think each of these
risks, whereas adaptive projects are
typical risks is more typical of
affected by the impact of time-related
predictive or adaptive project?
risks.”
Can you explain why?

Do you agree or disagree? Typical Risks

Why? • Delivery date slips

• Stretched resources
• Lack of clarity
• Scope creep

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Risk Response
Good Practice

Risk responses should be:

• Appropriate for the significance of the risk

• Cost effective
• Realistic within the project context
• Agreed to by relevant stakeholders
• Owned by a responsible person

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Plan Risk
Response • A trigger condition signals a risk can develop

Guidelines and • Team implements a risk response

Terminology
• A secondary risk can arise as a direct result of the risk response
implementation

• Residual risk can remain after risk responses have been

implemented

• Have a contingency (fallback) plan ready in case the primary risk

response fails

• The contingency reserve (or allowance) is the budget within the

cost baseline that is allocated for identified risks and their response
strategies

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Risk Response Strategies THREAT OPPORTUNITY

Prepare strategies for threats (negative) as ESCALATE ESCALATE

well as opportunities (positive) and for

individual project risks and overall project
AVOID EXPLOIT
risk.

TRANSFER SHARE

MITIGATE ENHANCE

ACCEPT ACCEPT

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Plan Risk Response: TT

Acceptance can be either active or passive:

1. Active acceptance: to establish a
low-priority contingency reserve, including amounts of

threats time, money, or resources to

Accept

handle the threat if it occurs.

not possible to 2. Passive acceptance involves no proactive

action apart from periodic review of the
manage threat to ensure that it does not change
significantly.

Not cost-effective

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Process: Plan Risk Responses

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ECO Coverage

2.3 Assess and manage risks

• Determine risk management options (2.3.1)

• Iteratively assess and prioritize risks (2.3.2)

3.1 Plan and manage project compliance

• Determine necessary approach and action to

address compliance needs (risk, legal) (3.1.6)
• Determine potential threats to compliance
(3.1.3)

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Quality
TOPIC G

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201
Process Map

Plan Manage Control

Quality Quality Quality

Reference: Project Quality Management, Chapter 8, PMBOK Sixth Edition

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Quality

The degree to which a set of inherent

characteristics fulfill requirements.
Include:
• Stakeholder expectations and end-user
satisfaction
• Compliance with standards and
regulations
• Continuous improvement

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Process: Plan Quality Management

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Cost of Quality
(CoQ)

Money spent during project to avoid failure Money spent during/after project because of
failures

• Prevention costs (Build a quality product) • Internal failure costs

• Training • Rework

• Document processes • Scrap

• Equipment • External failure costs

• Time to do work “right” – resources, • Liabilities

infrastructure expenses
• Warranty work
• Appraisal (quality assessment)
• Lost business
• Testing

• Inspections
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Cost of Quality (CoQ)

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Stakeholder
and Customer
Expectations
of Quality PRODUCT/DELIVERABLE PROCESSES

Identify quality requirements Ongoing observation and checking

during requirements elicitation; of processes stated in quality
create quality management plan. management plan; overseen by a
quality policy.

Your organization should have a quality policy which applies to

all projects. If your organization does not have a quality policy,
then your project needs to create one.

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Quality Management Plan

• Activities and resources that achieve the

quality objectives
• Formal or informal, detailed or broadly framed
• Reviewed throughout the project
• Benefits:
• Sharper focus on the project’s value
proposition
• Cost reductions
• Mitigated schedule overruns from rework

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Compliance
Requirements

Internal and external standards, such as:

• Appropriate government regulations
• Organizational policies
• Product and project quality requirements
• Project risk
Compliance actions:

• Classify compliance categories

• Determine potential threats to compliance

• Analyze the consequences of noncompliance

• Determine necessary approach and action to
address compliance needs

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Quality Example

Standards and Documents established as a model

Standards by an authority, custom, or by Dictionary
Regulations general consent.
Requirements that can establish
product, process, or service
Regulations characteristics, including applicable Language rules
administrative provisions with
government-mandated compliance.

De facto standards or Widely accepted and adopted Words are used widely in
regulations through use, but not yet. . .. groups, like slang or jargon.

De jure standards or Mandated by law or approved by a Word enters dictionary and

regulations recognized body of experts. becomes a defined word.

A number of international institutes are devoted to quality, including:

• American Society for Quality (ASQ) - ISO 9000 Series
• The Chartered Quality Institute (CQI)
• ASTM International

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Discussion
Quality Standards and
Regulations

What standards and regulations are

relevant in your industry?

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Quality
Metrics,
Checklists,
Metrics measure desired quality attributes for your product or project
and through testing, use of tools, processes.
Processes
Include a tolerance level that factors in what the customer will accept
and describe the desired quality level in the acceptance criteria and
DoD.

Include checklists, templates and quality artifacts in the quality

management plan.

Adaptive teams use retrospectives and small batch cycles to ensure

quality.

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Quality Metrics, describes project/product attribute and how the control quality process will measure it.
Measurement is an actual value and tolerance defines the allowable variations to the metric. Example:

Criteria Target
% of tasks completed 10 tasks/h
CPI 1.2
Failure rate 5/h
Number of defects 10/d
Total downtime 30 mins/month
LOC 10 errors/1000 lines of code

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Quality
Methods for
Continuous
Improvement
Six Sigma (aka Lean Six Sigma) – DMAIC framework (Define,
Measure, Analyze, Improve, Control) – focus on removing waste

Kaizen – “change for better/improve”

(PDCA) Plan – Do – Check – Act – Shewhart/Deming

Agile methods - Scrum, Kanban, Crystal Methods (software), etc.

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ECO Coverage

2.7 Plan and manage quality of products /

deliverables
• Determine quality standard required for project
deliverables (2.7.1)

3.1 Plan and manage project compliance

• Use methods to support compliance (3.1.4)
• Measure the extent to which the project is in
compliance (3.1.7)

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Integrate Plans
TOPIC H

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Process: Develop Project Management Plan

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Integrating
Plans
Overall, the scope, schedule, budget, resources, quality and risk plans
An Important must support desired outcomes.
Step
An integrated view of all plans can:
• Identify and correct gaps or discrepancies

• Align efforts and highlight how they depend on each other — so your
team works better!

• Help assess and coordinate the project during its life cycle

The result of this step is an integrated project

management plan!

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Integrate
Plans At the end of the planning stage, combine all planning results
from knowledge areas.

Specific to project manager role, this task cannot be

delegated.

Reframe the approach to “plan integration” and figure out a way

forward to work with the various planning elements – adapt it
while working!

Adaptive processes and agile ceremonies provide a structure to

continuously integrate plans or aspects of a project.

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Questions about Change Typical Answers

Change
Control Who can propose a change? Roles are assigned

A change is proposed or an event changes

What exactly constitutes a change?
one of the project baselines or measures

Use a change What is the impact of the change on

Recommend evaluation method
management plan to project objectives?
set a process and
What are steps to evaluate a change
assigned roles for Required steps per quality policy
request before approving or rejecting it?
change
Who has the authority to approve various
Change control board, other approvals
types and levels of change?
When a change request is approved,
what project documents will record the Change log
next steps (actions)?
How will you monitor these actions to Quality metrics, RAM/RACI charts, information
confirm completion and quality? radiators

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Plan for
Complexity Systems-based
and Change • Decoupling: Disconnect parts of the system to simplify it and reduce the number
of connected variables
• Simulation: Use similar, unrelated scenarios to try to understand the complexity
• Organization’s system
• Human behavior
• Uncertainty or Reframe the Problem
ambiguity • Diversity: View the system from different perspectives
• Balance: Reconsider the type of data used

Process-Based
• Iterate: Plan iteratively or incrementally; add features one at a time
• Engage: Really engage with stakeholders
• Fail safe: Plan for failure

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How to Approach
Complex Plans
Fail Fast and Self-Correct!

Instead of planning, rely on tailoring,

adaptability and resilience

Adopt mindsets and frameworks that

prioritize collaboration over instruction
and control

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ECO Coverage
2.9 Integrate project planning activities
• Consolidate the project/phase plans
(2.9.1)
• Assess consolidated project plans for
dependencies, gaps, and continued
business value (2.9.2)
• Analyze the data collected (2.9.3)
• Collect and analyze data to make
informed project decisions (2.9.4)
• Determine critical information
requirements (2.9.5)
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(2.10.2)
222

End of Lesson 3

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LESSON 4

LEAD THE
PROJECT TEAM
• Craft Your Leadership Skills
• Create a Collaborative Project
Team Environment
• Empower the Team
• Support Team Member
Performance
• Communicate and Collaborate
with Stakeholders
• Training, Coaching and
Mentoring
• Manage Conflict

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Learning Objectives

• Discuss the guidelines for developing leadership competencies and skills.

• Address leadership styles, and the components of leading a successful
team, either in person or virtually.
• Describe artifacts and the strategies for their use.
• Identify the characteristics and core functions of empowered teams.
• Explain strategies and forms of communication for collaborating in a project
team environment.
• Learn the value of training, coaching and mentoring for a team.
• Explain the importance of conflict management.
• Discuss the causes and levels of conflict and their outcomes.

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Craft Your Leadership Skills

TOPIC A

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Power Skills

Project professionals use interpersonal

“power skills,” including collaborative
leadership, communication, an innovative
mindset, for-purpose orientation and
empathy.

Teams with these skills can maintain

influence with a variety of stakeholders — a
critical component for making change.

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Guidelines for
Developing
Inclusive
Leadership
Competencies
• Tailor your leadership approach and style
• Lead with empathy

• Understand that motivations and working styles vary

• Maintain transparency and openness to build trust
• Ensure external resources are included

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Leadership Skills &

Competencies

• Communication
• Conflict management
• Critical thinking
• Cultural awareness
• Decision-making
• Emotional Intelligence Technique (EQ or EI)
• Ethical approach (PMI Code of Ethics and
Professional Conduct)
• Expert judgment
• Facilitation
• Meeting management
• Negotiation
• Networking
• Team-building

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Interpersonal and Team

Skills

• Active listening
• Communications styles assessment
• Emotional intelligence
• Influencing
• Motivation
• Nominal group technique
• Political awareness
• Transparency

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Leadership
Styles
Style Characteristic
Tailoring
Considerations Direct Hierarchical, with project manager making all decisions

• Experience with Consultative Leader factors in opinions, but makes the decisions
project type
Servant
• Team member maturity Leader models desired behaviors
Leadership
• Organizational
Consensus/
governance structures Team operates autonomously
Collaborative
• Distributed project
teams Situational Style changes to fit context and maturity/experience of
team

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Leadership ≠
Management

Leadership - Guiding the team by using discussion and an exchange of

ideas

Management - Directing actions using a prescribed set of behaviors

• Adapt leadership style to situations and stakeholders

• Be aware of individual and team aims and working relationships

• Use political awareness and emotional intelligence

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Servant Leadership*

• Facilitate rather than manage

• Provide coaching and training
• Remove work impediments
• Focus on accomplishments
• Encourage every team member to be a
servant leader

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Adopt a
Growth Mindset*

• Let past experiences and processes

provide guidance for, but not dictate,
your actions
• Commit to continuously improve and
innovate, to find new ideas and
perspectives
• Discover the best approach through
discussion and introspection
• Avoid complacency and blind
acceptance

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Team-Building

• Cohesion and solidarity help teams perform

better.

