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PMP trianing book summary for certification

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PMP trianing book summary for certification

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PMP professional diploma “Qualification to PMP exam”
CONTENT * Introduction page 3 2 5-Keeping the Business in mind 4-Keeping the Team on Track 3-Doing the work 2-Starting the Project 1-Creating a High Performing Team 97 A. Manage Compliance Requirements 79 A. Lead a Team 64 A. Risk assessment and management 26 A. Determine the appropriate project methods methodology 9 A. Build a Team 100 B. Evaluate and Deliver Project Benefits and Value 82 B. Support Team Performance 69 B. Execute Project to Deliver Business Value 28 B. Plan and Scope Manage 14 B. Define Team Ground Rules 105 C. Evaluate and Address Internal and External Business Environment Changes 90 C. Address and Remove Impediments 70 C. Manage Communications 35 C. Plan and Manage Budget and Resources 16 C. Empower Team Members and Stakeholders 107 D. Support Organizational Change 91 D. Manage Conflict 73 D. Engage Stakeholders 40 D. Plan and Manage Schedule 17 D. Train team members and stakeholders 111 E. Plan and manage PROJECT/PHASE CLOSURE IN LESSON 93 E. Collaborate with stakeholders 74 E. Create Project Artifacts 50 E. Plan of Deliverables and Manage Quality 19 E. Engage and Support Virtual Teams 113 F. Employ continuous process improvement 95 F. Mentor Relevant Stakeholders 75 F. Manage Project Changes 55 F. Integrate Project Planning Activities 21 F. Build a Shared Understanding about a Project 96 G. Apply Emotional Intelligence to Promote Team performance 77 G. Manage Project Issues 57 G. Plan and Manage Procurement 78 H. Ensure Knowledge Transfer for Project Continuity 63 H. Establish Project Governance Structure
Project management : “application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” Introduction 3
4 • WHAT IS A PROJECT? Temporary effort to create an outcome vary by: • 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. • Outcomes (tangible or intangible )
Organizational process assets (OPAs) plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. 5 OPAs Examples Guidelines and criteria for aligning project work Specific organizational standards Standard templates for project work Organizational communications requirements Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Procedures for officially closing a project Corporate knowledge base is a repository for storing project information Project files Policies, procedures, and guidelines Human resources documentation Lessons-learned repository Should be reviewed in diff. project plans. Enterprise environmental factors (EEFs) conditions, not under the immediate control of the team, that can influence, constrain, or direct the project, program, or portfolio EEFs Examples Project Management Information Systems Stakeholder risk tolerances Existing human resources Organizational culture, structure, and governance Languages, time zones, and other countries' holiday schedules Political climate and situations Personnel administration Geographic distribution of facilities and resources. Organization's established communications channels Company work authorization systems Government or industry Standards Commercial databases Marketplace conditions IT infrastructure Should be reviewed in diff. project plans
ORGANIZATIONAL PROJECT MANAGEMENT (OPM) :– Strategy execution framework that coordinates project, program, portfolio and operations management, and which enables organizations to deliver on strategy Portfolio Management • Collection of projects, programs, subsidiary portfolios and operations managed in a group to achieve strategic objectives • Aligns with business strategies Program Management • Group of related projects, subsidiary programs and program activities managed in a coordinated manner to obtain benefits not available from managing them individually • Controls components and interdependencies to realize benefits Project Management • Part of a broader program portfolio or both • Enables achievement of organizational goals and objectives 6
Role of the project manager(domains) Project Manager Organization leaders stakeholders Resources Team members Project sponsor Functional Managers Third-party provider PMO Project Management Principles 1.Be a diligent, respectful and caring steward. 2. Recognize, evaluate and respond to system interactions. 3. Navigate complexity 4. Create a collaborative project team environment 5. Demonstrate leadership behaviors 6. Optimize risk responses 7. Effectively engage with stakeholders 8. Tailor based on context 9. Embrace adaptability and resiliency 10.Focus on value 11.Build quality into processes and deliverables 12.Enable change to achieve the envisioned future state Take advantage of it 7
8
Project team :A set of individuals who support the project manager in performing the work of the project to achieve its objectives like. (Project workers-sponsors-customers-sellers-business partners-organizational groups-functional managers-other roles that contribute to the project) Project Stakeholders  Individual, group, or organization  May or may not be involved in project work  May have competing interests, needs, priorities, and opinions 9 A. Build a team
Project Team Member Requirements 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. 10
interpersonal skills that each member of the project team will need to establish and maintain relationships with other people. Conflict management – Cultural awareness – Decision making – Facilitation – Leadership – Meeting management – Negotiation – Networking - Observation/conversation – Servant Leadership - Team building Pre-Assignment Tools Attitudinal surveys • Go beyond surveys with always-on employee experience listening Specific Assessment • used to assess an isolated need or a combination of specific needs relevant to one educational or psychological area Structured interviews • an employment assessment tool where every part of the process is kept consistent Ability tests • standardised methods of assessing an individual's performance in different work-related tasks or situations Focus groups • a research technique used to collect data through group interaction Enhance team knowledge and skills Reduce cost, time, and to improve quality Improve trust within the team Reduce conflicts and improve teamwork Team Improvement Create a collaborative culture Improve individual and team performance and facilitate mutual training and monitoring Empower the team be engaged in decision making and ownership of proposed solutions 11
12 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.
