PMP Summary

DR.
Ahmed Al Senosy PMP Professional Diploma
PMP
Professional
DiPloMa
DR. AHMED AL SENOSY
Prepared By: PMP-337

Engr. Mohamed Mabrouk
Prepared By: PMP-337 1

DR. Ahmed Al Senosy PMP Professional Diploma
Projects’ Characteristics:
 A project is a temporary endeavor undertaken to create a unique product,
service, or result
 A project:
- Creates a unique product, - Expanding
service or result. - Merging
- time-limited. - Improving a business process
- Drives change - Acquiring and installing
- Enables value creation for a - Exploring
business or organization. - Modifying
- Unique combination of - Conducting research to reach
products, location, environment, project goal.
services, or results
- Constructing
- Repetition
- Project has a definite beginning
- Developing and end.
 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
 Project end when:

- Objectives will not be met.
- objectives have been achieved.
- No more Funding
 The benefit of the project may be tangible, intangible, or both:

- Tangible Elements (Tools, Market share)
- Intangible Elements (Trademarks, Reputation)

Organizational Process Assets (OPAs) include:

 Guidelines and criteria.
 Organizational standards.
 Templates standards.
 Communications requirements.
 Closing a project procedure.
 Storing project information, including:
- Files, Policies, procedures, guidelines, HR documentation and
Lessons-learned repository.
Enterprise Environmental Factors (EEFs) may include:

Conditions, not under the immediate control of the team
 Organizational culture, structure, and governance.
 Stakeholder risk tolerances.
 Political climate and situations.
 Geographic distribution of facilities and resources.
 Government or industry standards.
 IT infrastructure.
Organizational project management OPM:

 A System for Value Delivery
strategy execution framework that coordinates project, program, portfolio and
operations management, and which enables organizations to deliver on strategy.

Projects, Programs, Portfolios:
Project Management Principles:

 Be a diligent, respectful and caring steward.
 Recognize, evaluate and respond to system interactions.
 Navigate complexity
 Create a collaborative project team environment
 Demonstrate leadership behaviors
 Optimize risk responses
 Effectively engage with stakeholders
 Tailor based on context
 Embrace adaptability and resiliency
 Focus on value
 Build quality into processes and deliverables
 Enable change to achieve the envisioned future state
project performance domain:

A group of related activities that are critical for the effective delivery of project outcomes.
Each domain resulting in specific desired outcomes:
 Stakeholders  Project work
 Team  Delivery
 Development Approach and  Measurement
Life Cycle  Uncertainty
 Planning

The Agile Manifesto for Software Development:
while there is value in the items on the right, we value the items on the left more.
Principles Behind the Agile Manifesto 1 to 12:

 Satisfy the customer.
 Changing requirements.
 Software frequently and shorter timescale.
 Work together.
 Motivated individuals.
 Face-to-face conversation.
 Working software.
 Sustainable development.
 Technical excellence and good design
 Simplicity.
 Self-organizing.
 Regular intervals.
Doing Agile vs. Being Agile:

 Iterations are likely to be shorter.
 Products evolve.
 Adopt a flexible, change-friendly way.
 Understand the purpose.
 Select appropriate practices.
 Internalize agile.
Tailoring:
It is the deliberate adaptation of the project management approach, governance, and
processes to make them more suitable for the given environment and the work at hand.
 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
 Tailor Hybrid Approaches, Processes, Practices and Methods

- Apply product knowledge, delivery cadence and awareness of the 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

Index
1. Creating a High-performing Team
2. Starting the Project
3. Doing the work
4. Keeping the Team on Track
5. Keeping the Business in Mind

1. Creating a High-performing Team
A. Build a Team
B. Define Team Ground Rules
C. Negotiate Project Agreements
D. Empower Team Members and Stakeholders
E. Train Team Members and Stakeholders
F. Engage and Support Virtual Teams
G. Build a Shared Understanding about a Project

A. Build a Team
 Project Teams
- A set of individuals who support the project manager in performing the work of the project to
achieve its objectives.
- like: Project management staff – Project workers - User or customer representatives - Sellers
that are external companies - Business partners
 T-Shaped Skills:
 Agile teams invest in becoming more cross-functional.
 By leveraging all team members to help accomplish the team goals:
- Improves team’s efficiency
- More likely to achieve objective
 Project Team Member Requirements

 Team Member Considerations:
- Need the relevant skill sets to perform the work and produce the desired results.
- Avoid single-points-of-failure caused by a single resource having a required skill.
- Use generalizing specialists who have a core competency and general skills that can be
leveraged to support other areas of the project.
 Other Considerations:
- Physical resources. - Access rights
 Project Stakeholders:
- An individual, group, or organization that may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project, programs, or portfolio.
 Skills List
- There are a variety of interpersonal skills * that each member of the project team will need to
establish and maintain relationships with other people.

 RACI Chart:
- A common type of responsibility assignment matrix (RAM) that uses responsible,
accountable, consult, and inform statuses to define the involvement of stakeholders in
project activities.
 Pre-Assignment Tool:
 Attitudinal surveys  Focus groups
 Specific assessments  Structured interviews
 Ability tests
 Diversity and Inclusion:
- Cultural backgrounds - Spoken language
- Industry experiences
 Team Improvement objectives include:
- Enhance team knowledge and skills to reduce cost, time, and to improve quality.
- Improve trust within the team to reduce conflicts and improve teamwork.
- Create a collaborative culture to improve individual and team performance and facilitate
mutual training and monitoring.
- Empower the team to be engaged in decision making and ownership of proposed solutions.
 Resources Management Plan:

 Identification of resources
 Acquisition of resources
 Roles and Responsibilities
- Roles: The function of the person in the project.
- Authority: Rights to use resources, make decisions, accept deliverables, etc.
- Responsibility: Assigned duties to be performed.
- Competence: Skills and capacities required to complete the desired activities.
 Project Organization Chart: Defines the project team members and their reporting
relationships.

 Project team resource management: Guidance on the lifecycle of the team resources;
how they are defined, staffed, managed, and eventually released.
 Training strategies and requirements.
 Team development methods to be used.
 Resource controls for the management of physical resources to support the team.
 Recognition Plan: How team members are rewarded and recognized .
 Project Responsibilities within the Team:

 Defining responsibilities varies based on the team.
 Considerations when assigning resources to responsibilities :
- Experience
- Knowledge
- Skills
- Attitude
- International factor
 In an agile approach, self-organizing teams assess the work requirements and
determine who will do the work.
 In traditional projects, use a work breakdown structure to assign work to team
members.
B. Define Team Ground Rules
 Ground rules:
- Clear expectations regarding the code of conduct for team members.
- Ground rules include all actions considered acceptable and unacceptable in the project
management context.
 Benefits:
- Sets performance and communication expectations
- Decreases risk of confusion
- Improves performance
 Team Charter:
- A document that enables the team to establish its values, agreements, and practices as it
performs its work together.

 A good team charter includes:

- The team’s shared values.
- Guidelines for team communications and the use of tools.
- How the team makes decisions.
- How the team resolves conflicts when disagreements arise.
- How and when the team meets.
- Other team agreements (such as shared hours, improvement activities)
 Code of Ethics and Professional Conduct:
 Respect
 Honesty
 Responsibility
 Fairness
 Guidelines to Manage and Rectify Ground Rule Violations:

 Rules are established.
 Assess opportunities for remediation.
 Removing or replacing
 Focus on its core values.
D.Empower Team Members and Stakeholders:

 Team Strengths:
 When forming teams, critical to understand the skills and competencies need by
members to perform their work and produce deliverables.
 leverage the team members’ skills to improve team performance.
 SWOT:
Identify team strengths and weaknesses.

 Estimates:
 The people doing the work should perform the estimating tasks because they
have the best knowledge of:
- The risks
- Level of effort
- Potential pitfalls
 Traditional project managers use hours of effort.
- Three-point estimating.
 Agile projects avoid using absolute time estimates.
- Story Point technique provides a unit-less measure estimation
 Team Task Accountability:

 Encourage team members to self-organize in determining :
- The work that needs to be done
- How to perform the work
- Who should perform it
 In Agile approaches, the team commits to performing work in an iteration.
 Use Gantt charts and Kanban boards to promote visibility and collaboration .
 Retrospective:
 is a time specifically set aside for the team to reflect on its performance and practices,
identify and solve problems.
 they generally follow a model like this:
- Set the Stage
- Gather and Share Data
- Generate Insights
- Make Decisions
- Close
E. Train Team Members and Stakeholders:

 Required Competencies
 Identifying the required competencies is the first aspect of developing and executing a
training plan
 Competencies can include knowledge, skills, and other attributes
 Different stakeholders will have different training needs.
 Team members themselves may require specific training on the customer’s business,
culture, desired outcomes, and the project’s context.
 Elements of Training:
Training: An activity in which team members acquire new or enhanced skills,
knowledge, or attitudes.
 Provided to teams, small groups, individuals
 Covers management, technical, or other topics
 Delivery models might include:
- Instructor-led classroom
- Virtual classroom
- Self-paced e-learning
- Document reviews
- Interactive simulations
- On-the-job training
 Training and coaching Plan:

 Training should be done as close to the point of solution use as possible
 Scheduling should be done as close to the point of solution use as possible
 Perform a gap analysis to identify missing knowledge, skills, or required attributes
 A training plan for team members can include improvement in competencies or
possibly certification to benefit the project.
 Training Options:
 Virtual Instructor-led training
 Self-paced e-learning
 Document reviews
 Training Cost Estimates:

 consider the costs associated to training the project.
 Cost might include:
- Content creation and editing
- Content hosting and delivery
- Instructional
- Courseware printing and distribution
- Venue costs and logistics

 Training Calendar:
 dates and locations.
 Schedule published
 confirmation messages
 signatures of attendees
 Manage the training schedule and timing
 Training, Coaching and Mentoring:

 Training: Learn skills
 Coaching: how to apply new skills
 Mentoring: Development through long-term
 Baseline and Post-Training Assessments:

 provides a technique for measuring the efficacy of training
 pre-assessment before training
 post-assessment to demonstrate competence.
F. Engage and Support Virtual Teams:

 Virtual Team Member Needs
 Basic needs of a virtual team:
- Shared goal
- Clear purpose
- Clarity on roles and expectations
 Project manager must facilitate and ensure collaboration
 Alternatives for Virtual Team Member Engagement:

 Managing engagement requires persistence and a focus on:
- Team dynamics
- Transparency
- Accountability
- Attention to effective communication
 Use videoconferencing tools to facilitate active participation and the ability to
assess body language and tone.
 Enable visibility of the work and work status being done by the virtual team
members by using tools such as Kanban-style boards.

