Effective Project Management:

Traditional, Agile, Extreme, Hybrid

8th Edition

Ch02: What is Project Management?

Presented by
(facilitator name)
 Ch02: What Is Project Management?

Summary of Chapter 2
 Understanding the fundamentals of project management
 Challenges to effective project management
 Managing the creeps
 What are requirements – really?
 Introducing project management life cycles
 The project landscape
 Traditional Project Management (TPM)
 Agile Project Management (APM)
 Extreme Project Management (xPM)
 Emertxe Project Management (MPx)
 Choosing the best-fit PMLC Model
 Ch02: What Is Project Management?

The Fundamentals of Project Management

Project management is a set of tools, templates and

processes designed to answer the following six
questions:

 What business situation is being addressed by this project?

 What do you need to do?
 What will you do?
 How will you do it?
 How will you know you did it?
 How well did you do?
 Ch02: What Is Project Management?

Definition of Project Management

Project management is an organized common-

sense approach that utilizes the appropriate client
involvement in order to deliver client requirements
that meet expected incremental business value.
 Ch02: What Is Project Management?

Challenges to Effective Project Management

 Flexibility and Adaptability

 Deep Understanding of the Business and Its Systems
Take Charge of the Project and Its Management

Always remember that

Project Management is
Organized Common Sense.
If it doesn’t make sense don’t do it.
 Ch02: What Is Project Management?

Managing the Creeps

 Scope Creep
 Hope Creep
 Effort Creep
 Feature Creep
 Creep

 Creeps here refer to minute changes in the project due

to the obscure, and for awhile unnoticeable, actions of
team members. Many of these go undetected until a
problem raises its ugly head. There are four types of
creeps, as described in the sections that follow.
 SCOPE CREEP

 Scope creep is the term that has come to mean any

change in the project that was not in the original plan.

 Strategy: It doesn’t matter how good and thorough a

job you and the client did in planning the project, scope
creep is still going to happen. Deal with it!

Your job as project manager is to figure out how these

changes can be accommodated —tough job, but
somebody has to do it.
 Hope creep

 Hope creep happens when a project team member

falls behind schedule but reports that he or she is on
schedule, hoping to get back on schedule by the next
report date.

 Strategy: The project manager must be able to verify

the accuracy of the status reports received from the
team members. This does not mean that the project
manager has to check into the details of every status
report. Random checks can be used effectively.
 EFFORT CREEP

 Effort creep is the result of the team member working

but not making progress proportionate to the work
expended.

Strategy: to increase the frequency of status reporting by

those team members who seem to suffer from effort
creep.
 Feature Creep

 Closely related to scope creep is feature creep.

Feature creep results when team members arbitrarily
add features and functions to the deliverable that they
think the client would want to have.

 If the team member has strong feelings about the need

for this new feature, formal change management
procedures can be employed.
 Ch02: What Is Project Management?

Definition of Requirements (IIBA BABOK, 2009)

A requirement is:
1. A condition or capability needed by a stakeholder
to solve a problem or achieve an objective.
2.A condition or capability that must be met or
possessed by a solution or solution component to
satisfy a contract, standard, specification, or other
formally imposed documents.
3.A documented representation of a condition or
capability as in (1) or )2).
 Ch02: What Is Project Management?

A Business Value Definition of Requirements

A requirement is a desired end-state whose

successful integration into the solution meets on or
more needs and delivers:
 specific
 measurable
 incremental business value
to the organization.

The set of requirements forms a necessary and

sufficient set for achieving expected business value.
 Ch02: What Is Project Management?

The Value of this Definition of Requirements

 Reduces the number of requirements from dozens

(even hundreds) to 6 or 8.
 Identifying the complete definition of most
requirements happens only through iteration.
 Simplifies the search for a solution with acceptable
business value.
 Choosing among alternative solution directions is
simplified.
 Provides for better use of scarce resources (money,
time, and people).
 It is a working definition.
 Ch02: What Is Project Management?

Generating Complete Requirements is not likely

 Changing market conditions

 Actions of competitors
 Technology advances
 Client discovery
 Changing priorities

You can never know for sure that requirements

are complete. When in doubt err on the side that
they are not complete.
 Ch02: What Is Project Management?