13 Consist of  Resource controls for the management of physical resources to support the team  Project team resource management (guidance on the lifecycle of the team resources; how they are defined, staffed, managed, and eventually released)  Identification of resources (labor, materials, facilities, equipment, consultants, services, supplies, utilities)  Recognition plan (how team members are rewarded and recognized)  Training strategies and requirements.  Acquisition of resources  Roles and responsibilities (job description)  Team development methods to be used (empower, coaching, collaboration)  Project organization chart(defines the project team members and their reporting relationships) Project responsibilities within the team: Agile In an agile approach, self-organizing teams assess the work requirements and determine who will do the work. Traditional In traditional project management approaches, use a work breakdown structure to assign work to team Considerations when assigning resources to responsibilities: Experience - knowledge - skills attitude - international factors
B. Define team ground rules Include all actions considered acceptable and unacceptable in the project management context for :  Communicate organizational principles with team and external stakeholders  Establish an environment that fosters adherence to the ground rules  Manage and rectify ground rule violations Team charter: A document that enables the team to establish its values, agreements, and practices as it performs its work together. The team’s shared values(Transparency, Credibility, Commitment). 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 (physical or online). Other team agreements (such as shared hours, improvement activities). 14
CODE OF ETHICS AND PROFESSIONAL CONDUCT • Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct. • Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from competing self interest, prejudice, and favoritism. • Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. • Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result Respon sibility Respect Honesty Fairness Guidelines to Manage and Rectify Ground Rule Violations In the team charter, the ground rules are established. Violations of the ground rules require the team and project manager to assess opportunities for remediation. For serious violations, removing or replacing the offending team member may be required. Team needs to focus on its core values that include accountability, shared expectations, and transparency where appropriate. 15
C. Empower team members and stakeholders • Critical to understand the skills and competencies need by members to perform their work and produce deliverables.(For Empower) • Identify team strengths and weaknesses to organize around team strengths (SWOT). • SWOT analysis is a simple but powerful tool to Estimate. The people doing the work should perform the estimating tasks because they have the best knowledge of:- The risks, Level of effort and Potential pitfalls.  Traditional project managers use hours of effort. (Three-point estimating is one example.)  Agile projects avoid using absolute time estimates. (Story Point technique provides a unit-less measure estimation) Other techniques (T-shirt Sizing, Planning Poker or scum poker using a deck of cards with modified Fibonacci numbers ) 16 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
Training: An activity in which team members acquire new or enhanced skills, knowledge, or attitudes Provided to teams, small groups, individuals(one to one) To Cover management, technical, or other topics Training options Instructor-led classroom Virtual classroom Self-paced e-learning Document reviews Interactive simulations On-the-job training TO Plan should be done as close to the point of solution use as possible. Training date to avoid delaying the overall solution deployment. Scheduling to identify missing knowledge, skills, or required attributes. Perform a gap analysis 17 D. Train team members and stakeholders
Training, coaching and mentoring / descriptions To Description Scope Item • Individually or as a group • Also known as “upskilling” • On any topic Learn skills for use in the present SKILLS Training • Individually or as a group • Puts learning into Practice Learn how to apply new skills or improve existing ones PRACTICES Coaching • Between a novice and a more experienced person • Internal or external to projects or organizations Development of personal and professional growth through long-term professional relationships. CAREER PATH Mentoring 18
Basic needs of a virtual team:  A shared goal  A clear purpose  Clarity on roles and expectations  Facilitate and ensure collaboration Virtual team member engagement challenges Managing engagement requires persistence and a focus on:  Team dynamics (Diversity of manner and behaviors)  Transparency (Clarifying info. without asking)  Accountability (Responsibility)  Attention to effective communication (Key for successful teams by including in the team charter, shared work hours for scheduling team meetings, a good retrospective) 19 E. Engage and Support Virtual Teams collaboration and team norms before focusing too much on tools.. Focus on the teams’ mutual commitments, achievements, and opportunities Reinforce a significant amount of feedback and reinforcement of the team goals and objectives Virtual teams require opportunities for members of a virtual team to meet in person to build relationships Provide to Implement Options for Virtual Team Member Engagement
Powers of a PM • For virtual teams, the risk of individual team members becoming isolated from other team members is inherent. • Important to focus on shared commitments vs. Individual accomplishments regarding tasks. • 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. As a project manager of a virtual team, you must reinforce the team goals over individual performance, and enable teams to self-organize and be accountable for deliverables. 20 Timeboxed meetings: (The team must decide how best to manage its calendar) Improve focus (toward the goal of visibility) - Encourage team to set clear agendas and objectives - Helps keep the work on track the progress of your teams Track meetings are not just status updates, but value commitments Ensure videoconferencing tools. Use your meetings. Timebox to Continually Evaluate the Effectiveness of Virtual Team Member Engagement
Project VISION used to guide a project, motivate the project team and further inspire those involved it’s short but should be powerful to communicate the project’s aim delivers the end goal of the project which must be aligned with the strategic goals the project team can use the project vision statement as a guide to follow and help them make decisions that align with the overall project vision 21 F. Build a Shared Understanding about a Project
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 content Purpose Measurable project objectives and related success criteria High-level requirements High-level project description, boundaries, and key deliverables Overall project risk Summary milestone schedules Pre-approved financial resources Key stakeholders list Project approval requirements Project exit criteria Assigned project manager and responsibility/authority level Name and authority of the project sponsor 22
Agile ceremonies • Scrum an agile framework for developing and sustaining complex products, with specific roles, events, and artifacts. • Sprint a timeboxed iteration in scrum. Come to agreement on which stories the team forecasts it will complete in the iteration. After agreement, the team determines which activities are required to deliver the iteration objectives. Sprint Planning A short 10-15-minute meeting held daily for the team to reaffirm commitment to its objectives for the iteration Daily Standup A review at the end of each iteration with the Product Owner and other customer stakeholders to review the progress of the product and receive feedback for that iteration. Sprint Review Reviews the team’s processes and practices and identifies ways for the team to improve its performance, collaboration, etc. Sprint Retrospective 23 Agile
Retrospective • Defining a vision statement and a team charter TO • Establish project context • Assist in team formation • Ensure proper alignment to the overall project vision Consensus: A decision-making process (Agile principle) Fist of Five Roman voting Polling Dot voting KICKOFF MEETING • A TIME SPECIFICALLY SET ASIDE FOR THE TEAM • Reflect on its performance and practices TO 24
Prioritization techniques to determine objectives Estimation Techniques Product backlog: An ordered list of user-centric requirements that a team maintains for a product. Agile 25
Business Case (economic feasibility Study) and Business Needs Documents are important to determine Project Methodology 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. (information, details, accuracy and clarity are increased – opacity and risk are decreased) Progressive Elaboration 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 A form of progressive elaboration -Decompose work down to the known level of detail during strategic planning(predictive) -Decompose work packages into activities as work progresses (Agile) Rolling Wave Planning concepts 26 A. Determine appropriate project methodology/methods and practices
Project Methodologies Adaptive (team works collaboratively with the customer) Agile/change-Driven -A project life cycle that is iterative or incremental - Changes are relatively easy - waste is not costly - Complex environment - end product is not fully known -goal :Customer value (user feedback) Iterative - Dynamic requirements - scope is generally determined - Activities repeated until correct - Single delivery - Goal: Correct solution Incremental - Dynamic requirements - scope is generally determined - frequent small deliveries - goal: Speed to deliver small increment Predictive /Plan Driven / waterfall -Changes are expensive - Predictability and coordinated timing -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 Hybrid -Includes adaptive and predictive -Shorter, iterative time frames -High stakeholder involvement -More in-depth requirements 27