 Communication:
 Effective communication is the key to successful teams.
 The team charter should include communication expectations and details.
 This may include shared work hours for scheduling team meetings, how the team is
expected to use and not use tools like threaded discussion groups, shared document
repositories, and even webcams.
 A good retrospective often provides ways that a team can improve its communication,
collaboration, and use of visibility tools.
 Task Boards:
 Visualizes, track progress, promote visibility and maximizes efficiency of work.
 Examples: Kanban boards, to-do lists, procedure check lists and scrum boards.
 Guidelines to Implement Options for Virtual Team Member Engagement:

 Focus on collaboration and team norms before focusing too much on tools
 reinforce the teams’ mutual commitments, achievements, and opportunities.
 significant amount of feedback and reinforcement of the team goals and objectives.
 meet in person to build relationships that will nurture their shared commitment to the
project’s goals.
 Calendar Tools:
 Shared calendars help virtual teams plan meetings, coordinate feedback, and improve
visibility to goals and activity status.
 Timeboxed meetings:
- Improve focus
- Encourage team to set clear agendas and objectives
- work on track
 The team must decide how best to manage its calendar with an eye toward the goal of
visibility among the team and relevant stakeholders.
 Powers of a PM:
 members becoming isolated from other team members is inherent.
 focus on shared commitments vs. individual
 By instilling a sense of shared commitments into the team starting with the team
charter, then team members will adopt certain behaviors to reinforce collaboration and
promote visibility.
 reinforce the team goals and enable teams to self-organize and be accountable for
deliverables.

 Guidelines to Continually Evaluate the Effectiveness of Virtual Team

Member Engagement:
 Track progress
 Ensure value commitments
 Use videoconferencing tools
 Timebox your meetings.
G. Build a Shared Understanding about a Project

 Vision
 vision is a desired end-state: a set of desired objectives and outcomes.
 At the start of a project, a clear vision of the desired end objectives is critical.
 The definition of the deliverables influences the project approach: traditional waterfall
or agile approach.
 Vision statement might include:
- Product or solution description
- users
- objectives
- Differentiators
- features and benefit

 Project Charter:
 A document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.
 Project charter includes:
- Purpose - Pre-approved financial resources
- Measurable project objectives and - Key stakeholders list
- related success criteria - Project approval requirements
- High-level requirements - Project exit criteria
- High-level project description, - Assigned project manager and
boundaries, and key deliverables responsibility/authority level
- Overall project risk - Name and authority of the project
- Summary milestone schedules sponsor
 Project Overview Statement:

 Communicates enterprise-wide the intent and the vision of the project.
 Captures the project’s objective, problem or opportunity, and criteria for success.
 Brevity and clarity are key.
 With authorization via the project charter or approved project overview statement, the
project manager begins the activities of project planning.
 Agile Ceremonies:
 Sprint Planning (Review)
 Daily Standup (reaffirm commitment)
 Sprint Review (receive feedback)
 Sprint Retrospective (improve its performance)
 Kickoff Meeting:

 Consensus:
A decision-making process used by a group to reach a decision that
everyone can support.
 Fist of Five (vote by holding up five fingers)
 Roman voting (thumbs up, down)
 Polling (point of view)
 Dot voting (sticky dots)
 Prioritization Techniques to Determine Objectives

Product backlog: An ordered list of user-centric requirements that a team maintains
for a product.
 Prioritization techniques include:
- Kano Model
- MoSCoW (MSCW) Analysis
- Paired Comparison Analysis
- 100 Points Method

2. Starting the Project
A. Determine the appropriate project methods methodology
B. Plan and Scope Manage
C. Plan and Manage Budget and Resources
D. Plan and Manage Schedule
E. Plan of Deliverables and Manage Quality
F. Integrate Project Planning Activities
G. Plan and Manage Procurement
H. Establish Project Governance Structure
I. Plan and Manage Procurement

A. Determine the appropriate project methods methodology
 Business Case and Business Needs Documents

 Business case:
- Documented economic feasibility study
- Used to establish the benefits of project components
- Provides a basis for authorization of further project activities
 Business needs documents:

- Provides high-level deliverables
- Written prior to the formal business case
- Describe what needs to be created and what needs to be performed
 Project Methodologies, Methods, and Practices:

 Agile
- Modern, team work collaboratively with the customer to determine needs
- The coordination of the customer drives the project forward.
 Predictive/Plan Driven
- Traditional approach where the project needs, requirements, and constraints are
understood, and plans are developed accordingly
- plans drive the project forward.
 Hybrid
- Combined strategy from agile or predictive for a specific need.
 Assessment of Project Needs, Complexity, and Magnitude:

 Agile
- Changes easy, waste not costly, Complex environment and end product is
not fully known.
- user feedback is very valuable.
 Predictive/Plan Driven
- Changes expensive and coordinated timing is important.
 Iterative
- Dynamic requirements and repeated activities (prototypes).
 Incremental
- Dynamic requirements and repeated activities.
- Speed to delivers small increments.

 Hybrid
- costs to changes, stakeholders are interested in another method, but not
comfortable to fully adopt one method.
 Progressive Elaboration & Rolling Wave Planning

 Progressive Elaboration:
- The iterative process of increasing the level of detail in a project management plan as
greater amounts of information and more accurate estimates become available.
 Rolling Wave Planning:
- An iterative planning technique in which the work to be accomplished in the near term is
planned in detail, while work further in the future is planned at a higher level.
- Used in agile or predictive approaches
- A form of progressive elaboration applied to work packages, planning packages, and
release planning
- Decompose work down to the known level of detail during strategic planning
- Decompose work packages into activities as work progress
 Life Cycles:
 Predictive Life Cycles:
A form of project life cycle in which the project scope, time, and cost are determined in the
early phases of the life cycle.
- Fixed requirements
- Activities performed once per project
- Single delivery
- Goal: Manage cost
 Iterative Life Cycles:
A project life cycle where the project scope is generally determined early in the project life
cycle, but time and cost estimates are routinely modified as the project team's understanding
of the product increases.
- Dynamic requirements
- Activities repeated until correct
- Single delivery
- Goal: Correct solution

 Incremental Life Cycles:

An adaptive project life cycle in which the deliverable is produced through a series of iterations
that successively add functionality within a predetermined time frame. The deliverable contains
the necessary and sufficient capability to be considered complete only after the final iteration.
- Activities performed once per increment
- Frequent small deliveries
- Goal: Speed
 Agile Life Cycles:
A project life cycle that is iterative or incremental. Also referred to as change-driven or
adaptive.
- Combines iterative repetition and incremental deliveries
- Goal: Customer value
 Hybrid Methodologies:
- includes adaptive and predictive components
- Shorter, iterative time frames
- High stakeholder involvement
- More in-depth requirements

 Iterative and Incremental Development

B.Plan and Scope Manage

 Project Scope:
The work performed to deliver a product, service, or result with the specified features and
functions. “Project scope” may include product scope.
 Product Scope:
The features and functions that characterize a product, service, or result.
- Predictive: The scope baseline is the approved version of the project scope statement,
work breakdown structure (WBS), and associated WBS dictionary.
- Agile: Backlogs (including product requirements and user stories) reflect current project
needs.
- Measure completion of project scope against the project management plan.
- Measure completion of the product scope against product requirements.
 Scope Management Plan:
Describes how the scope will be defined, developed, monitored, controlled, and validated.
- Should include processes to prepare a project scope statement.
- Enables creation of the WBS from detailed project scope statement.
- how the scope baseline will be approved
- how formal acceptance of the completed deliverables will be obtained.
- Can be formal or informal, broadly framed, or highly detailed.
 Requirements Management Plan:

A component of the project describes how requirements will be analyzed, documented and
managed.
 Components include:
- How requirements activities will be planned, tracked, and reported
- Configuration management:
Activities such as how version control of project documents and changes to the product will
be initiated, how impacts will be analyzed, how they will be traced, tracked, and reported,
and what authorization level is required to approve these changes.
- Requirement's prioritization processes.
- Product metrics
- Traceability structure
 Project Requirements:
agreed-upon conditions or capabilities of a product, service, or outcome that the project is
designed to satisfy.

- High-level requirements might be documented in project charter.

- Project manager must verify all requirements are determined and documented.
- provide the foundation for building the WBS
 Guidelines for Collecting and Eliciting Project Requirements:

- Review the scope management plan.
- Review the requirements management plan.
- Review the stakeholder engagement plan.
- Review the project charter.
- Review the stakeholder register.
- Use tools and techniques such as interviews, focus groups, facilitated workshops, group
creativity techniques, and so on.
- Document the requirements and the requirements traceability matrix
 Elicitation Techniques:
 Document analysis.  Focus groups
 Questionnaires.  Observation
 Benchmarking.  Facilitated workshops
 Interview.  Prototype
 Elicitation Techniques/ Decision Making:

 Unanimity  Autocratic
 Majority  Plurality
 Elicitation Techniques/ Data Representation:
 Mind mapping:
used to consolidate ideas created into a single map to reflect and generate new ideas.
 Affinity diagram:
allows large numbers of ideas to be classified for review and analysis.
 Context Diagram
 Storyboarding
A prototyping method using visuals or images to illustrate a process or represent a project
outcome.