• Good leadership facilitates bonding between

project team members.

• Team-building activities build unity, trust,

empathy and focus on the team over the
individual. They can be:
• Formal or informal
• Brief or extended
• Facilitated by yourself or a professional
facilitator

Can you share an example of

a positive team-building
experience? Copyright 2023©
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Tuckman Stages of Team Development

Forming Team members meet and begin to trust one another.

Team members begin to assert themselves and

Storming
take control of emerging issues.

Team begins to work productively, without worrying about

Norming
personal acceptance or control issues.

Team is working at optimum productivity and is collaborating

Performing
easily, communicating freely, and solving its own conflicts.

Adjourning
Team members complete their assigned work and shift to
the next project or assigned task.
Source: Dr Bruce Tuckman

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15
Team Development Stages

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16
Team Development Stages

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Team Development Stages and Leadership Styles

Stages of Team Formation Situational Leadership Styles

Forming Delegating

Storming Supporting

Norming Directing

Performing Coaching

Exercise: Match Left to Right Options

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18
Team Development Stages and Leadership Styles

Directing Delegating
(Forming) (Performing)

Coaching Supporting
(Storming) (Norming)

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Balance Team
Tone with
Sense of
Urgency TONE URGENCY

• Use fluid communication • Emphasize the project's vision

and engagement and value

• Promote positive • Commit to and be accountable

interactions for delivering value

• Envision team as active

participant in delivering the
organization’s strategic vision

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Virtual Team Member

Engagement

• Manage engagement by focusing on:

• Team dynamics
• Transparency
• Accountability
• Attention to effective communication

• Use and adapt videoconferencing tools

• Check for active participation, assess
body language and tone
• Enable visibility of work and work status
with tools (e.g., Kanban-style boards)

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Virtual Team
Best Practices

• Manage risk of “feeling isolated”

• Focus on shared commitments and
team goals vs. individual
accomplishments
• Instill a sense of shared commitment

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ECO Coverage

1.2 Lead a team

• Value servant leadership (e.g., relate the tenets

of servant leadership to the team) (1.2.3)

• Determine an appropriate leadership style

(e.g., directive, collaborative) (1.2.4)

• Distinguish various options to lead various

team members and stakeholders (1.2.7)

1.11 Engage and support virtual teams

• Implement options for virtual team member

engagement (1.11.3)

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Create a Collaborative Project

Team Environment
TOPIC B

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Process: Develop Team

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Where and How the Team

Works

• Colocation, if possible, is best!

• Factor in environment and location to
team performance
• Foster meaningful interaction to
support autonomy
• Respect agreed team working hours and
practices (ground rules)

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“Agile” Space
for Hybrid
Teams

Create a team space that encourages colocation, collaboration,

communication, transparency and visibility

Ensure private spaces for those who

need to work in solitude.

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Work
Information
Management Project Management Artifacts Management
Information System (PMIS) Systems
Systems
• Gather, integrate and share Store and maintain project
project data artifacts

• Ensure consistency in
collection and reporting

• Microsoft SharePoint or
Microsoft Project or similar Teams
• Google Drive

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Importance of Artifacts

Artifacts enable reconstruction of Project teams create and

the history of the project and to maintain many artifacts
benefit other projects. during the life of the project.

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Information Storage
and Distribution
Good Practices

• Select an accessible location

• Use information radiators to make work
visible
• The storage and distribution system
should match the complexity of the
project
• Use cloud-based systems for larger
projects, especially if team members are
geographically distributed

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Standardize Artifacts
What to Include

• A simple way to produce and control

documents
• Standardized formats and templates
• A structured process for the review and
approval of documents
• Version control and security
• Timely distribution of documents

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Tailor Artifacts

• Project management • Project management plan

plan
• Product roadmap
• Project charter
• Task boards
• Change requests
These lists are typical, • Experiments
not exclusive or • Scope baseline
• Product backlog
prescriptive.
• Schedule baseline
• Sprint backlog
Tailor the artifact type
• Cost baseline
and use to your project.
• Subsidiary project
management plans

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Maintain
Artifacts
Configuration management plan
• Project management plan component
• States how project information (and which items) will be recorded
and updated
• Facilitates consistency of the product, service or result of the
project and/or operability

Configuration management system - How a project manager

tracks project artifacts and monitors, and controls changes to them

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Version
Control*

This is a subset of configuration management related to documents

and digital record keeping.

For each update, include:

• A new version number
• A date/time stamp
• Name of user who made the changes

Apply version control to all artifacts, especially

important ones, like the project management plan.

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Configuration Management Activities..

1 2 3
Identify Record and Perform
configuration report configuration
item configuration item
item status verification
and audit

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ECO Coverage

2.12 Manage project artifacts

• Determine the requirements (what, when,
where, who) for managing the project
artifacts (2.12.1)

• Validate that the project information is kept

up to date (i.e., version control) and
accessible to all stakeholders (2.12.2)

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Empower the Team

TOPIC C

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Empower Teams with EI and Fluid Communication

In 2016, “After years of analysing interviews and data from more

than 100 teams, [Google researchers] found that the drivers of
effective team performance are the group’s average level
of emotional intelligence and a high degree of
communication between members.”

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Empowerment, Unity,
Autonomy

• Empower teams to feel a sense of

ownership of work, make decisions
collaboratively and share responsibility
• Prioritize team unity over individual
contributions
• Grant autonomy to teams to show trust,
inspire and boost productivity

Goal - Team recognizes their power and

influence. As an empowered, cohesive unit, they
depend on each other to make decisions and
solve problems to deliver desired value quickly.

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Support Diversity, Equity

& Inclusion (DE&I)

• Empower teams as a cohesive unit, but

respect individuals

• Create an environment that

acknowledges diversity in a positive way
and builds mutual trust by:
• Following organizational or other
relevant standards for DE&I
• Supporting trust- and morale-
building initiatives
• Fostering a collaborative culture
• Acting and leading with empathy

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Create
Psychological
Safety and
Embrace Psychological safety is a psychosocial condition, required for high-
Diversity performing project teams.

Team members should be comfortable being themselves at work.

Healthy work settings:

• Embrace diversity
• Are built on trust and mutual respect
• Ensure ethical decision-making

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Motivational Theories/
Approaches

• Maslow’s Hierarchy of Needs

• Herzberg’s Motivation-Hygiene Theory
• McGregor’s Theory X and Y
• McClelland’s Achievement Motivation
Theory

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Maslow’s Hierarchy of Needs

S E L F - A C T U A L I Z AT I O N

ESTEEM

BELONGING

SAFETY

PHYSIOLOGICAL

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Maslow’s Hierarchy of Needs

Self actualization
Self fulfillment, growth
learning

Esteem
Feeling of importance,
recognition, respect,
attention appreciation

Social
Love, friends, approval, Being a
part of the team

Safety
Job protection, safety, Freedom from fear

Physiological needs
Basic biological needs: foods, housing, clothing

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Herzberg’s Motivation-Hygiene Theory

aka Two-Factor Theory

HYGIENE
M O T I VAT O R S
FA C TO R S

A D VA N C E M E
NT

SALARY
RECOGNITIO
N
WORK
ENVIRONME
NT ENGAGEME
NT

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Herzberg’s Motivation-Hygiene Theory aka Two-Factor Theory

• Motivating Agent
• Opportunity/Growth
Promote • Responsibility
Performance • Appreciation
Level of Performance

• Recognition
• Education/Advancement

• Expect Hygiene agents

• Job security
Must exist • Company policy
first • Paycheck
• Acceptable working condition
• Relationships with co-workers

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McGregor’s
Theory X and
Theory Y
Theory X Theory Y
(authoritarian) (participative)

• Workers dislike and avoid work • People want to be active

Theory X managers
are often called “old- • People avoid increased • Workers seek job satisfaction
fashioned,” but can responsibility
• They do not require direction
you think of a modern
• People need to be directed
context in which this
management style is
helpful?

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McClelland’s Achievement Motivation Theory

ACHIEVEMENT
An individual’s needs are shaped by life
experiences in three areas; one becomes
dominant:

• Use this information to influence goal setting,

feedback and motivation/reward systems

• Design or craft roles around team member

strengths

• Identify need for balance to create

T-shaped people and high-performing A F F I L I AT I O N POWER
project teams

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Uphold Team
Charter and CHECKLIST
Ground Rules • Are the rules visible?

• Do any rules need updating because of changing circumstances?

• Are new team members inducted properly?

Team goes through the “forming” stage after any change

• Has a ground rule been violated or broken?

• Ensure the appropriate response

• Remind about mutual agreement

• Coach team members

• Use servant leadership

• Save harsh disciplinary action for severe violations

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Use Rewards REWARDS RECOGNITION

and
Recognition • Tangible, consumable items • Intangible, experiential event

• For a specific outcome or • Acknowledge person’s behavior

achievement rather than an outcome

• Use to motivate toward a • Use to increase recipient’s

specific outcome feeling of appreciation

• Never reward without • Can be given without a reward

recognition!

Be transparent and judicious when using rewards and

recognition. Monitor for any negative effects resulting
from misplaced competitiveness or animosity.

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Decision-Making
Empower the Team to Act

• Team charter identifies decision-making

and conflict resolution criteria
• Teams establish their own norms or Way
of Working (WoW) for making decisions
and conflict resolution
• Teams always try to achieve consensus

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Decision-
Making:
Opportunities to Activities
Empower the
• Clarify and prioritize requirements or user stories
Team
• Split requirements into tasks

• Estimate effort

Can you think of other Risks

challenges that can be
• Classification
addressed by team
decision-making? • Response/action

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Decision-Making Methods

• Collective decision-making and assessment

Voting • Determines several alternatives, with future actions as the
Consensus-driven, based on expected outcome
data • Use to generate, classify, and prioritize product
requirements
• Method - Establish criteria in decision matrix – e.g. risk
Multicriteria decision analysis levels, uncertainty and valuation
Data-driven • Uses a systematic, analytical approach
• Evaluate and rank many ideas

Autocratic decision making

Leadership-driven, based on One team member decides for the group.
data

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Decision-Making Methods
Voting

UNANIMITY
Everyone agrees on a single course of action. Useful in project teams
with great cohesion.
Example: Delphi technique
Voting methods
MAJORITY to reach consensus
Decision reached with > 50% of group support
• Fist of Five
Create groups of an uneven number of participants to ensure decisions
• Planning poker
are made and avoid tie votes/draws!
• Dot voting
• Roman voting (thumbs)
PLURALITY • Polling
Decision reached with largest block in a group deciding, even if
majority is not achieved. Use this method when more than two options
are nominated.