B. Plan and manage scope Project Scope -The work performed to deliver a product -Measure completion of project scope against the project management plan Product Scope -The features and functions that characterize a product -Measure completion of the product scope against product requirements Two sides of one coin describes how the scope will be defined, developed, monitored, controlled, and validated. Should include processes to prepare a project scope statement Enables the creation of the WBS from the detailed project scope statement Establishes how the scope baseline will be approved and maintained Specifies how formal acceptance of the completed project deliverables will be obtained. 28
Project requirements: the 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 the project charter)  describes how requirements will be analyzed, documented, and managed  Include (How requirements activities will be planned, tracked, and reported, Configuration management activities, Requirement's prioritization process, Product metrics, Traceability structure) To Collecting and Eliciting Project Requirements To Collecting and Eliciting Project Requirements First of all, you have to review First of all, you have to review the scope management plan the scope management plan the requirements management plan the requirements management plan the stakeholder engagement plan the stakeholder engagement plan the project charter the project charter the stakeholder register the stakeholder register 29
e.g. Storyboarding Link project to other sectors Exclusive info. Comparing with the best Real environment With prequalified stakeholders Get all stakeholders review Accumulate information 30
Elicitation Techniques according to Decision Making Majority Unanimity Autocratic Plurality Elicitation Techniques according to Data Representation Affinity diagram Mind mapping large numbers of ideas to be classified for review and analysis individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas 31
Requirements Documentation -Business requirements -Stakeholder requirements -Solution requirements -Project requirements -Transition requirements -Requirements assumptions, dependencies and constraints Requirements Traceability Matrix All requirement information for tracing Collect to get 32 The description of the project scope, major deliverables, assumptions, and constraints. the scope management plan for the activities for developing, monitoring, and controlling the project scope. Review the project charter for the high-level project description and product characteristic and project approval requirements Review the requirements documentation Review tools and techniques such as expert judgment, product analysis, alternatives generation, multi-criteria decision analysis and facilitated workshops to define the project scope. Use the project scope statement and update any project documents, as needed. Document To develop Project Scope Statement 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 analysis  Requirements analysis  Systems engineering  Value engineering  Value analysis Optimized by
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 the scope management plan Review the project scope statement Review the requirements documentation Review The scope baseline Document To create WBS - A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. - might include(Resources required to complete the work-Quality requirements-Technical references-Cost estimations-Acceptance criteria-Agreement information) is the approved version of a project scope statement, WBS (work package, planning package), 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. 33
Agile Product and Iteration Backlogs A product backlog : is essentially a list of the expected work to deliver the product Living document drop off when work is completed focus on that value provided to the user 34
C. Plan and manage budget and resources Cost estimate: Developing an approximation of the cost for each activity in a project to make sound decisions and they establish baselines. Include (Direct labor-Materials-Equipment-Facilities-Services-Information technology-Contingency reserves- Indirect costs) Estimating Techniques Advantage/Disadvantage description Techniques Needs typical two projects, market stability no time consuming , not accurate Estimate a feature in a previous project for a new project Analogous estimating no time consuming Accuracy more than Analogous Similar previous project units are used to estimate a new project Parametric estimating very accurate May be very time consuming all items are segmented (the WBS has been well-defined) Bottom-up estimating Note that : The accuracy of project cost estimation increases during implementation. The acceptable accuracy limit is between -5% and +10% 35
Budget Estimates: Planned work Identified risk unforeseen risk 36
Cost Baseline The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. Funding Limit Reconciliation The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances (gaps) between the funding limits and the planned expenditures. (regulate the outgoing capital flow to protect against overspending) 37
Budget Planning by using “Burn rate” The rate at which the project consumes financial resources, representing negative cash flow. Burn rates are often used by agile projects to budget costs for planned iterations / sprints / increments. Resource Costs  Assign a blended rate  Estimate points (effort) using planning poker or affinity diagram to find the number of user stories that can be completed based on team velocity  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 Agile 38 the cost management plan Review the resource management plan Review The scope baseline (project scope statement, WBS, and WBS dictionary Review the project schedule for type, quantity, and duration of resources. check the risk register to consider any risks that may impact cost estimation. Review the project budget, creating a cost baseline. Document project funding requirements or cash flow to enable the project. Understand To determine a Budget
S-Curve S Curves for Monitoring and Reporting Project Progress . 39
40 D. Plan and Manage Schedule Project schedule An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.(Includes starting and finishing activities-Coordinates activities-Tracks schedule performance-use benchmarking and historical data in the initial stage ) 1- Schedule management plan A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. Components of the Schedule Management Plan: Control thresholds to be used for monitoring schedule performance Project schedule model used Rules of performance measurements to be used Accuracy of activity duration estimates Reporting formats to be used Units of measure to be used Process descriptions to explain how schedule management processes are to be documented throughout the project. Organizational procedure links used with the WBS
41 Agile Considerations Total project timeline may be developed Individual activities scheduled iteratively Two main iterative approaches Iterative scheduling with a backlog Progressive elaboration (rolling wave) techniques used to schedule activities Uses a specific time window, often two weeks Requirements defined in user stories Stories prioritized Selected based on priority and time box Remaining stories added to backlog Constructed later based on their priority Delivers business value early and incrementally Allows changes/adaptations during entire project Does not work well when there are complex dependency relationships On-demand scheduling Does not use traditional schedules Team members “pull” work from a queue when available Based on Kanban and Lean methodologies Provides incremental business value Levels out work of team members Works best when activities can be divided into equal amounts Does not work well when there are complex dependency relationships
42 2-Project Activities scheduled portion of work performed during the course of a project.(lowest level of the WBS) Agile Features Used to group related functionality together to deliver business value. Progress can be measured based on the features that have been accepted compared to features remaining. the schedule management plan Review The scope baseline (project scope statement, WBS, and WBS dictionary) Review SMEs (subject-matter expert) about unfamiliar material. consult To Estimate Project Activities
43 3-Activity Dependency(Sequence) An activity dependency is a logical relationship that exists between two project activities.
44 Precedence Relationships The logical relationship between activities that describes the sequence in which the activities should be carried out. the schedule management plan Review the activity list for all project schedule activities. Review The milestone list for the dates for specific schedule milestone events. Review the project scope statement . Review To Sequence Project Activities
45 4-Activity Duration Estimates: The quantitative assessment of the likely number of time periods that are required to complete an activity. Three-Point Estimation BETA Distribution (PERT average) Triangular Distribution (average) FORMULA E = (O + 4M + P) / 6 FORMULA E = (O + M + P) / 3 Takes into consideration “EXPERTISE” (weighted most likely) Takes into consideration “RISK” PERT Standard Deviation = (P - O) / 6 O=Optimistic , M=Most Likely , P=Pessimistic
SCHEDULE PRESENTATION FORMATS 46 • Shows start and end dates, duration, and order. • Shows precedence relationships. • Shows percentage completion and actual progress. • Used to present project status to the project team and management. • Provides the summary level view of a project’s milestones (start or end of an event). • Uses icons or symbols. • Useful for upper management, who are not interested in fine details.
