Day 1 (23-02-2024)

Fast Request for Critical

PMism Fist or Five Crashing Issue
tracking extension resource

Risk
assessment / Escalate
Risk Risk Accept the Known Risk
Risk Risk grading: the Risk
mitigation transfer Risk
high medium
low

Known- Budget/ Contingenc Manageme Project

Unknown RIsk Reserve nt Reserve Failure
Unknown RIsk Buffer y Reserve
 Day 1 (Page 2)

Project Project
Project RAID
management Initiate Sponsor PM Owner
charter
lifecycle

Scope/ Schedule/ Cost /

Approved plan Integration Subsidiary
Planning requireme Activity Budget
by Sponsor Plan plan
nt

Procureme Monitoring Execution Closure

Resource Stakeholder Quality
nt & Control
 Day 1 (Page 3)

Handover Lessons Release

Deliverables Sign off Archive Verification
(transition) Learned Team

Closing Acceptanc Scope

Validation UAT Internal QC Baseline
report e Sign off baseline

Project Program Portfolio

Schedule manageme manageme
Cost baseline Little’s law Project manageme
baseline nt nt
nt
 Day 1 (Page 4)

Interconnected Operational Organization Weak

Functional Projectized Balanced
projects management al structure Matrix

EEF 2PG
OPA
Project (Enterprise (Policy,
(Organizatio Plan SoP
Strong Matrix Management environme Procedure,
nal Project
Policy ntal governanc
Asset)
factors): e
internal-
external
Benefit
Form/ Knowledge Project
realization plan Assumptio
Short term Long term Register/ Portal Success
(subsidiary n
Log
plan)
 Day 1 (Page 5)

Behind Ahead of CCB WBS

CPI SPI CR
schedule schedule

Sub- Delphi Probability

Work Activities /
Deliverables Decomposition deliverable technique vs Impact
package Task
s

EV =
Risk Progressive Formal and AC =
Control Chart RACI Earned
severity elaboration verified Actual cost
value
 Day 1 (Page 6)

EVM =
earned Simple
PV = Planned Validation Risk avoid
Process group value Overtime Structure
value scope
manageme
nt

Negative Parkinson’s
Hybrid structure Positive risk Agile
risk Law
 Day 2 (24/2/24)

Central Central Maturity

Project Portfolio Resource
Project Manageme Assessmen
Management Directive PMO Manageme Manageme
Manageme nt Office t
Office [PMO] nt Office nt
nt Office

Central
Project Accidental
Digital Resource 5 Levels of
Supportive PMO Enterprise PMO Manageme Project
PMO Calendar Maturity
nt Support Manager
System

Sales
Program Resource Manageme Accidental PMO
Controlling PMO Management Agile PMO Optimizatio nt Office PMO Roadmap
Office n [PMP
Aspire]
 Day 2 (Page 2)

Layer 2: PMO Cost Project Quality Stage

Project Charter Big Bang Assurance Gates
Executive Layer Center Schedule

Layer 3: Quality Story

4 Layers of PMO PMO Profit Gap Project
Supporting Control Points
Framework Center Analysis Sponsor
Layer

Layer 1: Layer 4: Quality

PMO Capacity Project S.W.O.T
Foundation Leadership Manageme
Charter Building Team Analysis
Layer Layer nt
 Day 2 (Page 3)

Business Technology Succession Waterfall Iterative

PMO Functions PMO KPI Approach Approach
Objective Stack Planning

Project
Develop Predictive Incrementa
Manageme
PMO Strategy PMO Roadmap Competenc Artifacts Approach l Approach
nt
ies
Approach

Vanilla Agile /
Proof of Supporting Plan Driven
Health Check PMO ROI Implement Adaptive
Concept Functions Approach
ation Approach
 Day 2 (Page 4)

Minimum Emotional
4 Agile Knowledge viable Scope Technical
War Room bank
Manifesto Work Projects document impact impact
account
(MVD)

Minimum Self
12 Agile Cave & viable Schedule Positive
Co-locate organized
Principle Common product impact motivation
team
(MVP)

Requireme
nt Negative
Industrial Co Working Lean Cost Autonomy
prioritizatio motivation
Projects Space Coffee impact
n/
MoSCoW
 Day 2 (Page 5)

Feature PDCA (Plan

driven - Do - Daily
Mastery Fedex Day Scrum Lean Standup
developme Check -
nt (FDD) Act)

Results only Scrum

Test-driven Scrum
work ceremonie
Knowledge level XP Kanban developme review
environment s
(ROWE nt (TDD)

Dynamic
system Scrum
Technical Lean- Scrum life Scrum
Agile framework developme retrospecti
excellence Kanban cycle planning ve
nt method
(DSDM)
 Day 2 (Page 6)
SMART(Spe
cific,
Voice of Measurable,
Backlog Milestone / Product Process Signed
Customer Achievable,
refinement Sprint owner Groups Charter Realistic,
(VOC)
Time
bound)

ITTO (input
Velocity / Pareto
Shippable Scrum Kanban - tools & EPIC
Productivity chart
delivery master board techniques
rate
- output)

Team DOD(Defini
Developme efficiency / Expert Pareto
Shared resource Scrum roles tion of
nt team Productivit judgement Principle
Done)
y
 Day 3 (01/03/2024)

Team leads
PMP
High Level Core team
Knowledge process(49 Kick off members (Project
Process group ・ Detail Manageme
area(10) ) meeting Key
Level stakeholders nt Plan)
All team
members

Communic
Baseline Subsidiary plan Scope time Cost ation
Quality

Procureme Revision Change Designer/

Risk Stakeholder Resource details maker
nt history
 Day 3 (Page 2)