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Estimate Activity Durations: TT

Fist of Five
ü One variation of the voting method that is often used in agile-based projects is called the fist of five (also called
fist to five).
ü In this technique, the project manager asks the team to show their level of support for a decision by holding up a
closed fist (indicating no support) up to five fingers (indicating full support).
ü If a team member holds up fewer than three fingers, the team member is given the opportunity to discuss any
objections with the team.
ü The project manager continues the fist-of-five process until the team achieves consensus (everyone holds up
three or more fingers) or agrees to move on to the next decision.

56

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Display Task
Accountability

Keep work and progress visible to

Doing
demonstrate transparency of work To do Review Done
Buffer Working Done
completed.
• WBS dictionaries and work Invite people to my
Change user settings Create mockup Kanban
Kanban board board
package descriptions document
tasks and the assignee Make a real Kanban
board
Web page needs
updating

• RACI charts display roles and Put new items on my

Kanban board
responsibilities
Encourage team members to self- Check out latest updates

organize continuously in determining

accountability standards. [

*Kanban board mockup

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ECO Coverage

1.2 Lead a team

• Support diversity and inclusion (e.g., behavior

types, thought process) (1.2.2)

• Inspire, motivate, and influence team

members/stakeholders (e.g., team contract,
social contract, reward system) (1.2.5)

1.4 Empower team members and stakeholders

• Determine and bestow level(s) of decision-

making authority (1.4.4)

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Individual

Support Team Member Performance

TOPIC D

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Process: Manage Team

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Manage and Management by Objectives Servant Leadership

Lead • Uses clear objectives to guide
productivity and encourage
Three steps:
aspiration
1. Define vision
• Set objectives collaboratively
with team members 2. Align people to that vision

• Create challenging, yet 3. Motivate people to pursue

attainable, objectives the vision

• At the start of a project or

phase

• Throughout the project life

cycle, as in an iteration
planning session

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Assess Team Member

Performance to… • Use formal and informal assessment
methods

• Conduct assessments when team

• Identify strengths, weaknesses, members join and then monitor progress
aspirations and preferences

• Discover opportunities for improvement

• Self-organized agile teams in

psychologically safe environments
assess and regulate their own
performance.

• The focus is the team, rather than

individuals.

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Performance Assessment
Tasks

• Compare performance to goals

• Reclarify roles and responsibilities

• Deliver positive as well as negative

feedback

• Discover unknown or unresolved issues

• Create and monitor individual training plans

• Establish future goals

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Personality
Indicators
Look Beyond
Introvert / DO DON’T
Extrovert
• Use the exercise as an ice- • Make fixed assumptions or
breaker or team-building judgments based on results
activity
• Share anyone’s personal
Commonly used
• Use results as predictors, not information without permission
Measurement Tools
absolutes
• Big Five Personality
Model (OCEAN) • Always seek permission and
explain use
• Myers-Briggs Type
Indicator

• DISC

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Use
Personality Personality can affect:
Research to • What role you have within the team
Coach Team • How you interact with the rest of the team
Members
• Whether your values (core beliefs) align with the team’s

In addition to the
(Optional) Psychological team roles: personality tests,
psychological metrics
Using this list of • Results-oriented or psychometrics are
psychological team roles, • Relationship-focused useful for analyzing
which types of project tasks personality
• Innovative and disruptive thinkers
or process roles would you indicators.
associate them with? • Process and rule-followers
• Pragmatic
Psychological team roles research:
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about-personalities-not-just-skills

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Emotional Intelligence

Five main components:

Emotional self- Self- Motivation Empathy Social skills

awareness regulation

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SELF SOCIAL
Emotional
Intelligence:
Overview
RECOGNITION

Self-Awareness Social Awareness

Emotional Self-Awareness Empathy
Accurate Self-Assessment Organizational Awareness
Self-Confidence Service Orientation

Relationship Management
REGULATION

Self-Management Inspirational Leadership

Self-Control Developing Others
Transparency Influence
Adaptability Change Catalyst
Drive to Achieve Conflict Management
Initiative Building Bonds
Teamwork & Collaboration

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Empathy*

Provides a foundation for understanding the

motivations of other people.

Empathetic traits that make individuals more

able to contribute to collaborative, high-
performing teams:

Inward Outward
(helps individuals) (helps teams)
• Understanding of • Develop others
others • Leverage diversity
• Service • Have political
orientation awareness

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Social Skills

High-performing team members are adept

at:
• Communicating
• Building bonds
• Collaboration and cooperation
• Catalyzing change
• Managing conflict
• Influencing
• Leadership

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Motivation Elements

Achievement/Drive Commitment Initiative Optimism

• Set tough goals, • Make decisions • Work hard toward • Hope to succeed;
take chances based on team goals don’t fear failure
core principles
• Strive for success • Inspire others • Perceive reversals
• Realize benefits of through as under your
• Discover how to
holistic participation extraordinary feats control
upskill
• Sacrifice to fulfill • Seize opportunities • Work toward goals
• Minimize
company goal regardless of
uncertainty
barriers
• Search for
opportunities to
achieve team
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ECO Coverage
1.3 Support team performance

• Appraise team member performance against key

performance indicators (KPIs) (1.3.1)

• Support and recognize team member growth and

development (1.3.2)

• Determine appropriate feedback approach (1.3.3)

• Verify performance improvements (1.3.4)

1.14 Promote team performance through the application

of emotional intelligence

• Assess behavior through the use of personality

indicators (1.14.1)

• Analyze personality indicators and adjust to the

emotional needs of key project stakeholders (1.14.2)
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Manage Stakeholders Engagement

+ Monitor Stakeholders Engagement +
Manage Communications
Performance domain: Stakeholder + Team

Communicate and Collaborate with

Stakeholders
TOPIC E

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“Communication is the real

work of leadership.”
- Nitin Nohria
Dean of the Harvard Business
School, 2010-2020

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HIGH

Monitor Stakeholders and D

Their Engagement
Keep Manage
Satisfied Closely
• Update grids at key intervals

• Use analysis and expert judgment

B

POWER
• Keep a record of the reasons for placement to
enable needed change or improvement

• Tailor management strategies and actions to

individuals, in addition to their place in the grid
A
Keep
Monitor
Informed
Never use names on power/influence
or power/interest grids.
C
LOW

LOW INTEREST HIGH

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Process: Manage Stakeholder Engagement

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Communications Management Plan

• Identifies team members and stakeholders • Processes/guidance/templates for:

as: • Escalation
• Senders • Updating/refining the plan
• Receivers • Running project status meetings, project
• Authorizing person (confidential team meetings, sending emails, using
information) website and PMIS
• Lists stakeholders’ communication • Project information:
requirements, including: • Communications methods/technologies to
• Type of information use
• Reason for communication • Allocated resources (time and budget)
• Language, format, content and level of • Glossary
detail • Flow charts, workflows, list of reports,
• Time frame and frequency meeting plans
• Whether receipt/ acknowledgment or • Constraints
response is required
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Managing Project
Communications:
Abbreviation of communications management plan that includes:
Communications
• Identified team members and stakeholders as:
Matrix
• Senders
• Receivers
• Authorizing person (confidential information)
• Stakeholder communication requirements:
• Type of information
• Reason for communication
• Language, format, content and level of detail
• Time frame and frequency
• Whether receipt/ acknowledgment or response is required
• Processes/guidance/templates for escalation
• Project information - Communications methods/technologies to use

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Process: Manage Communications

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Communication:
Two Ways
Active Listening Effective feedback is:

• Enables collaboration • Clear, specific and offered in a timely manner

• Requires listener to provide feedback about what • Objective and critical

they heard by:
• Positive if received and understood as
• Re-stating objective

• Paraphrasing • Negative if misunderstood or there is a lack of

trust and psychological safety.
• Using body language such as nodding the
head

• Confirms understanding and builds trust

• Consider lack of feedback as an implicit acceptance of the message by the receiver.

• Communication failures are threats to projects, so discuss communications issues openly with team
members directly, during team retrospectives. In the case of key stakeholders, you might need to
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Reports and
Formal
Communication

Formal reporting at appropriate milestones is a proven way of maintaining

continuous communication with stakeholders.

It’s also needed to obtain “sign-off” or approval on work.

Can you think of some
examples? Recipients of reports and the desired frequency are noted on the
stakeholder engagement plan and the communications management
plan.

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How to
Collaborate

• Optimize understanding of aims and expectations through open

dialogue and meaningful communication
• Engage continuously
• Accept that engagement levels may fluctuate
• Keep discussions transparent
• Ensure stakeholders are knowledgeable and expectations are set
• Leverage communication and interpersonal skills, feedback and
meeting management
• Maximize the feedback loop – gain meaningful insights
• Use effective tools – e.g., shared whiteboards

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Use Information Radiators

Keep Information Visible

Information radiators They can be electronic or

enable open physical, or both.
• Kanban boards communication and
collaboration.
• White boards
Main benefit is
• Wikis accountability —
Secondary benefit is
innovation — to provoke promoting responsibility
• Fishbowl windows
conversation and among team members
collaboration when
stakeholders visit the
workspace

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Collaboration
Activities

• Daily stand-up meetings

• Colocated or face-to-face working
• Scheduled sessions — e.g., milestone reviews, backlog
refinement sessions, project update meetings
• Pairing or coaching, as in knowledge transfer
• Negotiations

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Communicate and
Collaborate to Negotiate

• Think of negotiations as
conversations with internal and
external parties toward reaching
agreements.

• Use effective communication

methods to ensure collaboration with
the other party is aimed at reaching
consensus.

• Keep negotiations positive to increase

the likelihood of success.

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Meetings

Everyone’s time is valuable. Run and

participate in meetings efficiently.
• Be organized! Provide a clear agenda
with purpose and desired outcomes
• Timebox discussions
• Practice active listening and feedback
• Facilitate collaboration

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Stakeholder
Engagement
Assessment
Matrix (SEAM)
• Use expert judgment, emotional intelligence, and
interpersonal skills to assess stakeholders

• Update the SEAM regularly and often

Engage stakeholders by category to coach them and find

solutions!

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ECO Coverage
2.2 Manage communications
• Communicate project information and updates effectively
(2.2.3)
• Confirm communication is understood and feedback is
received (2.2.4)

1.2 Lead a team

• Analyze team members’ and stakeholders’ influence (1.2.6)

2.4 Engage stakeholders

• Engage stakeholders by category (2.4.3)

1.9 Collaborate with stakeholders

• Optimize alignment between stakeholder needs, expectations,
and project objectives (1.9.2)
• Build trust and influence to accomplish project
objectives (1.9.3)

3.2 Evaluate and deliver project benefits and value

• Appraise stakeholders of value gained by the project (3.2.5)
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Process: Develop Team

Performance Domain: Team

Training, Coaching and Mentoring

TOPIC F

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Process: Develop Team

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Foster a
Knowledge-
Sharing
Culture Training, coaching, and mentoring are all forms of knowledge-sharing
that advance projects and organizations.