 Requirements Documentation:
 Business requirements
 Stakeholder requirements
 Solution requirements
 Project requirements
 Transition requirements
 Requirements assumptions, dependencies, and constraints.
 Requirements Traceability Matrix

 Project Scope Statement:
The description of the project scope, major deliverables, assumptions, and constraints.
 Guidelines to Develop a Project Scope Statement:

 Review the scope management plan.
 Review the project charter.
 Review the requirements documentation.
 Review the OPAs.
 Use tools and techniques such as expert judgment, product analysis, alternatives
generation, and facilitated workshops to define the project scope.
 Document project scope statement and update project document.
 Scope Tools and Techniques:
 EXPERT JUDGMENT
 ALTERNATIVES ANALYSIS
 MULTI-CRITERIA DECISION ANALYSIS
 FACILITATION
 PRODUCT ANALYSIS
 Product Analysis:
A tool to define scope that generally means asking questions about a product and forming
answers to describe the use, characteristics, and other relevant aspects of what is going to be
manufactured.
- Product breakdown - Systems engineering
- Systems analysis - Value engineering
- Requirements analysis - Value analysis
 Work Breakdown Structure WBS:

A hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required
deliverables.
 Guidelines to Create a WBS:

 Review scope management plan
 Review scope statement
 Review requirements documentation
 Review the EEFs and OPAs
 tools and techniques such as decomposition
 use expert judgment
 Include notes on work products that might be delivered incrementally
 Document the scope baseline
 WBS Dictionary:
document that provides detailed deliverable, activity, and scheduling
information about each component in the work breakdown structure.
 WBS dictionary include:

- Resources required to - Code of account identifier
- complete the work - Description of work
- Cost estimations
- Quality requirements - Assumptions and constraints
- Acceptance criteria - Responsible organization
- Technical references - Schedule milestones
- Agreement information - Associated schedule activities
 Scope baseline:
is the approved version of a scope statement, WBS, and its associated WBS
dictionary, that can be changed using formal change control procedures and is
used as a basis for comparison to actual results.
 Scope baseline components can include:

- Project scope statement
- WBS:
• Work package
• Planning package
- WBS dictionary

 Product and Iteration Backlogs:

 A product backlog is essentially a list of the expected work to deliver the product.
 A project’s product backlog changes throughout the project.
 Grooming and refining the product backlog is an ongoing exercise, typically scheduled
in weekly or monthly intervals.
 Product backlog items (PBI) drop off when work is completed.
- PBIs are edited and clarified as more becomes known or as product requirements
change.
- PBIs are continually added as necessary when more work must be done.
 The iteration backlog includes items from the product
 backlog that can conceivably be completed within the
 time period based on the team’s capacity.
 Teams must estimate the effort size of the work and understand the priorities of the
business.
 User Stories:
 Projects deliver value.
 helps teams focus on that value provided to the user.
 frames who is to benefit from work of the team.
 Framing the user’s desire as a story enables the team to focus on the user value.
 Tools and Techniques for using when Verifying the Scope:
 Done
 Ready
 Acceptance Criteria
 Validate Scope
 Iteration Reviews
 Variance Analysis
 Trend Analysis

C. Plan and Manage Budget and Resources

 Cost estimates:
Developing an approximation of the cost for each activity in a project.
 Cost should include:
- Direct labor - Services
- Materials - Information technology
- Equipment - Contingency reserves
- Facilities - Indirect costs
 Logical estimates provide basis for making sound decisions and they establish
baselines.
 Advantages and Disadvantages of Estimating Techniques:
 Common Estimate Types:

 Definitive estimate
 Phased estimate
 Rough Order of Magnitude
 Budget Estimates:
 estimated costs of individual activities or work packages
 contains all the funding needed
 cost performance, cost baseline

 Cost Baseline:
approved version of the time-phased project budget.
 Time-phased budget
 Monitors and measures cost
 Includes a budget contingency
 Varies from project to project
 Funding Limit Reconciliation:

comparing the planned expenditure of project funds against any
limits on the commitment of funds.
 Budget incoming and outgoing flows.
 Large expenditures incompatible with organizational
 Funding limits help overspending
 Budget Planning:
 BURN RATE:
Burn rates are often used by agile projects to budget costs for planned
iterations / sprints / increments.
Consider: Cost as well as value Organization and stakeholder attitudes towards cost.
 Resource Costs:
 Predictive
- Match project need to resource attributes (availability, experience, knowledge/skills,
attitude
- Create initial estimate based on average rate)
- Modify as needed
 Agile
- Assign a blended rate
- Estimate points
Use a simple formula to estimate the cost per point:
- Σ (loaded team salaries for period n) / points completed in interval n
Use a formula to estimate budget:
- (Cost per point * total point value of items to be completed) + other expenses =
forecast budget

 Guidelines to Determine a Budget:

 cost management plan
 resource management plan
 scope baseline
 schedule for type
 risk register
 Review the EEFs and OPAs
 tools and techniques
 project budget
 funding requirements
 Update
 How to establish cost baseline and S-Curve:

Example
You are ready to move forward with the Public Meeting work package for the shopping center
project. The Director of Finance is ready to allocate project funds but is interested in your cash
flow. Before creating the cash flow document, you review your notes from a recent meeting:
• Staffing arrangements must be made.
• Contracts for the venue must be completed.
• The location should be selected early in the process and the staffing should happen shortly
after the location is secured.
• Five weeks before the event, a promotional newspaper ad will be purchased. Subsequent ads
will be placed in the final week before the meeting.
• Planned meetings will be scheduled over the next 10 weeks. The first meeting will happen
right away and another in the fourth week. The remaining meetings will occur at two-week
intervals until the event.
• A food budget that covers lunch in the first meeting and the third meeting must be set.
• The project schedule is 10 weeks.
• The cost of holding the event is $3,000.

 Completed S-Curve Graph
D. Plan and Manage Schedule

 Project Schedule: presents linked activities with planned dates, durations, milestones, and
resources.
 starting and finishing
 planned dates
 Coordinates activities
 Tracks schedule performance
 Benchmarks and Historical Data / Processes:

 benchmarking
- is the comparison of a project schedule to a schedule for a similar product
or service produced elsewhere, help assess the feasibility of a project.
 Historical data
- can come from other projects completed within an organization, good
starting point.
 Processes involved in Project Schedule Management include:

- Plan Schedule Management
- Define Activities
- Sequence Activities
- Estimate Activity Durations
- Develop Schedule
- Control Schedule

 Schedule management plan: establishes the criteria and the activities for developing,
monitoring, and controlling the schedule.
 Describes activities
 Identifies a scheduling method
 Schedule format
 Establishes criteria for developing
 Components of the Schedule Management Plan:
- schedule mode
- activity duration
- Units of measure
- procedure links
- Control thresholds
 Schedule Management Considerations for Agile/Adaptive

environments:
 timeline may be developed
 activities scheduled iteratively
 Two main iterative approaches:
- Iterative scheduling with backlog
- On-demand scheduling
 Iterative Scheduling with a Backlog:

 Progressive elaboration
 specific time window
 Requirements defined
 Stories prioritized
 priority and time box
 stories backlog
 Constructed later
 business value early
 changes/adaptations
 does not work well with complex dependency relationships

 On-Demand Scheduling:
 not use traditional
 pull work from a queue
 Kanban and Lean methodologies
 incremental business value
 activities divided in equal
 complex dependency relationships
 Project Activities:
 Activity
A distinct, scheduled portion of work performed during the course of a project,
 work packages, and tasks might be used interchangeably.
- A work package is the lowest level of the WBS.
- An activity is a smaller component of a decomposed work package.
- A task is used when referring to project management software.
 Features:
 Used to group related functionality together to deliver business value.
 Activities and efforts, such as documentation, bug fixes, testing, and quality/defect
repairs.
 Delivers the capability that can be estimated, tracked, and managed as a set.
 Scheduling aligned to features ensures associated work is coordinated.
 Estimating features offers a view of when blocks of functionality can be released to
the business and end users.
 Progress can be measured based on the features that have been accepted compared
to features remaining.
 Epic: A very large collection of user stories. Epics can be spread across many sprints
 Milestone: significant point or event in a project, program, or portfolio.

 Guidelines for Estimating Project Activities:
 schedule management plan.
 scope baseline for the WBS.
 Review the EEFs and OPAs.
 Analyze and decompose work.
 Consult SMEs.
 Evaluate all constraints.
 evaluate your activity list.

 Activity Dependency:
 is a logical relationship
 whether the start of an activity is contingent
 precedence relationships
 Types of Activity Dependencies:

 Mandatory
 Discretionary
 External
 Internal
 Precedence Relationships: logical dependency used in the precedence

diagramming methods.
 sequence in which the activities should be carried out.
 start and finish date
 Predecessor activity
 drives successor activity.
 Guidelines to Sequence Project Activities:

 schedule management plan for information
 Review the activity list
 Review the activity attributes
 Review the milestone list for the dates for specific schedule
 milestone events.
 scope statement.
 Review the EEFs.
 Review OPAs
 Use tools and techniques such as PDM
 Document schedule network
 Activity Duration Estimates:

 Activity duration estimate
 Elapsed time
 Effort

 Three-Point Estimation:
 Guidelines to Estimate Activity Durations:

 Involve the work package familiar owners
 Consult lessons learned
 Determine how you want to work
 resource requirements
 Review the resource
 resource calendars
 interactions with other projects
 project scope statement
 risk register
 resource breakdown
 tools and techniques duration estimates
 Schedule Presentation Formats:

 Gantt Chart
 Milestone Chart
 Schedule Network Diagram with Dates
 Gantt Chart: bar chart of schedule information where activities are listed on the
vertical
 start and end dates,
 precedence relationships.
 percentage completion
 present project

 Milestone Chart:
 summary level view of a project’s
 icons or symbols
 fine details
 Project Schedule Network Diagram with Dates:

 Assign start and finish dates to activities
 project status of activity
 Critical path: The sequence of activities that represents the shortest possible
duration.
 Critical path activity: Any activity on the critical path in a project schedule.