47 Project Schedule Network Diagram with Dates • Assigns start and finish dates to activities. • Communicates the project status in terms of activity precedence relationships. Critical path* The sequence of activities that represents the longest path through a project, which determines the shortest possible duration Total float* The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
48 4-Develop Schedule: Levelling Smoothing Adjusts start and finish dates based on resource Constraints to balance demand for resources with available supply. Adjusts the activities of a schedule model to keep resource requirements within predefined resource limits and within free and total floats (rapprochement) Can change the critical path. Does not change the critical path is not changed nor delay the completion date. Use when shared or critically required resources have limited availability or are over- allocated Use when gap is little between demand and available
49 6-Control Schedule: Duo to changing of critical path , use schedule compression techniques Fast-tracking Crashing Perform activities in parallel to reduce time Shortens schedule duration for the least incremental cost by adding resources e.g. overtime, additional resources Overlap between activities Works only for activities on the critical path May result in increased risk May result in increased cost * Use Resource Calendar (A calendar that identifies the working days and shifts for which each specific resource is available) in Processes Project Schedule Management
50 Quality : The degree to which a set of inherent characteristics fulfill requirements. E. Plan and manage quality of Products/deliverables Regulations Standard Requirements imposed by a governmental body (mandatory) document established by an authority, custom, or general consent as a model or example (not mandatory) Quality Management Plan : How do quality manager do?
51 Cost of Quality : All costs incurred over the life of the product. Quality Metrics: A description of a project or product attribute and how to measure it.
Quality control tools: 1- Data Gathering 52
53 2- Data analysis Root Cause Analysis Performance Reviews • Using gathered data, identify the cause of the problem. • Goal is to pinpoint the exact cause. • Follow issue back to the initial trigger. • Earned value management • Trend analysis • Critical path method 3- Data Representation Cause and effect diagram Fishbone diagrams, why-why diagrams, or Ishikawa diagrams Scatter diagram shows the relationship between two variables
54 Control Charts and Variability exceed the range between the upper and lower control limits are considered to be an indication of instability Pareto chart rank causes of problems
55 F. Integrate project planning activities Integration : Assess consolidated project plans for dependencies, gaps, and continued business value Integration tools and techniques: Data gathering Expert judgment Brainstorming Checklists Focus groups Interviews Determine the appropriate methodology approach Customize the process to meet project needs Develop technical and management details Identify the project documents that will be Affected • Complexity (Interfaces are integrated with each other • Change (plans are changeable) Keep in mind plan of 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
56 the project charter for the high-level boundaries of the project Review outputs from other processes. Review tools and techniques Use the project management plan Document To Develop a Project Management Plan Agile Scrum of Scrums: 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.
57 G. Plan and Manage Procurement Procurement: the acquisition of goods and services from an external organization, vendor, or supplier to enable the deliverables of the project.
58 Procurement Documents / Bid and Proposal Activities: Details of work required Statement of Work (SOW) Bid/tender or quotation, including only cost Request for quotation (RFQ) Buyer requests expressions of interest in work Invitation for Bid (IFB) Buyer requests more information from seller Request for information (RFI) Buyer-issued statement of work required Request for proposal (RFP) ): Seller-issued expression of interest in work Expression of Interest (EOI) Procurement Management Plan: A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization (Dealing mechanism). 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. Business size and type Technical approach Overall or life-cycle cost Past performance of sellers Warranty Understanding of need References Financial capacity Technical capability Proprietary rights Production capacity and interest Management approach
59 Qualified Vendors: The list of qualified vendors can be created based on historical information about different vendors Bidder Conferences: Meeting to explain terms, conditions and clarifications to ensure all prospective vendors have a clear and common understanding 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(include :Description of the work, Delivery date, Responsibilities of both Parties, Applicable guarantees and warranties…etc.) Delivery Solution The goal of procurement is the delivery of procured goods or services by the supplier to the procuring organization through phases (Planning and analysis → Detailed design → installation → Testing → Training → Handover → Support and maintenance) Control Procurements process: The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts (during Implementation) Control Procurements process: The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts (During implementation: monitor seller cost, quality control, change control , monitor and control the project risks) Contract Change Control System The system used to collect, track, adjudicate, and communicate changes to a contract.
60 Traditional contract types Fixed-price (Lump-sum, protection to buyer, certainty) Firm fixed price (FFP) (Most common, not subject to Change unless the scope of work changes) Fixed price incentive fee (FPIF) (Allows for deviation from performance, with financial Incentives) Fixed price with economic price adjustments (FPEPA) (Allowing for predefined final adjustments to the price due to changed conditions) Cost reimbursable (Actual cost plus a fee, risk to buyer, parameter are uncertain) Cost plus fixed fee (CPFF) (Fee amounts do not change unless the project scope Changes) Cost plus incentive fee (CPIF) (Receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract.) Cost plus award fee (CPAF) Earned based on the satisfaction of certain broad subjective performance criteria Time and material (T&M) (Combines a negotiated hourly rate and full reimbursement, a precise statement of work cannot be quickly prescribed)
61 Types of contract changes Non-substantive changes Administrative changes : A substantive change to the contract requirements Contract modification : An additional agreement Supplemental agreement : the buyer may have caused through action or inaction Constructive changes : due to vendor default or for customer convenience Termination of contract : Description Legal Issue A promise, explicit or implied, that goods or services will meet a pre- determined standard. Warranty The giving up of a contract right, even inadvertently. Waiver Failure to meet some or all of the obligations of a contract. Breach of contract A letter sent to an individual or a business to stop (cease) allegedly illegal activities and not to undertake them again (desist). Cease and desist (C&D) letter Legal Concepts when Managing Disputes
62 that all required products or services were provided by the seller. Ensure that any buyer furnished property or information was returned to the buyer. Make sure any outstanding contracting issues. Are there any claims or investigations pending on this contract? Settle a procurement audit to identify the procurement process's successes and failures and evaluate the seller’s performance. Conduct any outstanding invoices and payments Address the complete contract file with the project archives Archive the seller with formal written notice that the contract has been completed. Provide that all procurements are closed and update OPA documents as needed. Communicate To close procurements
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 (help assure the success of the project) 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 Process for stage gate or phase reviews Process for review and approval of changes above the project manager's authority Project phases: A collection of logically related project activities that produce one or more deliverables (can be performed sequentially or can overlap). Phase gate (governance gate, tollgate, and kill point) 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 63
64 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: is a risk indicator.  Include a measure of probability and the impact of the risk  Types : positive risks or positive risks Risk Management Plan: Stakeholder risk appetite Funding Risk strategy probability and impact contingency reserves Methodology Probability and impact matrix Risk categories Roles and responsibilities Risk Identification tools: Description tool Description tool structured reviews of project plans Document analysis based on historical information Checklist analysis A predefined list of risk categories Prompt lists examines a problem Root cause analysis special meeting Meetings explores the validity Assumption and constraint analysis Individuals with the proper experience Expert judgment perspective of strengths, weaknesses, opportunities, and threats SWOT