• Team members learn from and teach others

• It’s for everyone, including stakeholders, team members, and customers
as part of project work and continuous improvement efforts
• Some project roles are dedicated to knowledge-sharing — e.g., agile
coaches or scrum masters
• It’s essential in product delivery and transition planning!

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Training, Coaching and Mentoring

Descriptions

• Individually or as a group
Learn skills for use in the
Training • aka “upskilling”
present
• On any topic

Learn how to apply new skills • Individually or as a group

Coaching
or improve existing ones • Puts learning into practice

Development of personal and • Between a novice and a more

professional growth through experienced person
Mentoring
long-term professional • Internal or external to projects or
relationships. organizations

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How to Acquire Required

Competencies

• Discover current skill sets and competencies

• Identify what’s desired

• Take action!
• Meet unique needs — e.g., topics,
depth, schedule, format
• Coach on the customer’s business,
culture, desired outcomes, and project
context
• Encourage mentorships

Use and update the SEAM to

facilitate easier collaboration.
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Plan for
Training,
Coaching and • Perform a gap analysis to • Schedule training close to the
Mentoring identify required knowledge, time of solution implementation
skills, or attributes.
• Consider upskilling or
• Plan for a suitable diversity of certification for team members
training and coaching
• Encourage valued stakeholders
offerings.
to become mentors
• Soft skills

• Technical skills

• Part of team-building or
fun/informal activity

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Know the
Value of
Training,
Coaching and
Mentoring
Treat knowledge as an asset!

• Conduct a cost-benefit analysis to determine the potential value in

cost savings — e.g., replacing outsourced labor

• Help others or yourself to improve skills and knowledge

• Increase the team’s ability to increase quality, output, and value

• Build relationships and trust with stakeholders and team members

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Training, Coaching and

Mentoring Discussion

Have you ever had a valuable trainer,

coach or mentor?
• Describe why they were effective.
Would people think YOU are a valuable
trainer, coach or mentor? Why?

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Elements of Training

• Provided to teams, small groups or

individuals

• Covers management, technical or

administrative topics

• Delivery models:
• Instructor-led classroom
• Virtual classroom
• Self-paced eLearning
• Document reviews
• Interactive simulations
• On-the-job training

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Coach Teams
and
Individuals in
Project Acknowledge informal opportunities that may already be happening:
Management • Delegate tasks, observe and provide feedback
• Encourage others to take the lead on activities
• Collaborate on a project management task

Introduce formal opportunities:

• Facilitate meetings and sessions
• Transfer skills by pairing individuals
• Model behaviors

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Coach Groups and Individuals

Whole-Team Coaching Coaching helps individuals Whole-Team Coaching

during Iteration Planning develop agile and problem- during Retrospective
solving skills
COACHING LEVEL

Individual Coaching Whole-Team Individual

Pauses Coaching Pauses Coaching Slows

Beginning Midpoint End

ITERATION

Whole-Team Coaching
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Self-Organizing Teams
Collaborate and Learn

• Encourage self-organization and initiative in

daily work life

• Coach individuals on how to contribute to

other project roles

• Coach an individual with tacit knowledge

• Use servant leadership

• Use job shadowing, coaching or mentoring

during transitions to transfer knowledge and
skills from project team to organization

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Measure
Training Measurement of training includes noting improvements with:
Outcomes • Post-training performance assessments

• Observation of knowledge or skill improvement

• Certifications – badges, letter from awarding body

• Discuss and share training outcomes in team retrospectives

Augment training through coaching to convert learning into

active use of knowledge. Try pairing team members in
knowledge-sharing relationships.

If desired outcomes are not achieved, record this in the

lessons learned and try to find out why.

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Maintain Mentorships

• Longer-term partnerships that enable

professional growth
• Job-shadowing engagements enable
transfer of explicit and tacit knowledge
• Tailor to context and desired
engagement — e.g., some organizations
use mentorships to train project
managers and may use reporting to
guide development, while others use an
informal approach

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ECO Coverage
1.6 Build a team

• Appraise stakeholder skills (1.6.1)

1.5 Ensure team members/stakeholders are adequately

trained

• Determine required competencies and elements of

training (1.5.1)

• Determine training options on training needs (1.5.2)

• Allocate resources for training (1.5.3)

• Measure training outcomes (1.5.4)

1.13 Mentor relevant stakeholders

• Allocate the time for coaching mentoring

(stakeholders) (1.13.1)

• Recognize and act on coaching mentoring

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Manage Conflict
TOPIC G

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Why Conflict
Management
Matters

Ineffective conflict Effective conflict management

management leads to: leads to:
• Destructive behavior • Improved understanding
• Animosity • Better performance
• Poor performance • Higher productivity
• Reduced productivity

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Conflict Management
Roles

All team members and stakeholders are responsible for managing conflict
Project managers influence the direction and handling of conflict through
interpersonal skills and servant leadership

The team is empowered to resolve conflicts; the team lead can facilitate
resolution.

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Causes of Conflict
Context

9
• Competition

• Differences in objectives, values, and

perceptions — this can be ideological

• Disagreements about role requirements, work

activities and individual approaches

• Communication breakdowns

• Projects are unique and team members not

worked together before

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Conflict as Part of Team

Culture

In a psychologically safe work environment:

• View disruption and innovation as
connected
• Encourage exchanges and disagreement
• Prevent escalation to conflict

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How to Handle
Conflict
Use preferred ways of managing conflict from the team charter
and ground rules. Provide guidance and resources to help the
team.

Agile teams include conflict management strategies in their way

of working (WoW) and are supported by a culture of trust.

Focus on the issues and not on individuals.

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Use Leas’ Levels of Conflict

Intractable
5 Situation

Conflict intensifies from level 4 Fight/Flight

1 to 5

From task-orientated with 3 Contest

possible resolution to a
personal or relationship
orientation, where the focus 2 Disagreement

on issues is lost.

1 A Problem to Solve

Conflict Model by Speed B. Leas (2012)

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Use Interpersonal Skills to Manage Conflict

Emotional Intelligence Use empathy to understand and diffuse situations

Persuade parties to reconsider or change their tone, approach, or

Influencing
mindset

Leadership Steer others in a more positive direction

Decision-Making Offer a solution to move the situation forward

Listen for personalized, accusing language and bitter or caustic

Active Listening
tone, defensive or aggressive physical postures

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Conflict Management Approaches

Smooth/ • Emphasize areas of agreement
Accommodate • Concede position to maintain harmony and relationships
Withdraw/ • Retreat from the situation
Avoid • Postpone the issue

• Incorporate multiple viewpoints

Compromise/
• Enable cooperative attitudes/open dialogue to reach consensus and
Reconcile
commitment
• Pursue your viewpoint at the expense of others
Force/Direct
• Offer only win/lose solutions
• Incorporate several viewpoints and insights from varying perspectives
Collaborate/
• Requires cooperative attitude and open dialogue
Problem Solve
• Search for solutions that typically lead to consensus and commitment

Root cause analysis – 5 Whys Method

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Manage Team: Conflict Management

Collaborate/Problem Solving:
Win-Win
Incorporating multiple viewpoints and insights
from differing perspectives requires a
cooperative attitude and open dialogue that
typically leads to consensus and commitment

Force/Direct:
Pushing one’s viewpoint at the expense of Win-Lose
others; usually enforced through a power
position to resolve an emergency.

113113

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113

Manage Team: Conflict Management

Compromise/Reconcile:
Searching for solutions that bring some Lose-Lose
degree of satisfaction to all parties in order
to temporarily or partially resolve conflict

Smooth/Accommodate:
Emphasizing areas of agreement rather than
areas of difference to maintain harmony
and relationships

Withdraw/Avoid, Retreat from an actual or potential conflict situation,

postponing the issue to be better prepared or to be resolved by others

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ECO Coverage

1.1 Manage conflict

• Interpret the source and stage of the conflict (1.1.1)

• Analyze the context for the conflict (1.1.2)

• Evaluate/recommend/reconcile the appropriate

conflict resolution solution (1.1.3)

1.12 Define team ground rules

• Discuss and rectify ground rule violations (1.12.3)

1.10 Build shared understanding

• Investigate potential misunderstandings (1.10.4)

• Break down situations to identify the root cause of a

misunderstanding (1.10.1)

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End of Lesson 4

Exam from Master Builder

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LESSON 5

SUPPORT
PROJECT TEAM
PERFORMANCE
• Implement Ongoing
Improvements
• Support Performance
• Evaluate Project Progress
• Manage Issues and
Impediments
• Manage Changes

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Learning Objectives

• Explain the various methods for implementing improvement.

• Explain the various methods for performance measurement.

• Compare these methods with a focus on communication and accountability.

• Identify the methods for implementing a project and the issues and impediments that arise
during a project.

• Describe the methods for implementing changes during a project.

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Implement Ongoing Improvements

TOPIC A

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Continuous Improvement
(CI)

• An ongoing effort to improve products,

services or processes through small,
incremental improvements or large
breakthroughs

• A business strategy developed at the

organizational level for projects to adopt and
use

• Typically implemented by an organization’s

PMO and/or a “structured learning” approach
or CI framework such as Agile or Six Sigma

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Kaizen

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Assess
Current CI
Methods
• Is the lessons learned register up to date? Is the team having regular
retrospectives? Are team members Lean Six Sigma or certified in an
How well are the team and agile method?
organization equipped for
CI? • Do they know about Kaizen, Lean, Crystal Methods or Capability
Maturity Model Integration (CMMI)?

• Also check the process improvement plan and the project

management plan!

Use the risk register to assess current CI measures. It includes how the
team is prepared to act to address threats to project quality, so it can be a
helpful way of assessing current CI measures.

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Conduct
Retrospectives • Prepare topics for inspiration Went Need to
• On a board, make two columns Well Improve
Review and
• Ask attendees to add items to these
Improve Methods lists
• On-time • Retrospective
• Allow each participant to identify the completion method
reason for the improvement • Keep
workspace
• Decide common items that need
tidy
improvement and mark them
• Narrow the list to improvement areas
that will bring value in the next sprint
• Get team consensus on the plan
improvement
• Update these tasks on the backlog
after a discussion with the product
owner
• Implement changes 4L, Keep,Stop, Start
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Improve Your
Improvement
Methods
In addition to using the lessons learned register and retrospectives
properly, try:

Experiments
• Use A/B testing and team feedback to identify improvements
• Experiments provide a way to improve team efficiency and
effectiveness
• Apply controls — do them one at a time — to isolate the results

Pareto chart, or the 80/20 rule

• Directs efforts where they can make the biggest impact
• Takes a big problem and breaks it down into smaller pieces

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Update
Processes
and Standards
Use what you learned from successful experimentation to fashion and
recommend CI steps

Can lessons learned at the project level apply to the organization's

continuous improvement process?