 Total float: The amount of time that a schedule activity can be delayed or
extended from its early start date.
 Agile Release Planning

 Ongoing Progress Based on Methodology:

 Measuring the project’s progress with respect to the schedule consists
of:
- Monitoring the project to update.
- Managing changes to the schedule baseline.
 In an agile approach, evaluate progress by:
- amount of work delivered and accepted to the estimate of the work to be completed
- Review completed work in regular Sprint demos.
- record lessons learned
- deliverables are produced, validated, and accepted.
 Use Resource Calendars:

 Document resource availability
 estimating project activities
 how long identified team available
 elaborate and update it
 Smoothing and Levelling:

 Smoothing:
- Adjusts the activities of a schedule model
- Does not change the critical path
- not be able to optimize all resources
 Levelling:
- Adjusts start and finish dates
- balance demand for resources
- use resources have limited availability
- Can change the critical path
 Schedule Compression Techniques:

 Crashing:
- Shortens schedule duration by adding resources.
- only for activities on the critical path Does not always produce a viable alternative.
 Fast-tracking:
- reduce time
- increased risk, and increased cost

E. Plan of Deliverables and Manage Quality

 QUALITY
 Quality: the degree to which inherent characteristics fulfill requirements.
 Standards are established documents serving as models
 regulations are requirements imposed by a governmental body. Quality management
involves ensuring that products meet specifications and standards.
 QUALITY MANAGEMENT PLAN:

it is crucial in outlining how quality control will be handled throughout the project, including cost
of quality, quality metrics, control tools, performance reviews, and root cause analysis.
 COST OF QUALITY:
All costs incurred over the life of the product by investment in preventing nonconformance to
requirements, appraisal of the product or service for conformance to requirements, and failure
to meet requirements.
 Quality metrics:
A description of a project or product attribute and how to measure
it.
 Tolerance: The quantified description of acceptable variation for a
quality requirement.
 Examples of quality metrics include:
- Percentage of tasks completed on time
- Cost performance measured by CPI
- Failure rate

- Number of defects identified per day

- Total downtime per month
- Errors found per line of code
- Customer satisfaction scores
- Percentage of requirements covered by the test plan as a
- measure of test coverage
 QUALITY CONTROL TOOLS
 DATA GATHERING
 Questionnaires and surveys
 Check lists and check sheets
 statistical sampling
 DATA ANALYSIS
 Performance Reviews
 Root Cause Analysis
 DATA REPRESENTATION
 cause-and-effect diagrams
 scatter diagrams
 CONTROL LIMITS AND VARIABILITY

The text discusses Upper Control Limits (UCL), Lower Control Limits (LCL), and the mean of a
process. It explains that measurements exceeding the range between these control limits are
considered unstable and may indicate a special source of variance. This variability is atypical and
may require further investigation.
 PARETO CHART
A histogram that is used to rank causes of problems in a hierarchical format.
F. Integrate Project Planning Activities

 Project Management Plan Components:
 Baselines
- Scope baseline
- Schedule baseline
- Cost baseline
- Performance measurement baseline
 Subsidiary plans
- Scope management plan - Risk management plan
- Requirements management plan - Procurement management plan
- Schedule management plan - Stakeholder engagement plan
- Cost management plan - Configuration management plan
- Quality management plan - Change management plan
- Resource management plan - Compliance management plan*
- Communications management
plan

 Life cycle
 Project processes
- Project management processes
- Level of implementation
- Tools and techniques
- How the selected processes will be used to manage
 Work explanation
 Agile project plan
 Project Management Plan Tools and Techniques
 Expert judgment
- Determine the appropriate
- methodology approach
- Customize the process to meet project needs
- Develop technical and management details
- Determine the resources and skills needed
- Define the level of configuration management needed
- Identify the project documents that will be affected
- Prioritize the work to allocate resources appropriately
 Data gathering
- Brainstorming
- Checklists
- Focus groups
- Interviews
 Interpersonal and team skills
- Conflict management
- Facilitation
- Meeting management
 Meetings
 PLAN FOR COMPLEXITY AND CHANGE

 Organization’s system
 Human behavior
 Uncertainty or ambiguity
 Systems-based

 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
 Reframe the Problem
 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
 Project Management Information System PMIS:

An information system consisting of the tools and techniques used to gather, integrate, and
disseminate the outputs of project management processes.
 Enables quick and efficient scheduling because calculating is performed
automatically.
 PMIS example: Microsoft Project
 Guidelines to Develop a Project Management Plan

 Review the project charter for the high-level boundaries of the project
 Review OPAs and EEFs
 Document the project management plan
 Review outputs from other processes
 Use tools and techniques
 Assess incremental delivery options
 Use facilitation techniques
 AGILE APPROACHES FOR MANAGING CHANGE

Highly dynamic and complex projects which are very common, require a robust approach to
change. Some Agile approaches for managing change:
 Disciplined Agile (DA): A hybrid tool kit that harnesses hundreds of agile practices to
devise the best “way of working” (WoW) for your team or organization.
https://www.pmi.org/disciplined-agile
 Scrum of Scrums: A technique to operate Scrum at scale for multiple teams working on the
same product, coordinating discussions of progress on their interdependencies, and focusing
on how to integrate the delivery of software, especially in areas of overlap.
 Scaled Agile Framework (SAFe®): A knowledge base of integrated patterns for
enterprise-scale lean-agile development

G. PLAN AND MANAGE PROCUREMENT

 PROCUREMENT STRATEGY
 Procurement: it is the acquisition of goods and services from an external organization,
vendor, or supplier to enable the deliverables of the project.
 Make-or-buy analysis: The process of gathering and organizing data about product
requirements and analyzing them against available alternatives including the purchase or
internal manufacture of the product.
 Make-or-buy decisions: Decisions made regarding the external purchase or internal
manufacture of a product
 Make-or-buy decision considerations:
- What is the impact on cost, time, or quality?
- Is there an ongoing need for the specific skill set?
- How steep is the learning curve?
- Are required resources readily available within the organization?
 Procurement Documents / Bid and Proposal Activities

 STATEMENT OF WORK (SOW)
A narrative description of products, services, or results to be delivered.
 REQUEST FOR PROPOSAL (RFP)

A type of procurement document used to request proposals from prospective sellers of
products or services.
 Statement of Work (SOW): Details of work required

 Request for quotation (RFQ): Bid/tender or quotation, including only cost
 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
 PROCUREMENT MANAGEMENT PLAN:

A component of project management plan that describes how a project team will
acquire goods and services from outside of the performing organization.
 Specifies the types of contracts that will be used
 Describes the process for obtaining and evaluating bids
 Mandates the standardized procurement documents that must be used
 Describes how multiple providers will be managed

 SOURCE SELECTION CRITERIA

A set of attributes desired by the buyer which a seller is required to meet or
exceed to be selected for a contract
 Sample source selection criteria:
- Overall or life-cycle cost - Production capacity and interest
- Understanding of need - Business size and type
- Technical capability - Past performance of sellers
- Management approach - References
- Technical approach - Intellectual property rights
- Warranty - Proprietary rights
- Financial capacity
 QUALIFIED VENDORS
 Vendors approved to deliver products, services, or results based on the
procurement requirements identified for a project.
 The list of qualified vendors can be created based on historical information
about different vendors.
 If the required resources are new to the organization, market research can help
identify qualified resources.
 Qualified Vendors List

 BIDDER CONFERENCES
 The buyer explains the requirements, proposed terms, and conditions, and the buyer
clarifies the vendors’ queries
 Also known as vendor conferences, pre-bid conferences, pre-proposal conferences,
and contractor conferences.
 Meetings conducted by the buyer prior to submissions of a bid or proposal by the
vendors.
 Buyer ensures all prospective vendors have a clear and common understanding of the
technical and contractual requirements of the procurement.
 COMPONENTS OF CONTRACTS
 Contract: A mutually binding agreement that obligates the seller to provide the
specified project or service or result and obligates the buyer to pay for it.
- Responsibilities of both parties
- Identification of authority, where appropriate
- Delivery date or other
- schedule information
- Description of the work being procured for the project, its deliverables, and scope
- Applicable guarantees and warranties
- Provisions for termination
- Price and payment terms
- Management of technical and business aspects
 TRADITIONAL CONTRACT TYPES

 Contract Types/ Fixed Price
 Contract Types/ Cost Reimbursable

 AGILE CONTRACT TYPES
 SOLUTION DELIVERY PHASE

The goal of procurement is the delivery of procured goods or services by the
supplier to the procuring organization.

 CONTROL PROCUREMENTS PROCESS

 Control Procurements process: The process of managing procurement
relationships, monitoring contract performance, making changes and corrections as
appropriate, and closing out contracts.
 Other processes applied to the contractual relationship and integrated include:
- Project plan execution to formally sanction the seller's work to begin at the appropriate
time.
- Performance reporting to monitor seller cost, schedule, and technical performance.
- Quality control to ensure that the quality of the seller's service or product meets contract
objectives.
- Change control to ensure that changes to the contract are carefully managed and
properly approved.
- Monitor and control the project risks to ensure that the risks are properly managed.
 Contract change control system

 Contract change control system: The system used to collect, track, adjudicate,
and communicate changes to a contract
- Might be a component of the integrated change control system or a separate system.
- Specifically dedicated to controlling contract changes.
- Specifies the process by which project contract changes can be made.
- Includes the documentation, dispute-resolution processes, and approval levels to
authorize the changes to contract specifications.
 Type of control changes

 LEGAL CONCEPTS WHEN MANAGING DISPUTES

 If the buyer and seller cannot agree that the terms of contract have been met by both
parties, legal advice might be sough to resolve the dispute.
 Negotiated settlements might be undertaken to arrive at a final equitable
settlement of all outstanding issues, claims, and disputes by negotiation.
 CLOSING PROCUREMENTS AND GUIDELINES

 A written notice is usually provided from the buyer to the seller once the contract is
complete
 Usually documented in the terms and conditions that were specified in the contract
and the procurement management plan
 Procurements can be closed at any time throughout the life of the project, not
necessarily at the end.
 Guidelines to Close Procurements
 Ensure that all required products or services were provided by the seller.
 Conduct a procurement audit to identify the procurement process's successes and
failures and evaluate the seller's performance.
 Provide the seller with formal written notice that the contract has been completed.
 Make sure that any buyer furnished property or information was returned to the
buyer.
 Address any outstanding invoices and payments.
 Communicate that all procurements are closed and update OPA documents as
needed.

 Settle any outstanding contracting issues. Are there any claims or investigations
pending on this contract?
 Archive the complete contract file with the project archives
H. Establish Project Governance Structure
 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.
 Project Governance Framework

 Components of the framework can include:
- Project success and deliverable acceptance criteria
- Process to identify, escalate, and resolve issues
- Relationship between project team, organizational groups, and external stakeholders
- Project organization chart with project roles
- Communication processes and procedures
- Processes for project decision-making
- Guidelines for aligning project governance and organizational strategy
- Project life cycle approach
- Process for stage gate or phase reviews
- Process for review and approval of changes above the project manager's authority
- Process to align internal stakeholders with project process requirements
 Project phases
Project phase: A collection of logically related project activities that culminates in the
completion of one or more deliverables.
- Produce one or more deliverables
- Can be performed sequentially or can overlap
- Outputs from one phase are generally inputs to the next phase
 Escalation paths
Phase gate: A review at the end of a phase in which a decision is made to continue to
the next phase, to continue with modification, or to end a project or program
- Synonyms include governance gate, tollgate, and kill point.