65 Risk breakdown structure: a hierarchical chart that breaks down project risks starting with higher-level categories and continuing down into sub-levels of risk (24 categories) low high No Yes
66 Creation of risk probability and impact definition for unification of measurement to create matrix Qualitative risk analysis: Technique used to determine the probability of occurrence and the impact of each identified risk by (review quality of risk info. – categorized and prioritized risks – risk assessment)
Simulations • Use computer models • (Monte Carlo) Sensitivity analysis • Determine the greatest risk • (Tornado) Decision tree analysis • Branches represent decisions or events • The end-points of branches represent the outcome Influence diagrams • Related events • Used when decision trees are too complex Expected monetary value (EMV) • Multiply the “risk event probability” by the “risk event impact” 67 Quantitative Risk Analysis Methods (convert risk to quantity) Risks analysis Risks are addressed by priority Each risk is assigned a risk response A fallback plan can also be developed in case the primary strategy is not effective
68 Contingency plan: A risk response strategy developed in advance, before things go wrong ( include a fallback plan for risks with high impact)
B. Execute project to deliver business value To deliver business value→ → → → → → → establish and cultivate that urgency in your culture as an ongoing task by communicating the project's importance and vision keeping in mind the voice of the customer to create relevancy and personalize the value Business value: The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both. Product roadmap: Serves as a high-level visual summary of the product or products of the project to add value (identify strategies for example “Digital transformation roadmap”) Agile Minimum Viable Product (MVP) :The smallest collection of features that can be included in a product for customers to consider it functional (depend on feedback – ignites urgency and a sense of accomplishment) Minimum Business Increment(MBI) :The smallest amount of value that can be added to a product or service that benefits the business (used when MVP might be disruptive to the users and business - deliver bits of value sooner "quick wins”) 69
C. Manage communications 70
71 Communication requirements analysis: the Analytical technique to determine the information Needs of the project stakeholders through Interviews, workshops, study of lessons learned From previous projects, etc. Description Component Identifies all stakeholders, their communication needs, and preferred channels (e.g., email, meetings). Stakeholder Information Defines the goals of communication, such as keeping stakeholders informed or managing expectations. Communication Objectives Outlines the methods to be used, such as emails, reports, meetings, or project management software. Communication Methods Specifies how often each communication type will occur (e.g., weekly updates, monthly reviews). Frequency of Communication Designates who is responsible for each communication activity, such as project manager or team lead. Responsible Party Details steps to escalate communication issues if necessary to ensure prompt issue resolution. Escalation Process Describes how feedback will be gathered and addressed from stakeholders to improve communication. Feedback Mechanism A timeline or calendar showing scheduled communications for each phase of the project. Communication Schedule Lists tools or software that will be used for communication (e.g., Slack, Microsoft Teams, Zoom). Communication Tools Outlines procedures for handling confidential or sensitive information in communications. Confidentiality Guidelines Describes the format, frequency, and details to be included in performance reports shared with stakeholders. Performance Reporting The communications management plan
72 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. Real-time, two-way communication where participants actively engage (face-to-face meetings video and voice conferencing (virtual meetings) instant messaging (IM) and chat applications) Interactive One-way communication where information is sent to specific recipients without immediate interaction(email text messaging print media and documents) Push Information is made available, but recipients must retrieve it themselves (company website social media internal databases and knowledge repositories) Pull
73 D. Engage stakeholders Stakeholder Engagement Strategy :  to involve each project stakeholder based on needs, expectations, interests, and potential impact on the project.  And Creation and maintenance of relationships between the project team and stakeholders. Stakeholder Engagement Assessment Matrix: that compares current and desired stakeholder engagement levels.
74 E. Create Project Artifacts Project artifact: Any document related to the management of a project. The project team will create and maintain many artifacts during the life of the project, to allow reconstruction of the history of the project and to benefit other projects (living documents and updated) Traditional • Acceptance criteria-assumptions-business case-change requests-constraints-lessons learned Agile • Product backlog-product increment-product roadmap-product vision statement- release plan-sprint backlog Configuration management: A tool used to manage changes to a product or service being produced as well as changes to any project documents (control product iterations & ensure that product specifications are current) Configuration management system A collection of procedures used to track, monitor and control changes to these artifacts. Version control: A system that records changes to a file in a way that allows you to retrieve previous changes made to it (be updated) Storage/Distribution of Artifacts : • Artifacts should be stored in a location that is accessible to the people who use them • The system should be manageable given the complexity of the project
75 F. Manage project changes Change management plan: A component of the project management plan that establishes the 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 (responsibilities to answer question related to change) Causes of project changes Missed requirements New regulations Specification changes Inaccurate initial estimates Change control system: A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. (Forms - Tracking methods – Processes) Approved change requests: Requests that have been received and approved in accordance with the integrated change control plan and are ready to be scheduled for implementation Can include adjusts the performance of the project work Corrective action ensures the future performance of the project work with the project management plan. Preventive action modifies a non-conformance within the project Defect repair modifies a project document or plan Update
76 Change Control Strategy Updating related plans Course of action Analyzing the impact of the change Change documentation Change identification
77 G. Manage project issues Issue: A current condition or situation that may have an impact on the project objectives. In other words, it is an action item that the project team must address.(negative impact) Risks vs. Issues Focused on the present Focused on the future always be negative positive or negative documented in the Issue Log documented in the Risk Register Response is called a “workaround” Response is called a “risk response” Issue log: A document where information about issues is recorded and monitored. It is used to track Problems, inconsistencies, or conflicts that occur during the life of the project and require Investigation in order to work toward a resolution. Issue Resolution add them to the issue log issue should have an owner The due date should be realistic should be a regular topic of every status meeting Don’t hesitate to escalate an issue
78 H. Ensure knowledge transfer for project continuity Tacit knowledge (Personal knowledge) Explicit knowledge difficult to articulate and share such as beliefs, experience, and insights (by action, behavior, shadowing) codified using symbols such as words, numbers, and pictures. essential to provide the context of explicit knowledge. documented and shared with others Lessons learned to transfer knowledge :gained during project - both positive and negative experiences - May be (scheduling lessons learned-conflict management lessons learned- strategic lessons learned…etc.) Lessons-learned repository (A store of historical Information) Lessons-Learned Register (during project) Project Responsibilities Within the Team: The project manager has several interpersonal Skills (Leadership- Facilitation-Political awareness Networking) to encourage knowledge transfer Knowledge Transfer Approach shadowing and reverse shadowing Training Meetings, seminars Facilitating Networking