If so, escalate these lessons as an opportunity for adoption at the

organizational level

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Interactive/Discussion

What are improvement procedures in your

organization?

What methods do you use?

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Failing fast is fine but succeeding early is better.

Lead With an
Improvement Mindset

• Educate yourself

• Encourage a “fail fast” mindset

• Identify material improvements, training,

processes or equipment

• Measure the effect of any change

• Then repeat!

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Topics Covered

Continuous Improvement
• Plan continuous improvement methods,
procedures and tools
• Assess CI framework
• Plan CI methods, procedures, tools
• Recommend/Execute CI steps

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Manage team

Support Performance
TOPIC B

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Process: Manage Team

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Project Team
Leadership
Objectives

Communicate (and re-communicate) the

project’s objectives

Ensure fluid knowledge-sharing, a continued

healthy dynamic on the team, welcome new team
members, realign the team.

Focus the team on delivering value

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Manage with
Objectives, Use clear and effective communication with clear objectives throughout
Tolerances, the life cycle for a more productive and driven team.
Thresholds
Know the thresholds and tolerance levels that enable you to effectively
manage a variation without needing to escalate.

Applies to:
• Budget
• Schedule
AUTHORITY

Responsible • Quality
Stakeholders
• Nonfunctional requirements

Project
TOLERANCE
Team

PROBLEM

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The Project Manager’s Role

Centralized Model
PROJECT
MANAGER

• Ensures alignment of due dates — project

deliverables, project life cycle and benefits
• Measures and monitors progress, and takes
realization plan
appropriate action
• Provides a project management plan
• Collects, analyzes and communicates project
• Ensures creation and use of appropriate knowledge information to relevant stakeholders
to/from the project
• Ensures completion of all project work and formally
• Manages project performance and changes to closes each phase, contract and the project as a
project activities whole

• Makes integrated decisions about key changes that • Manages phase transitions when necessary
impact the project

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Team Roles and Responsibilities to Support Performance

Review Exercise

PROJECT project manager

In this hybrid project, the __________________oversees project
MANAGER
management plan integration, but delegates control of detailed product
planning and delivery to the ________________.
product owner

The _________________
project manager focuses on building a cross-functional team, a
collaborative decision-making environment and ensuring the team can
respond to changes.

scrum master/agile coach

The process role of ___________________________ helps the team to
SCRUM understand the agile mindset and use scrum processes. To develop the
MASTER /
AGILE COACH SLC product, the ______
team is the local domain expert that plans how to do
the work and the _______________
product owner looks after value creation.

PRODUCT
OWNER
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Optimize
Communication
• Use retrospectives purposefully — discuss how to improve ways of
working
• Communicate in both group and face-to-face settings — especially
important for remote or virtual teams
• Make communication positive and regular with internal and external
team members and stakeholders
• Use technology and tools; get feedback about them and tailor for
optimization

Where did the team record expectations about communication?

In the team charter!

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Use Feedback to Support

High Performance

• Feedback is crucial for any team, using

any method, in any environment

• Communicate in detail about technical

and “soft” performance aspects

• Use appropriate methods — e.g., public

or private, individual or group, written or
verbal

• Give feedback in a timely manner

• Request feedback regularly, as and

when needed

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Support Team Task

Accountability

Encourage team members to self-

organize in determining:
• What work needs to be done
• How to perform the work
• Who should perform it

Use kanban boards to promote visibility

and collaboration.

Agile teams commit to performing work

listed on a backlog during an iteration.

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Show Roles and

Responsibilities Responsibility assignment matrix (RAM):

RAM/RACI • Describes participation by various project roles in completing work or

deliverables
• Clarifies roles and responsibilities

Uses RACI nomenclature:

Some accountabilities
• Responsible: Does the work
are set and
nontransferable, even on • Accountable: Approves completion
agile teams. Can anyone • Consulted: Gives expert opinion
give an example?
• Informed: Kept up to date

Project manager creates RAM/RACI.

Project manager or team lead works with team to make decisions about roles
and responsibilities.
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Curate Knowledge as an
Asset

Document explicit knowledge for archival

and sharing.

Encourage individuals to share tacit

knowledge and collaborate.

Treat knowledge as an asset to the team

and organization.

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Incorporate Knowledge
Transfer Opportunities

• Networking

• Special interest groups — e.g., Communities

of Practice

• Meetings, seminars or other in-person and

virtual events

• Training

• Work/job shadowing

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Individual
Knowledge
Management What do team
members need to Acquire required knowledge through research and
Three Levels know to perform collaboration with other team members
project work?

Project
What’s required to
Transfer knowledge from other projects and
achieve project
consult the project management office (PMO)
goals?

Organization
What’s required to Adapt knowledge from other programs/portfolios
manage programs and tailor
or portfolios?

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Learn the DO DON’T

Right Way to
• Inspire and motivate yourself • Overwhelm with meetings and
Motivate Your
and the team – provide work interruptions
Team
opportunities, not obligations
• Distract with non-project work
• Give virtual teams constant
and regular contact • Force group activities

• Provide appropriate training

opportunities

• Try self-assessment and

reflective moments for
professional growth

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Continuously
Realign Team
Efforts with
Value Delivery Prioritize team cohesion and focus on value delivery

As team members or external parties join or depart, or during change or

disruption, support the team as it realigns itself

• Welcome each new member as a potential source of new knowledge

and motivation

Tuckman’s ladder • Ensure shared understanding of project goals and agreements

• Collaborate to find out how they can add value

• Navigate disruptions and conflict constructively

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Check on Artifact
Maintenance

• Make it part of regular quality checks

• Keep file storage organized and
versioned
• Ensure compliance with data protection
and security mandates
• Maintain artifacts in preparation for
archiving during project closure

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ECO Coverage
2.2 Manage communications
• Communicate project information and updates
effectively (2.2.3)
• Confirm communication is understood and feedback is received (2.2.4)

1.4 Empower team members and stakeholders

• Support team task accountability (1.4.2)
• Evaluate demonstration of task accountability (1.4.3)
1.6 Build a team
• Continuously assess and refresh team skills to meet project needs (1.6.3)
• Maintain team and knowledge transfer (1.6.4)
1.11 Engage and support virtual teams
• Continually evaluate effectiveness of virtual team member engagement (1.11.4)
2.11 Manage project artifacts
• Continually assess the effectiveness of the management of the project artifacts (2.12.3)

2.13 Determine appropriate project methodology/methods and practices

• Use iterative, incremental practices throughout the project life cycle (e.g., lessons learned, key
stakeholder engagement, risk) (2.13.4)
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Evaluate Project Progress

TOPIC C

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Control Monitor
Scope Stakeholder
Engagement

Validate Monitor and Monitor

Scope Control Risk
Project
Work
Control Control
Schedule Resources
Perform
Integrated
Change
Control Control Control
Costs Procurement

Control Monitor
Quality Communications
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Process: Monitor and Control Project Work

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Guidelines to Tailor performance measurement to the project context and stakeholders:

Measuring • Scope

Performance •
•
Percentage of work completed
Change requests
• Schedule
• Actual duration of work against projected start and finish dates
“Only Measure
• Budget
What Matters”
• Actual costs
- John Doerr
• Check procurements are sufficient for needs

• Resources
• Team allocations/availability/procurement
• Performance appraisals – team, including vendors
• Contract management

• Quality
• Technical performance
• Defects
• Risk
• Risk register ©2023 Project Management Institute, Inc. All rights reserved.
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Report on
High-level visualization of progress on work
Performance Milestone schedule
against planned dates
Tailor If Charts and reports based on the quality
Quality reports
Required metrics collected
Earned value management Graphs and values based on EVM equations
(EVM) reports
Graphs and their analysis comparing actual
Variance analysis reports
results to expected results.
Physical or electronic representation of work
performance information compiled in project
Work performance reports
documents, intended to generate decisions,
actions, or awareness.
Physical or electronic progress summaries,
Dashboards usually with visuals or graphics to represent
the larger data set

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Monitor Scope (Control Scope)

Description of Scope Method

Scope baseline is:

• Approved version of the project scope
Measure completion of project
statement
scope against the scope baseline.
• Work breakdown structure (WBS)
• Associated WBS dictionary

Scope evolves from:

• Initial product roadmap to
• Release backlog to Check user stories and DoD
• Iteration backlogs against customer feedback and
Backlogs (including product features and product requirements
functions and user stories) reflect identified,
updated and reprioritized product needs

Any combination of the above

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Process: Control Scope

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Scope Validation (Validate Scope)

Customer Accepts Completed Deliverables
In a predictive development approach, which
artifact helps determine the acceptance criteria?

a. Responsibility traceability matrix

Acceptance criteria
b. Scope statement
c. Team charter
d. Stakeholder engagement plan
• Definition of ready (DoR)
• Definition of done (DoD)
• Acceptance criteria
In an adaptive development approach, what
• Iteration reviews helps determine that the acceptance criteria
for user stories has been met?

Any combination of the above a. Product roadmap

b. Definition of done
c. Release plan
d. Kanban board

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Process: Control Scope

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Measure Schedule Performance (Control Schedule)

Methods

Gantt charts: Schedule performance tracking over time

Earned value: Cost and effort performance tracking against planned value (PV)
Quality metrics: Track quality deliverables, defects and acceptable output
Variance analysis: Shows where the project is against where it should be

• Compare work delivered and accepted to estimations for the current iteration/sprint
• Review completed work in regular sprint demos
• Determine production, validation, and acceptance rates for deliverables in
retrospectives
• Conduct scheduled reviews to record retrospective discoveries

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Schedule Management
Tools

• Adjust schedule to reflect resource

supply/demand
• Use smoothing and leveling
• Use schedule compression techniques,
including fast tracking and crashing

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Process: Control Schedule

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Visualize
Performance
• Display visuals or graphics on team dashboards (electronic or physical)
• Show product backlog progress on burndown and burnup charts
• Display project data and progress on graphic information radiators in
Show committed versus prominent places
completed work
• Measure performance with lead and cycle times with a cumulative flow
diagram

• Agile approaches may use kanban or task boards to visualize project

work
• Continuous flow approaches include throughput, cycle time and lead
time
• Timeboxed approaches include velocity

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Information
Radiators

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Burn Charts
Burndown (Iteration)

• Tracks the work to be completed in the iteration

• Used to analyze variance to ideal burndown of work committed to during planning

200

180
Diagonal line is
160
ideal burndown
against which 140

daily actual 120

remaining is 100

charted. 80

60

40

20

0
June 1 June 2 June 3 June 4 June 5 June 6 June 7 June 8 June 9 June 10 June 11 June 12 June 13 June 14 June 15 June 16 June 18 June 19 June 20

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Burn Charts
Burnup (Release)
aka Feature Complete Graph
in feature-driven development (FDD)

140

• Show accumulated 120

progress of completed 100

work 80

• Update after each 60

iteration 40

20

0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8

Total
Completed

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Task Board
Work in Progress
To Do (WIP) Done

Item B
Item A Item C
Estimate: 8
Estimate: 4 Estimate: 6
• Organize work into tasks on cards Actual: 8

• Display task information at every stage

Item D Item F
of the workflow Estimate: 2 Estimate: 18
• Tailor your task board workflow stages
Item J
Item E
Estimate: 1
Task board types include Kanban, Estimate: 8
Unplanned
to-do lists, procedure checklists
and scrum boards
Item G
Estimate: 20

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Estimate Velocity
Aim for Constant Rate
(with optional discussion) 1k
Velocity Chart
velocity: 90.44

• Team’s estimated rate of progress of

completed work
100
• Calculate by estimating number of story
points that can be completed during an
iteration

• Then modify during subsequent iterations 10

• Goal: Achieve constant velocity from one

iteration to the next
Velocity is a unique metric to a project; 1

it can’t be used to compare the 14 Jan 21 Jan 28 Jan 04 Feb 11 Feb 18 Feb 25 Feb 03 Mar 10 Mar 11 Mar

performance of teams.