- Used to check if each phase has fulfilled the exit criteria and is eligible to move to the
next step.
- Software development projects use a specialized type of phase gate called a quality gate.
 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.
 Guidelines to Determine Appropriate Governance for a Project

- Involve the organization’s decision managers, who are frequently its senior managers
- Choose the most appropriate governance goals and try to keep them simple
- Select a group of experienced individuals to be responsible for all governance activities
- Practice governance for projects, programs, and portfolios
- Keep the governance process transparent to the project stakeholders
- Remember that governance is an evolutionary process and take advantage of the lessons
you have learned during it
I. Plan and Manage Procurement

 PHASE CLOSURE IN LESSON 5

3. Doing the work
A. Assess and Manage Risks
B. Execute Project to Deliver Business Value
C. Manage Communications
D. Engage Stakeholders
E. Create Project Artifacts
F. Manage Project Changes
G. Manage Project Issues
H. Ensure Knowledge Transfer to Project Continuity

A. Assess and Manage Risks
 Risk:
An uncertain event or condition that, if it occurs, has a positive or negative effect on
one or more project objectives
 Trigger condition: An event or situation that indicates that a risk is about to occur.
 Primary components include:
- A measure of probability that the risk event will occur.
- The impact of the risk occurring on a project.
 Positive risks: (opportunities) produce a positive outcome on project.
 Negative risks: (threats) negative impact on project.
 Risk Management Plan:

 Risk strategy  contingency reserves
 Methodology  Risk categories
 Roles and responsibilities  Stakeholder risk appetite
 Funding  Probability and impact
 Timing  Probability and impact matrix
 Risk Identification:
 Checklist analysis  Document analysis
 Root cause analysis  Prompt lists
 Assumption and constraint  Meeting
analysis  Expert judgment
 SWOT
 Risk breakdown structure:

 Uses typical categories, such as:
- Technical
- Management
- Commercial
- External

 Risk Tolerance, Appetite, and Threshold:

 Risk tolerance: The maximum amount of risk
 Risk appetite: The degree of uncertainty
 Qualitative Risk Analysis:
 Determines the risk exposure
 List of prioritized risks
 FUNDAMENTALLY RISKY:
 + / - IMPACT ON PROJECT OBJECTIVES

 Probability and Impact Matrix:
 Quantitative Risk Analysis Methods:

 Simulations (computer models to determine risk)
 Sensitivity analysis (greatest risk)
 Decision tree analysis (represent decisions associated costs and risks)
 Influence diagrams (graphical aid)
 Expected monetary value (EMV) (Multiply the monetary value of a possible outcome)
 Risk Responses:
 Planning risk responses
 Risks are addressed by priority,
 risk is assigned a risk response
 risk response strategies response.
 fallback plan
 positive and negative Risk strategies
 Positive Risk Strategies:

- Escalate - Share
- Exploit - Accept
- Enhance
 Negative Risk Strategies:

- Escalate - Mitigate
- Avoid - Accept
- Transfer

 Contingency Plans:
A risk response strategy
 react to risk event and increasing benefits, include a fallback plan
 Guidelines to Determine and Implement Risk Responses:

 Examine: each identified risk
 Choose: the response strategy
 Ask: sponsor for help.
 Identify: backup strategies
 Determine: amount of contingency reserves
 Determine: how much of a contingency reserve.
 Consult: risk management plan
 Incorporate: risk response plan
B. Execute Project to Deliver Business Value
 Creating a Culture of Urgency:

 Establish and cultivate
 communicating the importance
 Commit to be accountable
 Represent customer voice
 Examination of Business Value:
The benefit may be tangible, intangible. Business value can be:
 Financial
 Improvements
 New customers
 First to market
 Social
 Technological

 Product Roadmaps:
 vary in appearance and presentation
 display the strategy and direction
 overarching vision
 progressively elaborated
 provide structure and associations.
 short-term and long-term visualization
 Minimum Viable Product: MVP

 allows to see and experience
 tangible output channels
 provides inspiration and a sense of accomplishment
 Minimum Business Increment: MBI

 When MVP might be disruptive
 product and functions are understood
 when value can be pinpointed
 when value benefits to the business
 Enables deliver bits of value
 Validate improvement
 build on that success
C. Manage Communications
 Project Communications:
 Internal or external stakeholders
 message content and format
 Hierarchical focus
 Official or unofficial reports
 Written or oral

 Communications Management Plan:

 Stakeholder  Responsibility
 Communication Method  Note
 Frequency
 Components of the Communications Management Plan:

 Requirements  Budget
 Information  issues that need visibility
 Reason  communications management
 Time frame plan
 communication responsible  terminology
 confidential information  Information Flowcharts
 information receiver  regulation or policies
 Methods or technologies
 Communication Requirements Analysis:

 Investigation of communication need
 effective choices of technologies
 form of a grid, questionnaire, or survey
 Communication Types:

 Communication Models:
A description, analogy, or schematic used to represent how the communication process
will be performed for the project.
 Communication Methods:
A systematic procedure, technique, or process used to transfer information among project
stakeholders.
 Interactive: communication between multiple people and
information
 Push: sending information
 Pull: receivers accessing information
D. Engage Stakeholders
 Stakeholder Categories:
 Sponsors  Organizational groups
 Customers and users  Functional managers
 Sellers  Other stakeholders
 Business partners
 Stakeholder Engagement Strategy:

 a strategy to involve each project stakeholder
 Enables right-level of management
 Enables development
 maintenance of relationships
 Stakeholder Engagement Assessment Matrix:

is a matrix that compares current and desired stakeholder engagement
levels

 Guidelines to Develop, Execute, and Validate a Strategy for

Stakeholder Engagement:
E. Create Project Artifacts
 Project Artifact Characteristics:

Any document related to the management of a project.
 Acceptance Criteria For Agile

 Assumptions  Project Charter
 Business Case  Slide decks
 Change Requests  Requirements
 Constraints  Scope
 Lessons learned  Scope Baseline
 Minutes of status meetings  Subsidiary project management plans
 Product Backlog  Product Increment
 Product Roadmap
 Product Vision Statement
 Release Plan
 Sprint Backlog

 Configuration Management:
 Control product
 Specifications
 Control the steps
 Version Control:
 Each time the file is updated
 stamp contain a date/time
 contain version control
 Storage/Distribution of Artifacts:
 stored in a location
 manageable given the complexity
 Cloud-based document storage and retrieval
 Built-in version control
 check-out and check-in
 document security
 email notification
 based on the size and complexity of the project
F. Manage Project Changes
 Change Management Plan:

 It should answer the following questions:
 Who can propose a change?
 What change?
 How to evaluate change?
 What steps to evaluate the change?
 When a change request is approved?
 How monitored to confirm completed satisfactorily?

G. Causes of Project Changes:

 Inaccurate initial estimates
 Specification changes
 New regulations
 Missed requirements
 Change Control Systems:

A set of procedures that describes how modifications to the project deliverables and
documentation are managed and controlled.
 Include:
- Forms
- Tracking methods
- Processes
- Approval levels required for changes
 Change Control Board (CCB):
A formally chartered group responsible for reviewing, evaluating, approving, delaying,
or rejecting changes to the project, and for recording and communicating such
decisions.
 Change Control Strategy:

 Change identification
 Change documentation
 Analyzing the impact of the change
 Course of action
 Updating related plans
 Approved Change Requests:

 Corrective action
 Preventive action
 Defect repair
 Update

 Guidelines to Manage Project Changes:

 change control system is cost effective.
 use of an existing CCB composed of project
 Document the effect
 Obtain approval
 Use configuration management
 Coordinate changes across knowledge areas
 Update the project plan
 Document the causes of variances
H. Manage Project Issues
 Issues:
 Scope change control  Quality
 Schedule control  Risk
 Cost control  Procurement
 Project variance analysis  Communications
 Risks and Issues:

 Risks:
- Focused on the future
- positive or negative
- Is documented in the Risk Register
- “Risk response”
 Issues:
- Focused on the present
- Will always be negative
- Is documented in the Issue Log “workaround
 Issue log:
A document where information about issues is recorded and monitored.

 Issue Resolution:
 add them to the issue log.
 issue should have an owner
 The due date realistic
 a regular topic of every status meeting
 Don’t hesitate to escalate an issue
I. Ensure Knowledge Transfer to Project Continuity
 Types of Knowledge:
 Explicit knowledge (using symbols)
 Tacit knowledge (difficult share Personal knowledge)
 Lessons Learned
 Considerations of Lessons Learned:

 Scheduling lessons  Strategic lessons
 Conflict management lessons  Tactical lessons
 Vendor lessons  Other aspects of lessons
 Customer lessons
 Lessons-learned register:
A project document used to record knowledge gained during a project.
 Lessons-learned repository:
A store of historical information about lessons.
 Project Responsibilities Within the Team

 Leadership to communicate the organization’s vision and inspire the
project team to focus on the goals of the project.
 Facilitation to effectively guide a group to a successful solution to a
problem.
 Political awareness to keep the project manager aware of the
organization’s political environment.
 Networking to facilitate relations among project stakeholders so that
knowledge is shared at all levels.

 Knowledge Transfer Approach:

 Networking.  Training
 Facilitating  shadowing
 Meetings, seminars
 Learning Goals
 Assess and manage risks.
 Execute the project with the urgency required to deliver business value.
 Manage communications.
 Engage stakeholders.
 Create project artifacts.
 Manage project changes.
 Attack issues with the optimal action to achieve project success.
 Confirm approach for knowledge transfers.