Stakeholde
Review Approver Version LEED ISO CMMI
r register

Identify Scope Define Project BRD BRS

Signoff
Stakeholder Management Scope Scope

Work Sub Work Activity/

SRS Fast Fail Deliverable package Task
Breakdown Deliverable
 Day 3 (Page 3)

Collect
Monitoring Validate Control Scope requireme Interview
Gold plating
control scope(UAT) scope Creep nt

KII(Key Requireme
Group nt
Focus group informant Facilitated MosCow
Q&A interviews)
deception priotization
discussion Workshop
SME taking technique

Description
Conversati Confirmati Of
100 points 3Cs Card Prototype
on on Deliverable
s
 Day 3 (Page 4)

Acceptance
Assumptions Constrains Exclutions
criteria
 Day 4 (02/023/2024)

Requirement HIPPO: Requirement Functional Project

Business
prioritization: Stakeholder Highest Document requireme requireme
requireme
MoSCoW, 100 Management Paid Person Categorizati nt nt
nt
points Opinion on

Breakdown
Transition Schedule activity:
Quality Stakeholder Define Activity
requireme Manageme Rolling
requirement requirement Activities attributes
nt nt wave
planning

Law of
Preferential Internal External diminishin
Sequence Mandatory Lead vs
dependenc dependenc dependenc g return
activities dependency Lag
y y y (Optimum
Level)
 Day 4 (Page 2)

Expert Analogous Parametric

Effort vs Estimation
Successor Predecessor opinion estimation estimation
Duration techniques

Planning
PERT (Project Vanilla
poker Uncertainit
3 points evaluation and wimpleme Fibonacci Complexity
(relative y
estimation review ntation (as- series
sizing
technique) is)
technique)

Functional Schedule
T-shirt sizing (S, Bottom up Develop Critical
Efforts point network
M, L, XL …) technique Schedule Path
estimation diagram
 Day 4 (Page 3)

Compression
Cost Determine Activity
Project max technique (Fast Float / Estimate
manageme budget estimate
duration tracking, Slack cost
nt
Crashing)

Work package Control account Project Contingenc Cost Mgt. Cost

estimate estimate estimate y reserve baseline reserve budget

EVM =
TCO = EAC = earned
Angel
total cost Phase gate estimate at value
Fixed cost Variable cost project
of review completion manageme
manager
ownership nt
 Day 4 (Page 4)

EV =
BAC = budget PV = planned AC= actual
earned Kill point
at completion value cost
value
 Day 5 (09-03-2024)
Six SIgma,
TQM,
Stack Quality Value
Confermance to Fitness for COntinuou
Quality Mgt holder mgt Stream
req Use s
satisfaction approach Mapping
Improveme
nt

Inception Enterprise Quality

Work in Product Life Growth Process Process Tools &
Raving Fan
Progress Cycle Maturity tailoring Group Tech
Decline

Internal Cause &

Cost of Prevention Failure Effect/Fish
Standard Affinity
Conformance cts Cost bone/Ishika
Cost of quality Vs DIagram
Cost of Non Appraisal External wa
Regulation
Coformance Cost Failure diagram
Cost
 Day 5 (Page 2)

Design of X
Flow (Design of Communic
Mind mapping Checklist Use case Data Model Experimen ation MGT
Diagram
t)

Push
Communic Project
Pull Political &
Encode - Interperso ation status Risk MGT
Interactive cultural
decode nal Skills requireme reporting
communication awareness
nt analysis
s

Qualitative Quantitativ Risk

Project Risk e Risk response
Variable Risk Ambiguity risk risk
resilience Attitude analysis plan
Analysis
 Day 5 (Page 3)

Knowledge
area base Risk
Implement Identify risk risk PESTLE TECOP VUCA
Exposure
identificati
on

Decision Positive
Risk and Stakeholde
Risk Impact Tree
Risk Ranking Response negative r
Categorization Scoring Regression
Plan risk
Analysis

Stakeholde
r Change
Identify Power Interest 7 Hat Stakeholde Engageme Request
MANCOM nt Impact
Stakeholders Grid Theory r Cube
Assessmen Analysis
t Matrix
 Day 6 (10-03-2024)

Resource Man
Technical Schedule Cost Manageme Machine
Scope Impact Business Impact
Impact Impact Impact nt Material

NLP (Neuro
COntrolling
Emotional Linguisitic Fact Based Amiable Kinesthetic Mirroring
Subconscious
Intelligence Programmi Analytica Character
Mind
ng)

21 Days Good VS Flywheel Self

5 AM Club Empathy Motivation
Practice Great Model Regulation
 Day 6 (Page 2)

Stages of
Point Based
Team Norming Performing
Social Skills Performance Forming Storming
Developme
Assessment
nt

Compromis
Smoothing e Withdrawal
Team Charter/ Conflict / (Negotiatin (Avoiding)
Forcing
Adjourning Team Resolution Accommod g) (Lose /
(Win/Lose)
Agreement Technique ating (neutral / Lose)
(lose/lose) neutral)

Confrontation RFP
Procurement
(Collaboration / Source Procureme RFP VS (Request
SOW Procureme
Problem Selection nt Tender RFQ for
(Statement Of nt Method
Solving) (Win / Criteria Method Proposal)
Work)
Win)
 Day 6 (Page 3)

RFI Cost
(Request Time &
RFQ R(equest EOI (Expression Financial Fixed Price Reimbursa
For Material
For Quotation) of Interest) Model Contract ble
Informatio Contract
Contract
n)
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