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Continuous Flow
Approaches
Measure Throughput, Lead
The Cumulative Flow Diagram
and Cycle Time Done
BACKLOG
Started
• WIP - Measure of work in progress but Queued

not completed
• Lead time - Length of time work item WIP
goes through entire process
• Cycle time - Length of time work item is CYCLE TIME

being worked on
• Throughput - Number of items entering LEAD TIME

or exiting the system

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Budget Challenges
(Control Costs)

• New/changed project requirements

• New risks, or changes to the
probabilities or impacts of existing risks
• Changes to cost estimates

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Earned Value
Management
(EVM)

• Measure project progress by comparing actual schedule and cost

performance against planned performance, per the schedule and cost
baselines

• Evaluate progress of schedule and budget

• Prevent further degradation of budget or schedule

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Earned Value Management (EVM)

Visual

VARIABLES
EV = % work complete to date x budgeted cost
Planned Value
The authorized budget
PV assigned to scheduled work 400

Earned Value
300
The measure of work
performed expressed in
EV
$ (K)

terms of the budget

authorized for that work 200

Actual Cost
The realized cost incurred
100
for the work performed on
AC an activity during a specific
time period
Planned Value (PV) 0
Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC) Time (months)

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EVM Measures for Schedule Control

Is the project progressing on How efficiently is the team working?

schedule?
Schedule performance index measures
Schedule variance measures performance efficiency by calculating the ratio of EV to PV
– by calculating the difference between EV
and PV SPI = EV / PV
SV = EV - PV
project BEHIND project AHEAD project BEHIND project AHEAD
schedule of schedule schedule of schedule

SV value = 0 SPI value = 1.0

project on schedule project on schedule

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EVM Measures for Cost Control

Is the project on budget? How efficient is my project?

Calculate cost variance (CV) to find the current Calculate cost performance index (CPI) to
amount of budget deficit/surplus measure the cost efficiency of budgeted resources

CV = EV - AC (CPI = EV / AC)

project OVER project UNDER project OVER project UNDER

budget budget budget budget

CV value = 0 CPI value = 1.0

project on budget project on budget

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EAC/ETC
Analysis
What will the project cost in How much more cost is required
total? to complete the remainder of the
project?
Use Estimate At Completion
(EAC) Use Estimate To Complete (ETC)

Based on:
Are more funds required? Based on:
• CPI
• CPI: current spending efficiency
• AC – actual cost
• BAC: budget at completion
Formula
Formula

BAC ETC = EAC - AC

EAC = CPI

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EVM [for Agile] Example Process:

1. Establish a performance measurement baseline (PMB)

to create a reference point for the metric
Enables comparison of release
2. Answer three questions:
plan against the actual work done
• How many iterations are planned?
• How many story points are there?
Helps teams spot any problem
• What is the release budget?
areas and ensure they stay on
schedule and within budget.
3. Collect data at the end of every iteration:
• Planned value (PV): Budget for planned work in an
iteration
• Earned value (EV): Budget for completed work in
an iteration
Lagging indicators
• Actual cost (AC): Actual cost incurred to complete
Leading indicators
an iteration deliverable
Measurement Performance Domain
P # 96 ©2023 Project Management Institute, Inc. All rights reserved.
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Control Costs: TT

Trend analysis:
Charts: In earned value analysis, three parameters of planned value, earned value, and actual cost
can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and
on a cumulative basis.

The above project is performing over budget and behind the schedule
© 2011-2025, DaySpring Limited.
Source: PMBOK® Guide - Sixth Edition, Page 264.

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Process: Control Costs

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Manage and Lead

Resources

• Include team and external contractors

• Monitor for risks — e.g., cost overruns,
schedule delays or potential disputes
• Conduct checks on contracts:
• Procurement process compliance
• Periodic progress or activity reports
• Required advance notification and
acknowledgment to suppliers
• Formal acceptance of contracted
deliverables Consult the communications management
• Notify accounts payable of completed plan and contract terms and conditions for
work so that payments can be made vendor/supplier working provisions.

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Physical
Resource • Means physical resources (not human)
Management • Equipment
• Materials
• Facilities
• Infrastructure

• Ensures assigned resources are available “just in time” (JIT) and

released when no longer needed

• Ensures physical resources assigned are available as planned

• Monitors planned vs actual utilization of resources

• Performs processes throughout the project

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Process: Control Resource

The Control Resources process is concerned with physical resources such as
equipment, materials, facilities, and infrastructure. Team members are addressed in
the Manage Team process.

Control physical
Resources resources

Team
Manage Team
members

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Process: Control Resource

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Update
Resource • What has been used to date?
Allocation
• What is still needed?

• Review performance usage to date, including:

• Monitoring expenditures
• Identifying and dealing with resource shortage/surplus in a timely manner
• Ensuring resource use and release
• Informing stakeholders of issues with relevant resources
• Influencing factors that can create changes in resource utilization
• Managing changes as they occur

• Changes that impact schedule or cost baselines must be approved through

Perform Integrated Change Control.

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297

Handle Changes and

Contract Disputes

When change is required, follow your project’s

change process:

Perform Integrated Change Control

Backlog reprioritization

For contract disputes, consult OPAs and the

contractual agreement first

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Process: Control Procurements

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298

Quality Management
Guidelines

• Assess quality of project approaches

and activities
• Evaluate deliverable quality through
inspection and testing
• Evaluate quality of project activities and
processes through reviews and audits
• Focus on detecting and preventing
errors and defects

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Evaluate and Manage Quality

• Project manager uses Control Quality process to:

• Verify that deliverables meet functional and nonfunctional requirements
• Identify and suggest improvements
• Verify alignment with compliance requirements
• Give feedback on any identified variances
• Identify potential approaches to cure defects or other noncompliance
• And continuously monitors quality reports and recommendations!

• Team, customer and product owner are responsible for setting and meeting quality
goals and metrics
• Feedback from iterations continuously monitor quality
• Measure performance of quality with:
• Service-level agreements (SLAs)
• KPIs
• Contractual measures
• Quality methods/frameworks — e.g., Lean Six Sigma
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Process: Manage Quality

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Quality Audit*

May be scheduled or conducted ad hoc

Topics include:
• Quality management policy
• Collection and use of information
• Analytical methods
• Cost of quality
• Quality process design

Use audits to enhance or formalize the quality

management complement in adaptive development
approaches.

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300

Control
Data gathering
Quality Tools
• Checklists/check sheets
• Statistical sampling
• Questionnaires and surveys

Data analysis
• Performance reviews
• Root cause analysis

Data representation
• Cause-and-effect diagram
• Scatter diagrams
• Control charts
• Histograms
• Pareto chart

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Process: Manage Quality

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301

Control Quality Process

Example

1. Use check sheets to collect data

2. Plot data on a histogram

3. Understand the significant ones using the

Pareto chart (80/20 rule)

4. Use the cause-and-effect analysis on the

chosen problems/solutions

5. Finally, perform a scatter analysis to

understand the correlation

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Data
Visualization
Quality Tool -
Cause and
Effect Diagram

Break down the problem

statement to identify
causes in discrete
branches
Keep asking “why” to
help identify the main or - Kaoru
root cause of the Ishikawa
problem
Example fishbone diagram (aka Ishikawa or Why-Why)

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302

Data
Visualization
Quality Tool

QUALITY CHARACTERISTICS
Scatter Diagram

Shows the relationship

between two variables
Demonstrates
relationships among any
element of a process,
environment, or activity
on one axis and a quality
defect on the other
PROCESS INPUT

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SPECIFICATION LIMIT
Data Visualization Quality CONTROL LIMIT
Tool MEAN

Control Chart

• A tool used to determine the predictability,

behavior and stability of a process over time

• Ideal for repetitive processes with predictable

results

• Shows a mean and established control

limits and specification limits

• Follow the “rule of seven” = investigate

increases/decreases of seven consecutive
points, indicating a trend/potential issue

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A process considered out of control if

1. A data plot point exceed any control limit (upper or lower)
2. Seven consecutive plot points are above or below the mean. (Rule of Seven)

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Data
Visualization 100%

Quality Tools 90%

Histogram and
Results of Oasestown Residents Survey

80%
Pareto Chart 70%

• A Pareto chart is a type of 60%

histogram
50%
• Uses 80/20 rule
40% 44
• Demonstrates frequency of More trees,
problem occurrence 30% improved
Less road landscaping
• Analyzes data sets related traffic New play-
20% Better
to a specific problem or 23 ground community More
center space nearby Better
issue, but does not define 10% shops nightlife
the root cause of a problem 14
9 6 4
0%

Local Resident Needs

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304

Ensure Quality of
Processes and Product

Quality is closely linked to the product

acceptance criteria, as described in the
statement of work (SOW) or other design
documents.

Update these criteria as experimentation

and prioritization occur and then validate
them as part of the acceptance process.

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Verify
Deliverables • Project team verifies deliverables based on quality standards and
requirements:
• Quality metrics
• Tolerance

• The verified deliverables are presented to and accepted (validated) by

Explore the deliverables the customer – resulting in accepted deliverables
flow
• Measure products and outputs against the project’s quality standards

• Implement corrections and controls when quality standards are neither

met nor within acceptable ranges
• Iteration H (agile) – quality assurance cycle
• Sprint/iteration review in Scrum

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Evaluate and Manage Risk

Adaptive development approaches

incorporate risk management in
iterative and incremental practices.

Predictive risk management

approaches are methodical.

(Optional)
Can you identify some typical risk
management practices or use cases
for each approach?