4. Keeping the Team on Track
A. Lead a Team
B. Support team performance
C. Address and remove impediments
D. Manage conflict
E. Collaborate with stakeholders
F. Mentor relevant stakeholders
G. Apply emotional intelligence to promote team performance

A. Lead a Team
 Vision and Mission:

The project manager is the visionary leader for the project:
 Educating the team and other stakeholders about the value achieved or targeted
 Promoting teamwork and collaboration
 Assisting with project management tools and techniques
 Removing roadblocks
 Articulating the project’s mission
 LEADERSHIP SKILLS
 Conflict management  Negotiation
 Cultural awareness  Networking
 Decision making  Observation/conversation
 Facilitation  Servant Leadership
 Meeting management  Team building
 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
-
 Leadership style:
 Tailoring Considerations
- Experience with project type
- Team member maturity
- Organizational governance structures
- Distributed project teams

 SERVANT LEADERSHIP
A type of leadership commonly used in Agile which encourages the self-
definition, self-discovery, and self-awareness of team members by
listening, coaching, and providing an environment which allows them to
grow.
 Facilitate rather than manage
 Provide coaching and training
 Remove work impediments
 Focus on accomplishments
 ADOPT A GROWTH MINDSET

 GROWTH MINDSET: As conceived by Stanford psychologist Carol Dweck and
colleagues, a growth mindset is a belief that a person's capacities and talents can be
improved over time
- Let past experiences and processes guide 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
 SALIENCE MODEL
A classification model that groups stakeholders based on their level of
authority, their immediate needs, and how appropriate their involvement
is in the project

 POWER GRIDS
 Power/interest grid: Groups stakeholders on the basis of their levels of authority and
interest in the project.
 Power/influence grid: A classification model that groups stakeholders on the basis of
their levels of authority and involvement in the project.
 Create Psychological Safety and Embrace Diversity

 PSYCHOLOGICAL SAFETY: Being able to show and employ oneself without fear of
negative consequences of status, career, or self-worth—we should be comfortable
being ourselves in our work setting
 Healthy work settings:
- Embrace diversity
- Are built on trust and mutual respect
- Ensure ethical decision-making
 REWARD AND RECOGNITION PLANS

B. Support team performance
 PROJECT MANAGER'S ROLE
 Centralized Model
- Ensures alignment of due dates — project deliverables, project life cycle and
benefits realization plan
- Provides a project management plan
- Ensures creation and use of appropriate knowledge to/from the project
- Manages project performance and changes to project activities
- Makes integrated decisions about key changes that impact the project
- Measures and monitors progress and takes appropriate action
- Collects, analyzes and communicates project information to relevant stakeholders
- Ensures completion of all project work and formally closes each phase, contract and
the project as a whole
- Manages phase transitions when necessary
 KEY PERFORMANCE INDICATORS

A set metric used to evaluate a team’s performance against the
project vision and objectives. KPIs can use the SMART acronym.
 Specific
 Measurable
 Achievable
 Relevant
 Time-bound

 TEAM CULTURE AND EMPOWERMENT
 In projects, the team is the most important part and must be unified.
 Empowering the team to make decisions in a timely manner increases the team’s
responsibility to deliver a product with complete ownership.
 Interfering with the team is disruptive and reduces motivation.
 Encourage the team to foster team collaboration and decision making
 The team should be included in:
- Clarifying and prioritizing requirements
- Splitting requirements into tasks
- Estimating the effort
 PERFORMANCE ASSESSMENT TASKS

 Purpose of assessment:
- Improve interaction between team members
- Solve issues
- Deal with conflicts
- Improve skills and competencies of team members
- Increase team cohesiveness
 GUIDELINES TO MEASURING PERFORMANCE

“Only Measure What Matters” - John Doerr
 Tailor performance measurement to the project context and stakeholders:

 Scope
- Percentage of work completed - Change requests
 Schedule
- Actual duration of work against projected start and finish dates
 Budget
- Actual costs
- 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
 MONITOR SCOPE
 Continuous Flow Diagram:

Measure Throughput, Lead and Cycle Time
 WIP - Measure of work in progress but not completed
 Lead time - Length of time work item goes through entire process
 Cycle time - Length of time work item is being worked on
 Throughput - Number of items entering or exiting the system
 PHYSICAL RESOURCE MANAGEMENT

 Equipment  Facilities
 Materials  Infrastructure

 Evaluate and Manage Quality
 Verify Deliverables
 Monitor risk

 Review your reserves
 Tuckman Model
Team Development Stages
 MANAGEMENT BY OBJECTIVES
 Teams with clear objectives are more productive and driven.
 Project managers and team should collaboratively set objectives.
 Objectives should be challenging, yet attainable.
 Objective settings can be conducted:
- At the start of a project or phase
- Throughout the project life cycle, as in an iteration planning session
 EARNED VALUE MANAGEMENT (EVM)

A methodology that combines scope, schedule, and resource measurements to assess
project performance and progress
 Important to understand the monetary value of work contribution.

 Control Costs


 PERFORMANCE REPORTS
 Information radiator
 VALUE STREAM MAP
A lean enterprise technique used to document, analyze, and improve the

flow of information or materials required to produce a product or service
for a customer
C. Address and remove impediments
 Impediments, Obstacles, and Blockers

Impediment: An obstacle that prevents the team from achieving its
objectives.
 Impediments reference situations, conditions, and actions that slow down or hinder
progress. (For example, the team not coming to a decision on a file saving location.)
 Obstacles reference barriers that should be able to be moved, avoided, or overcome
with some effort or strategy. (For example, the construction crew is unable to arrive at
the worksite before permits are signed.)

 Blockers reference events or conditions that cause stoppages in the work or any
further advancement. (For example, the company has halted the use of any products
in a certain firm until a new contract is signed.)
 Backlog Assessment
 Impediments and obstacles may block work or planned efforts.

 Assess product backlog, scheduled activities, and other lists of work items in
reference to the hindrances.
 Evaluate the impediments against the pending work.
 The team and business stakeholders must assess the backlogged work in terms of
value and priority.
 Backlog assessment and refinement can explore alternatives to overcome or avoid
the risk, such as removing the work item or blockage.
 Daily standups
A brief, daily collaboration meeting in which the team reviews progress from the
previous day, declares intentions for the current day, and highlights any obstacles
encountered or anticipated. Also known as a Daily Scrum.
 Conducted at the start of working hours.

 Presence of all team members involved in the Sprint is mandatory.
 During the meeting, these questions are answered:
- What has been done since the last meeting?
- What needs to be done before the next meeting?
- What does anyone need help with?
 Tracking impediments
 By tracking impediments as they are raised, addressed, and resolved,
communication and proper oversight is increased.
 Methods for tracking impediments might include:
- Impediment task boards
- Software applications
 Task boards need to convey the status and efforts associated with the identified
impediments.

 Handling Impediments as Servant Leaders

 Servant leaders aim to clear an unobstructed path for the project team so they may
contribute and deliver.
 Project managers want to optimize the workplace to be free of obstacles and other
impediments.
- Physical team space
- Shielding the team from non-value activities
 Removing distraction, randomization, and other confusion enables the project team to
be more effective and efficient.
 Project managers can take on most of the burden of addressing and removing
impediments so the team can do their best work on the project to achieve its desired
objectives.
D. Manage conflict
 The Project Manager’s Role

 Managing conflict is a responsibility of all stakeholders.
 The PM heavily influences the direction and handling of conflict.
 Interpersonal and team skills help to ensure positive results when handling conflict.
 In agile projects, the PM facilitates conflict resolution while the team is empowered
to resolve conflicts.
 As a servant leader, a PM assists in the removal of impediments or sources of
conflict.
 Causes of Conflict
 Competition
 Differences in objectives, values, and perceptions
 Disagreements about role requirements, work activities, and individual approaches
 Communication breakdowns
 Conflict Management
 Application of one or more strategies to deal with disagreements
 Effective conflict management leads to improved understanding,
performance, and productivity

 Ineffective conflict management leads to:

- Reduced productivity - Animosity
- Poor performance - Destructive behavior
 Use various conflict resolution methods
 Conflict Management Approaches

 Withdraw/Avoid
- Retreat from conflict situation
- Postpone the issue
 Smooth/Accommodate
- Emphasize areas of agreement
- Concede position to maintain harmony and relationships
 Compromise/Reconcile
- Search for solutions that bring some degree of satisfaction to everyone
- Temporarily or partially resolve the conflict through compromise
 Force/Direct
- Pursue your viewpoint at the expense of others
- Offer only win/lose solutions
 Collaborate/Problem Solve
- Incorporate multiple viewpoints
- Enable cooperative attitudes and open dialog to reach consensus and commitment
 Use Leas’ Levels of Conflict

 Conflict intensifies from level 1 to 5
 From task-orientated with possible resolution to a personal or relationship
orientation, where the focus on issues is lost.

 Level 1 - Problem to solve: Differences are identified, then shared and discussed
among members. This level is a problem or task-oriented conflict, not a person or
relationship-oriented conflict.
 Level 2 - Disagreement: Personalities and issues mix; therefore, problems cannot
be identified. People begin to distrust one another and make problems personal at
this stage.
 Level 3 - Contest: Win/lose dynamic emerges, followed by taking sides, distorted
communication, and personal attacks. Conflict objectives shift from a focus on self-
protection to winning the argument. People feel threatened or invigorated and ready
to fight.
 Level 4 - Fight/Flight: Conflict participants may shift from winning to trying to hurt
or eliminate their opponents. Intervention is required.
 Level 5 - Intractable situation/War: People are now incapable of clearly
understanding issues. Efforts to destroy others’ reputations, positions, or well-being
are common. This
 eventually ruins the relationship
E. Collaborate with Stakeholders
 Collaborate with Stakeholders

 Stakeholder Identification
 Analyze and document relevant information regarding stakeholder interest,

involvement, interdependencies, influence, and potential impact on project
success.
 Available tools and techniques that can be used:

- Expert judgment
- Data gathering
• Questionnaires and surveys • Brainstorming
- Data analysis
• Stakeholder analysis • Document analysis
- Stakeholder mapping
• Two-dimensional grids • Impact/influence grid
• Power/interest grid • Stakeholder cube
• Power/influence grid • Directions of influence
- Meetings
 Stakeholder Register
A project document including the identification, assessment, and classification of
project stakeholders.
 Stakeholder Engagement Plan

A component of the project management plan that identifies the strategies and actions
required to promote productive involvement of stakeholders in project or program
decision making and execution. It could contain:

 Desired and current engagement level of key stakeholders.