Definition of a Project Management Life Cycle

A project management life cycle is a sequence of

processes that includes:
 Scoping
 Planning
 Launching
 Monitoring & Controlling
 Closing

NOTE: Every valid project management

approach must include these processes.
 Ch02: What Is Project Management?

Introducing Project Management Life Cycles (PMLC)

SOLUTION
Clear Not Clear

MPx xPM
Not Clear Extreme Extreme

GOAL
TPM APM
Clear
Linear Iterative
Incremental Adaptive

Figure
02-01
 Ch02: What Is Project Management?

TPM – Traditional Project Management

SOLUTION
Clear Not Clear
Characteristics
 Low Complexity
Not Clear  Few Scope Change Requests
 Well-Understood Technology
GOAL Infrastructure
 Low Risk
Clear  Experienced and Skilled
TPM Project Teams
 Plan-driven TPM Projects
 Ch02: What Is Project Management?

Linear PMLC Model

Figure
02-02
 Ch02: What Is Project Management?

Incremental PMLC Model

Figure
02-03
 Ch02: What Is Project Management?

APM – Agile Project Management

SOLUTION
Clear Not Clear
Characteristics
 A Critical Problem without a
Not Clear Known Solution
 A Previously Untapped Business
Opportunity
GOAL  Change-driven APM Projects
 Critical to the Organization
Clear
APM  Meaningful Client Involvement is
Essential
 Use Small Co-located Teams
 Ch02: What Is Project Management?

Iterative PMLC Model

Figure
02-04
 Ch02: What Is Project Management?

Adaptive PMLC Model

Figure
02-05
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xPM – Extreme Project Management

SOLUTION
Clear Not Clear
Characteristics
 R&D Project
Not Clear xPM  Very High Risk

GOAL
Clear
 Ch02: What Is Project Management?

Extreme PMLC Model

Figure
02-06
 Ch02: What Is Project Management?

Emertxe Project Management

SOLUTION
Clear Not Clear
Characteristics
 A New Technology without a
Not Clear MPx Known Application
 A Solution out Looking for a
GOAL Problem to Solve

Clear
 Ch02: What Is Project Management?

Examples of Each Project Type

TPM Install an intranet network in field office

APF Put a man on the moon by the end of the

decade and return him safely

xPM Cure the common cold

SOLUTION

MPx Give an example Clear Not Clear

Not Clear MPx xPM

GOAL
Clear TPM APM
 Ch02: What Is Project Management?

Project Management Life Cycle Approaches

Figure
02-07
 Ch02: What Is Project Management?

The 5 PMLC Models

 Ch02: What Is Project Management?

Recap of the PMLC Models

Similarities
 All 5 Process Groups are used in each PMLC Model
 Each PMLC Model begins with a Scope Process Group
 Each PMLC Model ends with a Close Process Group
Differences
 The models form a natural ordering (Linear, Incremental,
Iterative, Adaptive, Extreme) by degree of solution uncertainty
 The processes that form repetitive groups recognize the effect
of increasing uncertainty as you traverse the natural ordering
 Complete project planning is replaced by just-in-time project
planning as the degree of uncertainty increases
 Risk management becomes more significant as degree of
solution uncertainty increases
 The need for meaningful client involvement increases as
degree of solution uncertainty increases
 Ch02: What Is Project Management?

Choosing the Best-Fit PMLC Model

Figure
02-08
 Ch02: What Is Project Management?

When to Use (1 of 2)
Linear
 Clearly defined solution and requirements
 Not many scope change requests
 Routine and repetitive projects
 Uses established templates

Incremental
 Same as linear but delivers business value early and often
 Some likelihood of scope change requests

Iterative
 Unstable or or incomplete requirements and functionality
 Learn by doing and by discovery
 Ch02: What Is Project Management?

When to Use (2 of 2)
Adaptive
 Goal known but solution not known
 Solution highly influenced by expected changes
 New product development and process improvement projects

Extreme
 Goal and solution not known
 Through iteration converge on goal and solution
 Typically for R&D projects
 Ch02: What Is Project Management?

Additional Consideration

 Total Cost
 Duration
 Market Stability
 Technology
 Business Climate
 Number of Departments Affected
 Organizational Environment
 Team Skills and Competencies