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Process: Implement Risk Responses

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306

Monitor Risks
GUIDELINES QUESTIONS TO ASK

• Enable decision-making based • Are project assumptions still

on current information about valid?
overall risk exposure and
• Have risks changed or been
individual risks
retired?
• Continuously monitor status,
• Are risk management policies
probability and impact
and procedures being followed?
• Identify new risks
• Have contingency reserves
• Reassess current risks been modified?

• Close outdated risks • Do we need a risk audit?

• Perform on a regular basis

• Continuously improve risk

effectiveness
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Review your
Reserves

Reserve analysis:

• Establishes the amount of contingency and management reserves

needed

• Is performed throughout the project

• Compares amount remaining to determine if adequate

• May be communicated with a burndown chart

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Risk Register

• Add risks raised during status meetings,

standups or daily scrums, iteration reviews,
retrospectives – or even informally – to the
risk register

• Update newly identified and existing risks

based on the current knowledge and situation

Agile teams may use a risk list or log,

similar to a risk register

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Process: Monitor Risks

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Interactive/Discussion

When you think about risks in a project,

which do you think are the most serious?

How do you know?

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Manage
Compliance • Test and validate deliverables (continuously and at project/ phase end)
as the Highest
Priority • Identify authorized stakeholders to approve

• Remediate compliance issues to avoid:

• Negative impact on the timeline
• Cost overruns
• Increased risks

• Benefits of compliance sign-off:

• Early warning of potential threats to compliance
• Ability to capture variances and take action

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309

Examine Business Value

• Connects Ways of Working with

Business Acumen

• Tailor work processes, approaches and

tools along with leadership skills to
examine and improve value delivery

How often and how well does your

project team really focus efforts on
examining the business value of
the project?

©2023
©2023Project
ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
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Process: Monitor and Control Project Work

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310

ECO Coverage
2.8 Plan and manage scope
• Monitor and validate scope (2.8.3)
2.6 Plan and manage schedule
• Measure ongoing progress based on methodology (2.6.4)
• Modify schedule, as needed, based on methodology
(2.6.5)
• Coordinate with other projects and other operations (2.6.6)
2.5 Plan and manage budget and resources
• Monitor budget variations and work with governance
process to adjust as necessary (2.5.3)
2.1 Execute project with the urgency required to deliver
business value
• Examine the business value throughout the project (2.1.2)
2.7 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)
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Manage Project Issues and

Impediments
TOPIC D

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Problem Vocabulary
Impediments, Obstacles and Blockers

Obstacle removal. Since it is the project team who Remove obstacles (Step 5 in the Process for
generates the majority of business value, a critical Leading Change)
role for the servant leader is to maximize delivery by
removing impediments to their progress. This
All change comes with obstacles. Sometimes the
includes solving problems and removing obstacles
obstacles are outdated processes, sometimes they
that may be hampering the project team’s work. By
are based on the organizational structure, and
solving or easing these impediments, the project
sometimes they are people resistant to change.
team can deliver value to the business faster.
Regardless, all obstacles need to be addressed.

- PMBOK® Guide – 7th Edition

‘Impediment’ and ‘blocker’ are synonyms; they both mean, “an

obstacle that prevents the team from achieving its objectives.”

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Issue or
Impediment?
Just Solve the • Issue: A condition or situation that may have an impact on the project objectives.

Problem! • Impediment: An obstacle that prevents the team from achieving its objectives.
Also known as a blocker.

Predictive teams use the term issue log

Adaptive teams tend to use an impediment log.

This term is related to Scrum.

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Risks and
Issues

• Focused on the future

• Can be positive or negative
RISKS
• Are documented in the risk register
• Response is called a “risk response”

• Focused on the present

ISSUES* • Will always be negative
• Are documented in the issue log
• Response is called a “workaround”

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Issues

QUALITY RISK

SCHEDULE
COMMUNICATIONS CONTROL

PRONE TO
ISSUES COST
PROCUREMENT CONTROL

SCOPE CHANGE PROJECT VARIANCE

CONTROL ANALYSIS

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Issue
Resolution
• As issues arise, promptly add • Discuss issues at every status meeting
Guidelines them to the issue log.
• Limit open issues to a manageable
• Assign an owner to each issue number

Track problems,
• Give realistic due dates • Don’t hesitate to escalate if effects are
inconsistencies or
major!
conflicts and conduct
investigation towards ID Description Opened Due Date Priority Owner Response Status Comments

resolution Tasks are on

15 Jan 01 Feb
25 Truck strike High A. Fen TBD Open the critical
20xx 20xx
path

Glazing Looking into

15 Jan 01 Feb Gen
26 service Med working open another
20XX 20xx Contractor
down supplier

Risks board
Josie Bynoe 15 Jan 01 Feb withholding
27 High A. Fen working open
dissatisfied 20xx 20xx operating
funds

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Discover and Solve

Impediments Using Scrum

Steps:

• Discover the problem/cause

• Solve it. The scrum master is responsible for

finding a resolution with concerned parties:
• Often involves dealing with conflict
somewhere in the organization
• Resolution can help the organization
grow in agility

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Remove Impediments
Overview

• Track impediments
• Reprioritize product backlog
• Use daily standup meeting
• Be a servant leader

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Discussion

How does your team solve

problems?

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ECO Coverage

2.15 Manage project issues

• Recognize when a risk becomes an issue (2.15.1)
• 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 (2.15.3)

1.7 Address and remove impediments, obstacles, and blockers

for the team
• Determine critical impediments, obstacles, and blockers
for the team (1.7.1)
• Prioritize critical impediments, obstacles, and blockers for
the team (1.7.2)
• Use network to implement solutions to remove
impediments, obstacles, and 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)

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Manage Project Changes

TOPIC E

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Perform Approved
Change Integrated Change
Requests Change Requests
Control

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103

Process: Perform Integrated Change Control

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Interactive/Discussion

• What constitutes a change in a

project?

• Can a change can come from

anywhere?

• How does the life cycle and

development approach affect our
response to change?

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Causes of Project
Changes

• Inaccurate initial estimates

• New regulations
• Missed requirements
• Specification changes

Are any of these also causes of

changes in adaptive projects?

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318

Be a
a. Be a diligent, respectful and caring steward
Changemaker
b. Recognize, evaluate and respond to system interactions
and a Change
Leader c. Navigate complexity
d. Create a collaborative project team environment

e. Demonstrate leadership behaviors

f. Optimize risk responses
g. Effectively engage with stakeholders
h. Tailor based on context

Which of the project i. Embrace adaptability and resiliency

management principles j. Focus on value
deal with the subject of
change? k. Build quality into processes and deliverables
l. Enable change to achieve the envisioned future state

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Monitor
the External
Business Change can bring negatives as well as positives, such as opportunities to
Environment add or extend value!

• Monitor the external environment

• Remain vigilant for threats
• Constantly update the risk register and thresholds
• Use tools

• PESTLE
• TECOP
• VUCA

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Manage Change
Overview and Controls

Overview Controls

Perform Integrated Change • Perform Integrated Change Control process

Control linear process • Change request process
• Change control board (CCB)
• Artifact management (updates)

Feedback and development • Product owner role - key decision maker and runs backlog
cycle • Everyone participates in backlog refinement
• Use demos to understand requirements
• No changes allowed during a sprint

Any of the above

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Change Management Process Flowchart

Change
Change initiators Log change request
request form

Send rejection notice

Change request
passes filter?
Rejected

Accepted

Deliverable No
affected?

Yes

Prepare impact statement

Rebalance the project

Minor impact - Moderate impact - PM Major impact PM, sponsor
PM reviews & stakeholder review and stakeholder review

Build and communicate Yes Change No

Execute the change
the change authorized?

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Change Management Activities..

Change Management Plan + Configuration Management Plan

1 2 3 4

Identify Document Decide on Track

changes changes changes changes

Change Request Change Log

Form

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Change
Requests
Four Types
• Corrective action - Adjusts the performance of the project
work with the project management plan

• Preventive action - Ensures future performance of the project

Can you think of work with the project management plan
examples of each kind
for the Shawpe project? • Defect repair - Modifies a nonconformance within the project

• A change - Modifies a project baseline

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Change
Control
Systems
Change
Control Board
Forms, tracking methods, processes, and approval levels required for
authorizing or rejecting requested changes.

One approval level may be the Change control board (CCB) which
handles some change requests based on the approval levels
documented in the change management plan.

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Manage
Contract
Changes and
Resolve
Problems
• Work with the vendor to manage contract changes

• Work with partners in the organization (procurement, finance, functional

departments) and take action within the project manager’s or team’s
domain/threshold
• Legal problems that are serious enough to cause issues may need
expert help

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Contract
Change
Control
System
• Might be a component of the integrated change control or a separate
The system used to organizational system
collect, track, adjudicate • Specifically dedicated to control contract changes
and communicate
changes to a contract • Specifies contract change
• Includes documentation, dispute-resolution processes and approval
levels

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Types of Component Description

Contract Administrative Non-substantive changes, usually about contract
Changes changes administration method

Substantive change to contract requirements or

Contract modification
product requirements
Which kinds of changes
do you think are more Supplemental An additional agreement related to the contract but
likely to cause conflict? agreement negotiated separately
Why? How can these be
avoided? Changes made by the buyer through action or
Constructive changes
inaction

Termination of contract Vendor default or buyer’s need changes

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Legal Legal Issue Description

Concepts A promise, explicit or implied, that goods or services will
When Warranty meet a pre-determined standard. The standard may cover
Managing reliability, fitness for use, and safety.

Disputes
A legally binding provision in which one party in a contract
Waiver agrees to forfeit a claim without the other party becoming
Seek legal advice if the liable, even inadvertently.
terms of a contract
have not been met. Failure to meet some or all the obligations of a contract. It
Negotiate settlements Breach of contract may result in damages paid to the injured party, litigation or
to arrive at a final other ramifications.
equitable settlement of
A letter sent to an individual or a business to stop (cease)
all outstanding issues,
claims, and disputes Cease and desist allegedly illegal activities and to not undertake them again

by negotiation.
(C&D) letter (desist). Often used as a warning of impending legal action if
it is ignored.

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Process,
Adjudicate
and
Communicate
• Contested changes and potential constructive changes, including:
Claims
• Lack of agreement on compensation for change
• Lack of agreement that change occurred

• If not resolved, handle through alternative dispute resolution (ADR)

established in contract

• Settlement through negotiation is preferred

• The ”last resort” is litigation

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Update Project
Management Plan

Based on the scope of changes, you may

need to update:
• Scope
• Timelines
• Work packages
• Team member assignments

Agile teams might remove lower-

value deliverables from the scope
to make room for the change.