 Scope and impact of change to stakeholders.
 Identified interrelationships and potential overlap between stakeholders.
 Stakeholder communication requirements. information to be distributed to
stakeholders.
 Reason for the distribution of that information and the expected impact to stakeholder
engagement.
 Time frame and frequency for the distribution of required information.
 Method for updating and refining the stakeholder engagement plan.
 Collaboration Activities
 Stakeholders collaborate daily in a project.
 Frequency of engagement is based on mutual needs and expectation.
 Nearly constant engagement is common.
 Activities that encourage regular collaboration include:
- Daily stand-up meetings
- Co-locating teams for face-to-face communication
- Scheduled sessions, such as milestone reviews, backlog grooming sessions, and
project update meetings
 Determining and optimizing collaboration activities is an ongoing team effort
spearheaded by the project manager.
 Guidelines for Facilitating a Meeting

F. Mentor Relevant Stakeholders
 Coaching and Mentoring

 Coaching and mentoring others helps them become more proficient team members
 Raising the abilities of the team increases their output and their value.
 Increasing the knowledge base and the skill sets of all project stakeholders promotes
more successful and effectively managed projects.
 With limited time and resources, you must make sacrifices on how to mentor others.
 Start mentoring the relevant stakeholders in a project and expand from there
throughout the organization.
 Transformation Skills
 The organization, business, and the world are constantly changing and evolving.
 Supporting the transformation requires patience and compassionate mentoring.
 Most noticeable in teams transforming from one project management approach to
another.
 In today’s digital world, the skill set being used today may be obsolete or limited
tomorrow.
 Determining Relevant Stakeholders

 When refining the backlog, mentoring the product owner on grooming best practices.
 When onboarding a new project team member, guiding her on the processes used by
the team.
 When a team member must purchase material for the project, showing them the
procurement best practices and process for the organization.
G. Apply Emotional Intelligence to Promote Team Performance
 Emotional intelligence
EI helps you understand your emotions and those of others to help minimize conflict.
 Personal Skills
- Self-awareness
- Self-regulation
- Motivation

 Interpersonal Skills
- Social skills
- Empathy
 Personality Indicators
Look Beyond Introvert / Extrovert
 Commonly used Measurement Tools
- Big Five Personality Model (OCEAN)
- Myers-Briggs Type Indicator DISC
 DO
- Use the exercise as an icebreaker or team-building activity
- Use results as predictors, not absolutes
- Always seek permission and explain use
 DON’T
- Make fixed assumptions or judgments based on results
- Share anyone’s personal information without permission
 Use Personality Research to Coach Team Members

 Personality can affect:
- What role you have within the team
- How you interact with the rest of the team
- Whether your values (core beliefs) align with the team’s
 Psychological team roles:
- Results-oriented
- Relationship-focused
- Innovative and disruptive thinkers
- Process and rule-followers
- Pragmatic

 Self-Awareness Elements
 Self-Regulation Elements

 Motivation Elements
 Empathy Elements

 Social Skills Elements

 Organizational Theory
The study of how people, teams, and organizations behave.
 Purpose of organizational theory
- Maximize efficiency and productivity
- Solve problems
- Motivate people
- Meet stakeholder requirements

4. Keeping the business in mind
A. Manage Compliance Requirements
B. Evaluate and Deliver Project Benefits and Value
C. Evaluate and Address Internal and External Business Environment
Changes
D. Support Organizational Change
H. PLAN AND MANAGE PROJECT/ PHASE CLOSURE (Lesson 2)

A. Manage Compliance Requirements

 Compliance Requirements
 Most projects have aspects of their solutions that are subject to legal or regulatory
constraints.
 The requirements for compliance must be identified, tracked, and managed
throughout the project.
 Might include requirements for specific practices, privacy laws, handling of sensitive
information, and many other areas.
 Risk Register
 Configuration Management System

 Used to track and record the project’s deliverable components, including a description
and the defined key attributes.
 Compliance information, including proof of validation that each deliverable meets
identified compliance requirements
 Allows for tracking, versioning, and control.
 Handed over with the deliverables so customer can continue to track in their
configuration management system.
 Execution Reports
 Project manager regularly creates execution reports.
 These include information about:
- Project activities - Overall progress
- Deliverable status

 Important to include status of risks, including compliance-related risks

- Actions to be taken to manage the risks
- Testing and validation activities
- Audits
- Any other actions to verify deliverable compliance
 Variance Analysis
 Project managers create regular reports on project variances and any actions
taken to control the project to keep it on track.
 Variances related to compliance are critical because of potential impact on
usability of the deliverable.
 Variance analysis should detail:
- The variance identified
- Plans for bringing the project or deliverable back into compliance
- Any proposed changes required to meet compliance requirements
 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!
 Nonfunctional Requirements

 Sign-offs and Approvals

 Identify the necessary stakeholders authorized to sign-off and approve on
deliverables.
 The solution and its deliverables must meet compliance requirements.
 Sign-off and approval can happen throughout the project or at completion.
 After testing and validating deliverables, a compliance signoff provides the following
benefits:
- Early warning of potential threats to compliance.
- The ability to capture variances and determine a course of action.
 Remediate issues to avoid:
- Negative impact on the project timeline
- Cost overruns
- Increased project risks
 Escalation Procedures
 When noncompliance issue is identified, determine if it’s within the tolerance level for
the project manager to handle.
- If yes, the project manager and team work together to propose a resolution.
- If beyond the tolerance level, then escalate the issue for adjudication.
 For all compliance requirements, identify the stakeholder responsible for reviewing the
noncompliance issue and determine how the team will proceed.
 These procedures should be defined during project and risk planning.
 Guidelines to Analyze the Consequences of Noncompliance

To identify and manage legal, regulatory, and other compliance
requirements, the project manager needs to:
 Define the legal, regulatory, and other constraints, and define the
business rules that constrain the project solution and improve the
likelihood of compliance.
 Define parts of the potential solution subject to compliance requirements, the scope of
the compliance requirement, and the stakeholders responsible for reviewing,
approving, and signing off on the component’s compliance.
 Track and manage the review and approval activities related to compliance
requirements.
 Track and manage the risks and risk responses related to compliance requirements.

 Audits
 Conducted by a team external to the project, such as an internal audit team or PMO.
 Used to verify compliance with organizational policies, processes, and procedures.
 Possibly used to verify implementation of change requests.
 Designed to accomplish the following:
- Identify that all good and best practices are being used.
- Identify any nonconformity, gaps, and shortcomings.
- Share good practices from other projects in the organization or industry.
- Proactively offer improvements to improve productivity.
- Highlight contributions to lessons learned.
 QA Tools
 Data gathering: Checklists and other lists of acceptance criteria
 Data analysis: Alternatives analysis, document analysis, process analysis, or formal
root cause analysis
 Decision making techniques
 Data representations: Affinity diagrams, cause and effect diagrams, flowcharts,
histograms, matrix diagrams, and scatter diagrams
 Audit reports
 Design for X: Focuses on a particular value X and its impact on design quality
 Problem solving techniques
 Quality management methods: Six Sigma, Plan-Do-Check-Act

 Guidelines to Measure the Compliance of a Project
B. Evaluate and deliver project benefits and value

 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
 Strategic Alignment and Business Management Skills

 STRATEGIC PLAN
A high-level business document that explains an organization’s vision and mission plus
the approach that will be adopted to achieve this mission and vision, including the
specific goals and objectives to be achieved during the period covered by the
document.
 Do you:
- Know your organization’s strategic plan?
- 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?
 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
 Get to Know the External Business Environment

Use frameworks or prompts to understand external factors that can
introduce risk, uncertainty, or provide opportunities and affect the value and
desired outcomes of a project:
 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

 How OKRs Help Deliver Business Value

OKRs (Objectives and Key Results) is a goal-setting framework used by individuals,
teams, and organizations to define measurable goals and track their outcomes. It helps
clarify investment ideas and the metrics used to measure success
 Start with organizational objectives

 Decide key desired results
 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
 Value Analysis
 Value analysis is the process of examining each of the components of business value
and understanding the cost of each one.
 The goal is to cost-effectively improve the components to increase the overall
business value.
 Benefits Management Plan

A document that describes how and when the benefits of a project will be
derived and measured.

 DevOps: SA collection of practices for creating a smooth flow of delivery

by improving collaboration between development and operations staff.
 Benefits Transition and Sustainment
 Responsibilities
- Handover/ transition
- Review of the benefits management plan
 Any improvement or modification to delivered benefits is a new project
 Any improvements or modifications to delivered benefits are proposed as work for the
next/future iteration and placed/reprioritized on the backlog
 Organizations and teams tailor solutions for benefits realization and sustainment —
e.g., post-implementation support (aka “DevOps” or “hyper care”)
 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?

 Release Management
 Agile projects have the ability to convert high-value capabilities into delivered
solutions early.
 The Product Owner defines the initial capabilities that make up the Minimum Business
Increment (MBI).
 In traditional projects, release occurs at the end when everything is done.
 The MBI offers enough of the high-value aspects of a solution to start using it and
benefit from it.
 Define an approach for subsequent releases driven by the following:
- Availability of a set of features or capabilities.
- Organizational tolerance for changes.
- A time cadence for subsequent releases.
 Benefit Cost Analysis

A systematic approach to estimating the strengths and weaknesses of alternatives used
to determine options which provide the best approach to achieving benefits while
preserving saving.
 Also called cost-benefit analysis.

 Frequently used to compare potential projects to determine which one to authorize.
 Goal is to select the alternative whose benefits outweigh costs by the largest amount.
 Alternative should not be chosen when costs exceed benefits.
 The accuracy of the cost and benefit estimates determines the value of the benefit-
cost analysis.
 Return on Investment (ROI)

Return on Investment: A financial metric of profitability that measures the gain or loss
from an investment relative to the amount of money invested.
 Sometimes called the rate of return
 Usually expressed as a percentage.
 A positive ROI is interpreted as a good investment, and a negative ROI is a bad
investment.

 Present Value (PV)

Present Value: The current value of a future sum of money or stream of cash flows
given a specific rate of return.
 The PV formula is:
 If you need $3,000 in three years and can invest your money at 8 percent interest,
the present value of your initial investment is calculated:
 Net Present Value (NPV)

Net Present Value: The present value of all cash outflows minus the present value of all
cash inflows.
 NPV is a financial tool that is used in capital budgeting.