79 A. Lead a team The project manager is the visionary leader for the project: (Educating the team and other stakeholders-promoting teamwork and collaboration-assisting with project management tools and techniques-removing roadblocks-clarifying the project’s mission) Leadership Skills (type of power skills) Conflict management - Cultural awareness - Decision making - Facilitation - Meeting management - Negotiation - Networking - Observation/conversation - Servant Leadership - Team building Leadership Traits (Strong personal ethics, integrity, and trustworthiness - Interpersonal skills (communicator, collaborator, motivator) - Conceptual and analytical skills Leadership Styles: according to (Experience with project type - Team member maturity - Organizational governance structures-Distributed project teams) Characteristic Style Hierarchical, with the project manager making all decisions. Direct (predictive) Leader factors in opinions, but makes the decisions Consultative (predictive) Leader models desired behaviors(encourages the self-definition, self-discovery, and self-awareness by listening, coaching, and providing an environment which allows them to grow) Facilitate, Provide coaching and training, Remove work impediments, Focus on accomplishments Servant Leadership (Agile) Team operates autonomously (self-organized) Consensus/ Collaborative (agile) Style changes to fit context and maturity/experience of team. Situational (Hybrid)
80 Management Leadership Directing actions using a prescribed set of behaviors Guiding the team by using discussion and an exchange of ideas Valuable concept : a growth mindset is a belief that a person's capacities And talents can be improved over time so that :  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  Use political awareness and emotional intelligence 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 by (embrace diversity -trust and mutual respect - ensure ethical decision making)
Clasification of stakeholder Silence model Power grid Recognition Rewards  Intangible, experiential event  Tangible, consumable items  result of recipient’s behavior  result of reaching a specific outcome  Not restricted to a set time  Definite start and finish, or fixed time  Usually unexpected by recipient  Usually expected when goal is met  to increase recipient’s feeling of appreciation  to motivate towards a specific outcome 81
82 B. Support Team performance Keeping the Team on track by: Lead a Team , Support Team Performance, Address and Remove Impediments, Manage Conflict, Collaborate with Stakeholders, Mentor Relevant Stakeholders, Apply Emotional Intelligence The Project Manager’s Role (cannot be delegated) Manages project performance and changes Ensures creation and use of appropriate knowledge Provides a project management plan Ensures alignment of due dates Ensures completion of all project work Collects, analyzes and communicates project information Measures and monitors progress Makes integrated decisions about key changes Key performance indicator (KPI): A set metric used to evaluate a team’s performance against the project vision and objectives. (Specific or SMART, Measurable , Achievable , Relevant , Time-bound) Team Culture and Empowerment Important for team and manager Interfering with the team is disruptive and reduces motivation The Team should be included in : • Clarifying and prioritizing requirements • Splitting requirements into tasks • Estimating the effort
83 Keeping the Team on track by: Lead a Team , Support Team Performance, Address and Remove Impediments, Manage Conflict, Collaborate with Stakeholders, Mentor Relevant Stakeholders, Apply Emotional Intelligence Performance Assessment Tasks to Improve interaction, Solve issues, Deal with conflicts, Improve skills, Increase team cohesiveness
84 Monitor Scope “performance” Method Description of Scope Measure completion of project scope against the scope baseline. Scope baseline is: • Approved version of the project scope statement • Work breakdown structure (WBS) • Associated WBS dictionary Predictive Check user stories and DoD against customer feedback and product requirements Scope evolves from: • Initial product roadmap to • Release backlog to • Iteration backlogs Agile Continuous flow diagram : measure throughput, lead and cycle time (used in kanban) • 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
85 Physical resource management (equipment, materials, facilities, infrastructure) Ensures assigned resources are available “just in time” (JIT) and released when no longer needed Monitors planned vs actual utilization of resources Identifying and dealing with resource shortage/surplus promptly Monitoring expenditures Informing stakeholders of issues with relevant resources Evaluate and Manage Quality Control Quality process to: • Verify that deliverables meet functional and nonfunctional requirements • Identify and suggest improvements • Verify alignment with compliance requirements • Give feedback on any identified variances • Identify potential approaches to cure defects or other noncompliance • continuously monitors quality reports and recommendations! Predictive • Team, customer and product owner are responsible for setting and meeting quality goals and metrics • Feedback from iterations continuously monitor quality Agile
86 Verify deliverables based on quality standards and requirements(quality metrics ,tolerance)  The verified deliverables are presented to and accepted (validated) by the customer  Implement corrections and controls when quality standards are neither met nor within acceptable ranges (iteration H ,sprint/iteration review in scrum) Agile Monitor risks Questions to ask for decision-making • Are project assumptions still valid? • Have risks changed or been Retired? • Are risk management policies and Procedures being followed? • Have contingency reserves been Modified? • Do we need a risk audit? Review your Reserves :A method used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk Establishes the amount of contingency and management reserves needed Predictive Add risks raised during status meetings, standups or daily scrums, iteration reviews, retrospectives – or even informally – to the risk register Agile
87 TAUKMAN model Concept of 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.
88 Earned value management EVM: A methodology that combines scope, schedule, and resource measurements to assess project performance and progress indication Formula indicator it indicates whether the project is over or under budget. CV=EV−AC Cost Variance (CV) indicates whether the project is ahead or behind schedule. SV=EV−PV Schedule Variance (SV) A measure of cost efficiency for the work completed. CPI=EV/AC Cost Performance Index (CPI) A measure of schedule efficiency. SPI=EV/PV Schedule Performance Index (SPI) The expected total cost of the project, based on current performance EAC=BAC/CPI Estimate at Completion (EAC) The expected cost to finish all remaining project work. ETC=EAC−AC Estimate to Complete (ETC)
89 Value stream mapping 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. (optimizing process) Performance Reports such as Information Radiators - Earned Value Management Reports - Work performance Reports -Task Boards
90 C. Address and remove impediments, obstacles, and blockers Impediment An obstacle that prevents the team from achieving its objectives. Situations, conditions, and actions that slow down or hinder progress. (For example, the team not coming to a decision On a file saving location.) Impediments 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.) Obstacles 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.) Blockers Backlog assessment: assess product backlog, scheduled activities, and other lists of work items in reference to the hindrances. Agile Daily standup : 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 To answer : 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 as they are raised, addressed, and resolved, communication and proper oversight is increased. Methods for tracking might include Impediment task boards Handling impediments as servant leaders Aim to clear an unobstructed path and optimize the workplace to be free of obstacles (such as physical team space, shielding the team from non-value activities)
91 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 Effective conflict management leads to improved understanding, performance, and productivity Ineffective conflict management leads to Reduced productivity, Poor performance, Animosity, Destructive behavior
Use Leas’ Levels of Conflict 92
93 E. collaborate with stakeholders: address and remove impediments, obstacles, and blockers Stakeholder identification Analyze and document relevant information regarding stakeholder interest, involvement, interdependencies, influence, and potential impact on project success using tools such as expert judgment, questionnaires and surveys, brainstorming, stakeholder analysis and document analysis 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. Time frame and frequency for the distribution of required information Method for updating and refining the stakeholder engagement plan.