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ECO Coverage
3.3 Evaluate and address external business

environment changes for impact on scope

• Survey changes to external business environment (e.g., regulations, technology,

geopolitical, market) (3.3.1)

• Assess and prioritize impact on project scope/backlog based on changes in external

business environment (3.3.2)

• Recommend options for scope/backlog options (e.g., schedule, cost changes) (3.3.3)

• Continually review external business environment for impacts on project scope/backlog

(3.3.4)

2.10 Manage project changes

• Anticipate and embrace the need for change (e.g., follow

change management practices (2.10.1)

• Execute change management strategy according to the methodology (2.10.3)

• Determine a change response to move the project forward (2.10.4)

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End of Lesson 5

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LESSON 6

CLOSE THE
PROJECT/PHASE
• Project/Phase Closure
• Benefits Realization
• Knowledge Transfer

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Learning Objectives

• Define the reasons and activities related to the closure of a phase or a project.

• Explain the benefits gained from a project or phase, and how they are managed,
sustained, etc.
• Examine the reasons for knowledge transfers and how they relate to the closure of
a phase or project.

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Project/Phase Closure
TOPIC A

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Why Projects
Stakeholders accept deliverables based on acceptance criteria
or Phases established at the beginning of the project in the project management
Close plan
Fulfillment Acceptance criteria may be modified during a project life cycle

Use the requirements traceability matrix to ensure completion and

approval of all requirements

At the end of an iteration, the team and stakeholders assess the

product/service against their mutually agreed definition of done
(DoD)

Final acceptance occurs prior to product release.

Acceptance criteria and definition of done (DoD) express the

same status of stakeholder satisfaction with the product. Teams
may use the terms interchangeably.
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Why Projects
or Phases
Close
Premature or • Requirements/needs change
Forced Closure • Project/deliverable is no longer feasible

• (Internal) Organization makes a change to the business case.

• (External) A legal or regulatory change prohibits progress.

• Project/deliverable is no longer desirable

• Impediment encountered
Can anyone share an
example of a forced • Financial support is not available to complete the requirements
project or phase
closure? • Risks with significant consequences make successful completion
impossible

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329

Close Project or Phase Activities

• Acceptance of deliverables or product by customer

• Transition of deliverables or product to customer
• Notify enterprise and organizational functions; update OPAs
• Prepare final report
• Conclude external obligations, including legal, regulatory, contractual — e.g., transfer of liability,
closure of all accounts in financial system
• Archive project information
• Release resources (human, financial and physical assets)

These activities are part of the Close Project or Phase process and are typically
included in the project management plan and in the WBS, under the project
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Flow: Deliverables

Develop Final
Project Direct and Close
Project Control Verified Validate Accepted product,
Manage Deliverables Project or
Management Management Plan Quality deliverables Scope deliverables service, or
Project Work Phase
Plan result

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Transitions
(Handovers)
Deliverables are handed to the customer or owner.
Transition/handover specifications for deliverables are in the
• Some project management plan.
organizations
use a rollout or
transition plan. A tailored solution that delivers value — most likely in an
• This is not a incremental way — to the organization.
project
management
plan component.
Every iteration output is handed to the product owner.

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Transition /
Handover
Ensure your customer is ready for change and success!
Readiness
Readiness may require additional change management
activities to ensure adoption and overcome resistance.

Especially critical if an existing product or service is

being upgraded.

Assess the readiness of all parties:

End The Project Support

Users Business Team Staff

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Transition /
Handover Effective transitions or handovers of deliverables or products enable
Activities end-user awareness, increasing the likelihood of successful adoption
and, therefore, of benefits realization.

Transition requirements can include:

• Training on the new product or service
• Documentation for the product/deliverable
• Effective communication between the project team and the
organization
• Post-implementation support (aka “hypercare”)

Where are the transition requirements recorded in a predictive

project?

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Interactive / Activity

Do you remember the difference between

explicit and tacit knowledge?
Discuss the importance of transferring both
kinds of knowledge from the project team
to the customer.

Give an example of how your team has

done it in the past.

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Paying and DO DON’T

Closing
Contracts
• Notify the appropriate entity • Delay payments until project or
(usually accounts payable) phase closure, unless specified
when work has been fulfilled in the contract
and contracts can be paid

• Pay suppliers or vendors in

accordance with contract terms

Some payments may have

been made during the
project and the contract may
have been closed

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Finalizing Contracts

Archiving contracts means collecting, indexing

and filing:

• Contract schedule

• Scope
• Quality

• Cost performance

• Contract change documentation

• Payment records and financial documents

• Inspection results

• “As-built” or “as-developed” documents,

manuals, troubleshooting and technical
documentation

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ECO Coverage

1.8 Negotiate project agreements

• Verify objective(s) of the project agreement is met (1.8.3)

2.17 Plan and manage project/phase closure or transitions

• Validate readiness for transition (e.g., operations team or next

phase) (2.17.2)

• Conclude activities to close out project or phase (e.g., final lessons

learned, retrospectives, procurement, financial, resources) (2.17.3)

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Benefits Realization
TOPIC B

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Early and
Long-Term
Benefits Benefits accrue at various stages depending on:
Realization • Project life cycle used
• Nature of the project work
• Intended outcomes
Some benefits are
immediate while others
could take a few months
to years! Can you identify a type of project in which value is delivered
very early?

And a project in which value is delivered months or even years

after transition?

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Benefits Transition and Sustainment

Responsibilities
Any improvement or modification to delivered
benefits is a new project

• Handover/transition Any improvements or modifications to delivered

• Review of the benefits are proposed as work for the next/future
benefits iteration and placed/reprioritized on the backlog
management plan

Organizations and teams tailor solutions for benefits

realization and sustainment — e.g., post-
implementation support (aka “DevOps” or “hypercare”)

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Benefits Transition and Sustainment

An Explanation
Project Team Product Owner or
Customer
Project Manager

Delivers benefits to customer • Ensures continued generation of

Works with customer to identify work required for
organization improvements and delivered benefits
desired improvements
• Captures additional customer inputs

Provides planned performance Compares actual performance to planned Uses metrics chosen with team to measure
data performance, including KPIs performance

Works with business owner to

suggest benefits realization Implements benefits realization metrics at Collaborates with team to determine suitable
metrics, including frequency suitable intervals, tailored to needs metrics
and monitoring responsibilities
Determines if any remaining • Identifies risks, processes and tools needed
risks might prevent benefit Monitors risks on impediments log and
to ensure continued benefits realization
collaborates with team about response
achievement • Monitors risks affecting delivered benefits
Provides technical information
required to use the product or Collaborates with team to update technical
Updates technical information – e.g., FAQs
information
service

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Benefits • Is a major input to authorizing the project

Management • Examines the requested benefits and determines if both the tangible
Plan and intangible business value will be realized from the project

• Determines the time frame for short- and long-term benefits

realization
A business document
developed by the • Identifies a benefits owner responsible for achieving the benefits,
organization to define including:
potential benefits from the
• Metrics or measurements to be used
project effort
• Which individuals or groups measure results

In the plan, determine whether any remaining project risks might prevent
benefit achievement.

When key stakeholders are identifying desired project benefits, let them
suggest how the benefits should be measured.
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Page # 11, PMBOK Standard

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Benefits Owner

• Works with project manager/team

lead during the project to ensure
A benefits owner may be a business
planned benefits are managed as
analyst, sponsor or operations manager.
they are delivered
• Assists in transitioning the
requested benefits to the receiving
organization

• Ensures that measurement metrics

and methods are established and The product owner is responsible for
monitored making sure project work reaps benefits
• Reports to management on the for the organization.
realized results (value) of the
delivered benefits
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Verify Benefits Realization

• Using the chosen metrics, the product owner reports on progress for each tangible
benefit

• For intangible benefits, a subjective (qualitative) determination may be more useful

• Reporting should include:
• For tangible benefits—progress toward being met
• Any benefits at risk of not being realized as planned
• Any resulting negative impact on strategic objectives
• Potential ending of the project team’s support

In a predictive project, once the transition is complete, who is responsible for

verifying that benefits are realized?

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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)

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Process: Manage Project Knoledge

PG: ?
Artifacts: LLRes + LLRep
Time to do:??

Knowledge Transfer
TOPIC C
When should transfer of knowledge take place?
A. At the end of the project
B. At the end of each phase of the project
C. When the lessons-learned register is archived
D. Throughout the project

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Manage Project Knowledge

Manage Project Knowledge is the process of using existing knowledge and creating
new knowledge to achieve the project’s objectives and contribute to organizational
learning.

The key benefits of this process are that prior organizational knowledge is leveraged
to produce or improve the project outcomes, and knowledge created by the project
is available to support organizational operations and future projects or phases.

This process is performed throughout the project.

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Type of Knowledge
1. Explicit knowledge: knowledge that can be readily codified using words, pictures,
and numbers
2. Tacit knowledge: knowledge that is personal and difficult to express, such as
beliefs, insights, experience, and “know-how”

Misconceptions:
1. Only documentation
2. Knowledge need to capture at the end of the project

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Process: Manage Project Knowledge

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Knowledge Management
During Closing

• Conduct retrospectives or final lessons

learned meetings

• Archive all project information

• Finalize lessons learned register

• Add the lessons learned to the knowledge
management/lessons learned repository

• Transition knowledge from project team to

the customer

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Conduct
Project
• Internalize learning about the work product and process
Retrospective
• Capture key successes and challenges
• Consider qualitative (people’s feelings) and quantitative
(measurements) data
• Use data to find root causes, design countermeasures,
and develop action plans for next time
• Praise, congratulate and motivate the team

An agile team might conduct a final retrospective, while a

project manager holds a final “all-hands” meeting for the team
in a predictive life cycle. These are similar ceremonies for
closing a project or phase.
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https://www.agilealliance.org/glossary/niko-niko/

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Finalize
Lessons
Learned
Include the following topics from the project’s
lessons learned register in the final report:
• Scope changes

• Schedule impacts
• Risks and issues

• Stakeholder relationships
• Vendor relationships

• Artifacts
• Recommendations

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Consolidating Lessons
Learned

The following categories of lessons learned

information are especially important at the end of
a project:
• Scheduling
• Conflict management
• Sellers
• Customers
• Strategic
• Tactical

Transfer these into the lessons learned

repository.

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Final Report: Summary of project/phase performance result

Description Describe activity undertaken, including deliverables or milestones

Scope
objectives Document scope evaluation criteria and give evidence of met completion criteria

Quality Describe evaluation criteria for project and product quality. Verify objectives are met,
objectives give actual milestone delivery dates and reasons for any variances

Cost objectives Restate acceptable cost range, give actual costs and reasons for any variances

Validation Include required approvals for final product, service or result—e.g., user satisfaction
information survey results
Schedule Verify project objectives were completed on time; report on any variance and effects of
objectives the variance
Benefits State how the final product, service or result achieved the business needs and
realization expected benefits; if partial, give details of variance and fulfillment schedule
Risks or issues
encountered List risks and issues and state how they were addressed

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ECO Coverage

2.16 Ensure knowledge transfer for project

continuity
• Confirm approach for knowledge transfers
(2.16.3)

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Don't Hesitate – Accelerate

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projects, and the 35 hours of training you’ve
completed, you are eligible and prepared for PMP
exam success!

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End of Lesson 6

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