 NPV compares the value of a dollar today to the value of the same dollar in the future
after considering inflation and discount rate.
Internal Rate of Return (IRR): The interest rate that makes the net present value of all
cash flow equal to zero.
 IRR is also a financial tool often used in capital budgeting.

 Net Promoter Score (NPS)

Measures a customer's willingness to recommend a provider's products or services to
another on a scale of -100 to 100.
 NPS = % of Promoters – % of Detractors

 Higher score indicates customer delight and willingness to recommend the solution
 Assign a number 0 to 10 for customer’s self-reported satisfaction
 Customer categories are as follows:
- Detractors (0-6)
- Passives (7-8)
- Promoters (9-10)
 AB Testing
 When different approaches are available, project teams might ask users for their
preferences.
 Used in marketing, AB testing is a method for determining user preferences.
 Different sets of users are shown similar services with one difference known as the
independent variable.
 Based on the results of the AB testing experiment, you can optimize the solution you
provide to users.
 Decision Tree Analysis

A diagramming and calculation technique for evaluating the implications of a chain of
multiple options in the presence of uncertainty.
C. Evaluate and Address Internal and External Business Environment

Changes
 Internal Business Environment

 Organizational changes can dramatically impact the scope of a project.
 Project manager and project sponsor need to have visibility into business plans,
reorganizations, process changes, and other internal activities.
 Internal business changes might cause:
- Need for new deliverables
- Reprioritization of existing deliverables
- Elimination of deliverables no longer required

 External Business Environment
PESTLE is an acronym to identify the external business environment factors that can
affect the value and desired outcomes of a project.
 Update Baselines
 In traditional project plans, the completed initial plan is the baseline.
 As changes occur in the project, the baseline should be updated to reflect any new
requirements
 Backlog Reprioritization
 Product owner re-prioritizes the backlog as stories or requirements change.
 The business value determines the priority of the changes
 Product Owner Duties

 Role is to help the project team prioritize work based on the value that the capability
will provide to the business.
 Accountable for the ultimate business value of the solution produced by the project
team.
 Creates and socialize the product vision.
 Coordinates different business needs from different stakeholders together into the
product backlog.
 Responsible for defining and prioritizing the user stories with the help of the team.
 Answers team questions about the needed solution.
 Provides timely feedback to the team.

 Scrum Master Duties
 Updated Roadmaps
 Swimlane roadmaps provide high-level visibility to the overall project tasks,
deliverables, and milestones.
 Roadmap should reflect changes made to the backlog.
 Governance Board (aka Project Board or Steering Committee)

 Provides project oversight
 May include project sponsor, senior managers and PMO resources
 May be responsible for:
- Reviewing key deliverables
- Providing guidance for project decisions
D. support organizational change
 Organizational Cultures and Styles
 Change Management
CHANGE MANAGEMENT: A comprehensive, cyclic, and structured approach for

transitioning individuals, groups, and organizations from a current state to a future state in
which they realize desired benefits. It is different from project change control, which is a
process whereby modifications to documents, deliverables, or baselines associated with
the project are identified and documented, and then are approved or rejected.
 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
 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
 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.
 Organizational Transformation for Project Practitioners

 A North Star statement articulates the vision and strategic objectives
 Customer insights and global megatrends
 A flat, adaptable cross-functional transformation operating system
 Internal volunteer champions (not external consultants)
 Inside-Out Employee Transformation (similar to ADKAR)
 Roll Out Plan

 Once a change is approved and built, the project manager needs to plan for its
successful implementation.
 Roll out plans enable the project manager to define:
- The knowledge transfers
- Training,
- And readiness activities required to implement the change.
 Organizational Structures
 Affects resource availability
 Affects how projects are conducted Main structures include:
- Functional
- Projectized
- Matrix
- composite
 Relative Authority in Organizational Structures

Relative authority is the project manager’s authority relative to the functional manager’s
authority over the project and the project team.
 PMO
A management structure that standardizes the project-related governance processes and
facilitates the sharing of resources, methodologies, tools, and techniques.
 Agile Centres of Excellence (ACoEs). and also known as Value Delivery Office (VDO)
 ACoEs enable, rather than manage, project efforts: -
- Coach teams •Build agile mindset, skills and capabilities throughout the organization
- Mentor sponsors and product owners

I. PLAN AND MANAGE PROJECT/ PHASE CLOSURE (Lesson 2)
 Close Project or Phase

 Several important activities occur during closeout
 The planned work is completed
 Project or phase information is archived
 Project team resources are released to pursue other endeavors.
 In addition, all invoices are paid, contracts are closed out, and project lessons learned
are discussed and documented.
 Close Project or Phase Criteria

 The project or phase successfully met its completion objectives.
 The requirements changed during execution to the point where the project is no
longer feasible.
 Adequate funding is no longer available to complete the requirements.
 Significant risks are encountered that make the successful completion of the project
impossible.
 The organization no longer needs the project deliverables
 External factors arise that do away with the need for the project. Examples of
these factors include:
- Change in laws or regulations.
- Merger or acquisition that affects the organization.
- Global or national economic changes.
 Why Projects or Phases Close / Fulfillment

 ACCEPTANCE CRITERIA: A set of conditions that is required to be met before
deliverables are accepted.
 DEFINITION OF DONE (DoD): A team’s checklist of all the criteria required to be met
so that a deliverable can be considered ready for customer use.
 Stakeholders accept deliverables based on acceptance criteria established at the
beginning of the project in the project management plan
 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.
 Close Project or Phase Activities

 FINAL REPORT: A summary of the project’s information on performance, scope,
schedule, quality, cost, and risks
 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
management function.
 Transitions (Handovers)
 Some organizations use a rollout or transition plan.
 This is not a project management plan component.
 Deliverables are handed to the customer or owner. Transition/handover specifications
for deliverables are in the project management plan.
 A tailored solution that delivers value — most likely in an incremental way — to the
organization.
 Every iteration output is handed to the product owner.
 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

 Final Report: Summary of project or phase performance result
 Transition Planning Artifacts
 Coordination and strategy about how to best deliver and transition the product and
other deliverables is needed.
 Releasing and deploying deliverables in the most suitable manner ensures end-user
awareness and increases the proper usages and adoption of outputs
 Training
 Documentation
 Communication
 Support
 Preparation of artifacts includes:
 Close-Out Meetings
 Sessions held at end of project or phase
 Discussing the work
 Reviewing lessons Learned
 May include stakeholders, team members, project resources, and customers

 Guidelines to Close a Project or Phase
E. Employ continuous process improvement
 Continuous Improvement
An ongoing effort to improve products, services, or processes.
 Effort can look for small incremental improvements or large breakthroughs.

 Institute of Quality Assurance definition includes improving business strategy,
business results, and customer, employee, and supplier relationships.
 A business strategy that is developed at the organizational level for projects to adopt
and use.
 Might be implemented by an organization’s PMO.
 Assess Current CI Methods

How well are the team and organization equipped for CI?
 LEAN SIX SIGMA

A collaborative team method that provides an enhanced ability to target customer needs
and measure performance during project execution and monitoring. It was introduced by
American engineer Bill Smith while working at Motorola in 1986

 Are the lessons learned register up to date? Is the team having regular retrospectives?
Are team members Lean Six Sigma or certified in an agile method?
 Do they know about Kaizen, Lean, Crystal Methods or Capability Maturity Model
Information (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.
 Continuous Improvement Approaches

 Agile project management contains small development cycles that are used to
develop the product by feature and receive
 client feedback on each feature.
Kaizen
 Many small changes or improvements.
 Small changes less likely to require major expenditures of capital.
 Ideas come from workers—not expensive research, consultants, or equipment.
 All employees should continually improve their own performance.
 All are encouraged to take ownership of their work to improve motivation .

 Continuous Improvement Tools
 Lessons Learned Register is an important component of each project.

- Use it as a source of improving the processes in other projects.
- Avoid filing it away at the end of a project and not referring to it.
 Retrospectives
- Common in agile projects at the end of each iteration.
- Help the team look back at an iteration and plan improvements for the next one.
 Experiments provide a way to improve team efficiency and effectiveness.
- Some techniques include AB testing and team feedback to identify improvements.
- Perform experiments one at a time to isolate the results.


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DR.

Ahmed Al Senosy PMP Professional Diploma

Prepared By: PMP-337

Prepared By: PMP-337 1

 Project success depends on:

 Project end when:

 The benefit of the project may be tangible, intangible, or both:

Prepared By: PMP-337 2

Organizational Process Assets (OPAs) include:

Enterprise Environmental Factors (EEFs) may include:

Organizational project management OPM:

Prepared By: PMP-337 3

Projects, Programs, Portfolios:

Project Management Principles:

project performance domain:

Prepared By: PMP-337 4

The Agile Manifesto for Software Development:

Principles Behind the Agile Manifesto 1 to 12:

Doing Agile vs. Being Agile:

 Tailor Projects to Contexts:

 Tailor Hybrid Approaches, Processes, Practices and Methods

Prepared By: PMP-337 6

1. Creating a High-performing Team

2. Starting the Project

3. Doing the work

4. Keeping the Team on Track

5. Keeping the Business in Mind

Prepared By: PMP-337 7

1. Creating a High-performing Team

B. Define Team Ground Rules

C. Negotiate Project Agreements

D. Empower Team Members and Stakeholders

E. Train Team Members and Stakeholders

F. Engage and Support Virtual Teams

G. Build a Shared Understanding about a Project

Prepared By: PMP-337 8

 Project Team Member Requirements

Prepared By: PMP-337 9

 Resources Management Plan:

Prepared By: PMP-337 10

 Project Responsibilities within the Team:

B. Define Team Ground Rules

Prepared By: PMP-337 11

 A good team charter includes:

 Guidelines to Manage and Rectify Ground Rule Violations:

D.Empower Team Members and Stakeholders:

Prepared By: PMP-337 12

 Team Task Accountability:

E. Train Team Members and Stakeholders:

 Training and coaching Plan:

 Training Cost Estimates:

Prepared By: PMP-337 14

 Training, Coaching and Mentoring:

 Baseline and Post-Training Assessments:

F. Engage and Support Virtual Teams:

 Alternatives for Virtual Team Member Engagement:

Prepared By: PMP-337 15

 Guidelines to Implement Options for Virtual Team Member Engagement:

Prepared By: PMP-337 16