94 Collaboration Activities 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 Description Guideline Clearly outline the purpose and goals of the meeting in advance to keep discussions focused. Define Objectives Create a detailed agenda and share it with stakeholders before the meeting to set expectations. Prepare an Agenda Invite relevant stakeholders whose input or approval is needed; ensure all key voices are included. Identify Participants Allocate time for each agenda item and stick to it to keep the meeting on schedule. Set Time Limits Share necessary documents, reports, or data with stakeholders ahead of time for review. Provide Materials Set guidelines for respectful communication, such as one person speaking at a time. Establish Ground Rules Actively engage all stakeholders by asking questions and prompting discussion. Encourage Participation Keep discussions focused on agenda items, politely steering conversations back if they go off track. Stay on Topic Summarize key decisions and actions at the end of each agenda item to ensure understanding. Summarize Key Points Clearly assign tasks, responsibilities, and deadlines to stakeholders for follow-up after the meeting. Assign Action Items Document key discussions, decisions, and actions; share minutes with all participants afterward. Record Minutes Send a summary email with meeting outcomes, action items, and next steps to all attendees. Follow Up
95 F. Mentor relevant stakeholders  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. Examples  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
96 G. Apply emotional intelligence to promote team performance EI helps you understand your emotions and those of others to help minimize conflict Tools  Use Personality Research to Coach Team Members  Personality Indicators  Organizational theory: The study of how people, teams, and organizations behave Interpersonal Skills Personal Skills Social skills, Empathy Self-awareness, Self-regulation, Motivation
97 A. Manage 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 Compliance-related risks might include the identified risk, risk owner, impact of a realized risk, risk responses Configuration Management System Used to track and record the project’s deliverable components, including a description and the defined key attributes. Allows for tracking, versioning, and control Compliance information, including proof of validation that each deliverable meets identified compliance requirements. Handed over with the deliverables so customer can continue to track in their configuration management system.
98 Execution reports (give feedback for compliance activities) Project manager regularly creates execution reports. These include information about project activities, deliverable status, overall progress  Important to include status of risks including compliance-related risks, actions to be taken to manage the risks, testing and validation activities, audits Variance analysis variances related to compliance are critical because of potential impact on usability of the deliverable. Compliance five best practices Updated compliance needs and risks Documentation Prioritize compliance in risk planning Risk planning Includes quality/audit specialists and relevant legal/technical specialists Compliance council Formal process Compliance audit It’s your responsibility! Compliance stewardship Nonfunctional requirements (Imposed) (Availability, Capacity, Continuity, Security) common in IT
99 Sign-offs and approvals  Identify the necessary stakeholders authorized to sign off and approve on deliverables.  Must meet compliance requirements  After testing and validating deliverables, a compliance signoff provides early warning of potential threats to compliance Escalation procedures  When noncompliance issue is identified, determine if it’s within the tolerance level for the project manager to handle.  If beyond the tolerance level, then escalate the issue for adjudication. the legal, regulatory, and other constraints Define parts of the potential solution subject to compliance requirements, the scope of the compliance requirement, and the stakeholders Define the review and approval activities related to compliance requirements Track and manage the risks and risk responses related to compliance requirements Track and manage To identify and manage legal, regulatory, and other 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.
B. Evaluate and deliver project benefits and value 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. 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 OKRs are an effective goal-setting and leadership tool for communicating what you want to accomplish and what milestones you'll need to meet in order to accomplish it (used to define measurable goals and track their outcomes. It helps clarify investment ideas and the metrics used to measure success). 100
101 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. Additional tools Tools Comparative advantage analysis PESTLE: political, economic, socio-cultural, technical, legal, environmental Feasibility studies TECOP: technical, environmental, commercial, operational, political SWOT VUCA: volatility, uncertainty, complexity, ambiguity Value analysis (feasibility study) The process of examining each of the components of business value and understanding the cost of each one. To cost-effectively improve the components to increase the overall business value (low cost / high value) Benefits management plan A document that describes how and when the benefits of a project will be derived and measured (before the project and monitors after the project) Components (Target benefits- Strategic Alignment- Timeframe- Benefits owner- Metrics- Risks) Benefits Transition and Sustainment Responsibilities Agile Traditional Any improvements or modifications to delivered benefits are proposed as work for the next/future iteration and placed/reprioritized on the backlog Any improvement or modification to delivered benefits is a new project
102 Benefits Owner Agile Traditional The product owner is responsible for making sure project work reaps benefits for the organization. A benefits owner may be a business analyst, sponsor or operations manager Verify Benefits Realization Agile Traditional Using the chosen metrics, the product owner reports on progress for each tangible benefit In a predictive project, once the transition is complete, who is responsible for verifying that benefits are realized? Release management 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. Agile 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 savings.
103 Return on Investment (ROI): A financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested. Present Value(PV): The current value of a future sum of money or stream of cash flows given a specific rate of return Net Present Value(NPV): The present value of all cash outflows minus the present value of all cash inflows. Internal Rate of Return (IRR) The interest rate that makes the net present value of all cash flow equal to zero.
104 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. Customer categories are as follows: Detractors (0-6) - passives (7-8) (neglected) - 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. Decision tree analysis: A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
105 C. Evaluate and address internal and external business environment changes Internal business environment : 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. Backlog Reprioritization(Agile) Update baselines(traditional) Product owner re-prioritizes the backlog as stories or requirements change Should be updated to reflect any new Requirements.
106  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. Product Owner Duties Agile Scrum Master Duties  Facilitate communication between the team and stakeholders  Remove impediments that hinder team progress  Ensure the proper implementation of the Agile Scrum framework  Support and promote collaboration and continuous learning within the team  Organize and facilitate Agile Scrum meetings  Monitor team and project performance and suggest appropriate improvements  Guide and develop the skills of team members
107 D. Support organizational change 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. Change Management Framework
108 Plan for Change Define the knowledge transfer, training and readiness activities required to implement the change brought by the project Organizational Transformation for Project Practitioners
109 Roll Out Plan Once a change is approved and built, the project manager needs to plan for its successful implementation(define The knowledge transfer-Training- readiness activities required to implement the change) Organizational Structures Functional Projectized composite Weak matrixed Balanced matrixed strong matrixed
110 Project Management Office (PMO) A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques Agile Centers 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. PMO type definition Supportive PMOs Provide a consultative role to projects by supplying templates, best practices, training access to information, and lessons learned from other projects. Controlling PMOs Provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms, and tools; or conforming to governance. Directive PMOs Take control of the projects by directly managing the projects. A relatively small number of MPOs fall into this category.
E. Plan and manage project/phase closure  Project team resources are released to pursue other endeavors.  The planned work is completed.  In addition, all invoices are paid, contracts are closed out, and project lessons learned are discussed and documented.  Project or phase information is archived. Close project or phase criteria : any one of the following events can result in closure: During closeout Why Projects or Phases Close / Fulfillment Agile traditional 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. ACCEPTANCE CRITERIA A set of conditions that is required to be met before deliverables are accepted. 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 may be modified during a project life cycle Use the requirements traceability matrix to ensure completion and approval of all requirements o Significant risks are encountered that make the successful completion of the project impossible o The project or phase successfully met its completion objectives o The organization no longer needs the project deliverables o The requirements changed during execution to the point where the project is no longer feasible o Adequate funding is no longer available to complete the requirements 111
112 Close Project or Phase Activities FINAL REPORT:  A summary of the project’s information on performance, scope, schedule, quality, cost, and risks.  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) Agile traditional Every iteration output is handed to the product owner. Deliverables are handed to the customer or owner. Transition/handover specifications for deliverables are in the project management plan. 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) Final Report: Summary of project or phase performance result (for Post-project completion) might be Include(Description Scope-Objectives-Quality objectives-Cost objectives-Validation information-Schedule objectives-Benefits realization-Risks or issues encountered) Transition Planning Artifacts : might be Include (training- documentation – communication – support) Close-Out Meetings Sessions held at end of project or phase Involve Discussing the work and Reviewing lessons Learned
113 F. Employ continuous process improvement Continuous improvement: An ongoing effort to improve products, services, or processes. Might be implemented by an organization’s PMO. Assess Current CI Methods Processes →KPI improvement→ with time Continuous Improvement Approaches 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 – Retrospectives – Experiments)

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PMP trianing book summary for certification

  • 2. CONTENT * Introduction page 3 2 5-Keeping the Business in mind 4-Keeping the Team on Track 3-Doing the work 2-Starting the Project 1-Creating a High Performing Team 97 A. Manage Compliance Requirements 79 A. Lead a Team 64 A. Risk assessment and management 26 A. Determine the appropriate project methods methodology 9 A. Build a Team 100 B. Evaluate and Deliver Project Benefits and Value 82 B. Support Team Performance 69 B. Execute Project to Deliver Business Value 28 B. Plan and Scope Manage 14 B. Define Team Ground Rules 105 C. Evaluate and Address Internal and External Business Environment Changes 90 C. Address and Remove Impediments 70 C. Manage Communications 35 C. Plan and Manage Budget and Resources 16 C. Empower Team Members and Stakeholders 107 D. Support Organizational Change 91 D. Manage Conflict 73 D. Engage Stakeholders 40 D. Plan and Manage Schedule 17 D. Train team members and stakeholders 111 E. Plan and manage PROJECT/PHASE CLOSURE IN LESSON 93 E. Collaborate with stakeholders 74 E. Create Project Artifacts 50 E. Plan of Deliverables and Manage Quality 19 E. Engage and Support Virtual Teams 113 F. Employ continuous process improvement 95 F. Mentor Relevant Stakeholders 75 F. Manage Project Changes 55 F. Integrate Project Planning Activities 21 F. Build a Shared Understanding about a Project 96 G. Apply Emotional Intelligence to Promote Team performance 77 G. Manage Project Issues 57 G. Plan and Manage Procurement 78 H. Ensure Knowledge Transfer for Project Continuity 63 H. Establish Project Governance Structure
  • 3. Project management : “application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” Introduction 3
  • 4. 4 • WHAT IS A PROJECT? Temporary effort to create an outcome vary by: • 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. • Outcomes (tangible or intangible )
  • 5. Organizational process assets (OPAs) plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. 5 OPAs Examples Guidelines and criteria for aligning project work Specific organizational standards Standard templates for project work Organizational communications requirements Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Procedures for officially closing a project Corporate knowledge base is a repository for storing project information Project files Policies, procedures, and guidelines Human resources documentation Lessons-learned repository Should be reviewed in diff. project plans. Enterprise environmental factors (EEFs) conditions, not under the immediate control of the team, that can influence, constrain, or direct the project, program, or portfolio EEFs Examples Project Management Information Systems Stakeholder risk tolerances Existing human resources Organizational culture, structure, and governance Languages, time zones, and other countries' holiday schedules Political climate and situations Personnel administration Geographic distribution of facilities and resources. Organization's established communications channels Company work authorization systems Government or industry Standards Commercial databases Marketplace conditions IT infrastructure Should be reviewed in diff. project plans
  • 6. ORGANIZATIONAL PROJECT MANAGEMENT (OPM) :– Strategy execution framework that coordinates project, program, portfolio and operations management, and which enables organizations to deliver on strategy Portfolio Management • Collection of projects, programs, subsidiary portfolios and operations managed in a group to achieve strategic objectives • Aligns with business strategies Program Management • Group of related projects, subsidiary programs and program activities managed in a coordinated manner to obtain benefits not available from managing them individually • Controls components and interdependencies to realize benefits Project Management • Part of a broader program portfolio or both • Enables achievement of organizational goals and objectives 6
  • 7. Role of the project manager(domains) Project Manager Organization leaders stakeholders Resources Team members Project sponsor Functional Managers Third-party provider PMO Project Management Principles 1.Be a diligent, respectful and caring steward. 2. Recognize, evaluate and respond to system interactions. 3. Navigate complexity 4. Create a collaborative project team environment 5. Demonstrate leadership behaviors 6. Optimize risk responses 7. Effectively engage with stakeholders 8. Tailor based on context 9. Embrace adaptability and resiliency 10.Focus on value 11.Build quality into processes and deliverables 12.Enable change to achieve the envisioned future state Take advantage of it 7
  • 8. 8
  • 9. Project team :A set of individuals who support the project manager in performing the work of the project to achieve its objectives like. (Project workers-sponsors-customers-sellers-business partners-organizational groups-functional managers-other roles that contribute to the project) Project Stakeholders  Individual, group, or organization  May or may not be involved in project work  May have competing interests, needs, priorities, and opinions 9 A. Build a team
  • 10. Project Team Member Requirements 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. 10
  • 11. interpersonal skills that each member of the project team will need to establish and maintain relationships with other people. Conflict management – Cultural awareness – Decision making – Facilitation – Leadership – Meeting management – Negotiation – Networking - Observation/conversation – Servant Leadership - Team building Pre-Assignment Tools Attitudinal surveys • Go beyond surveys with always-on employee experience listening Specific Assessment • used to assess an isolated need or a combination of specific needs relevant to one educational or psychological area Structured interviews • an employment assessment tool where every part of the process is kept consistent Ability tests • standardised methods of assessing an individual's performance in different work-related tasks or situations Focus groups • a research technique used to collect data through group interaction Enhance team knowledge and skills Reduce cost, time, and to improve quality Improve trust within the team Reduce conflicts and improve teamwork Team Improvement Create a collaborative culture Improve individual and team performance and facilitate mutual training and monitoring Empower the team be engaged in decision making and ownership of proposed solutions 11
  • 12. 12 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.
  • 13. 13 Consist of  Resource controls for the management of physical resources to support the team  Project team resource management (guidance on the lifecycle of the team resources; how they are defined, staffed, managed, and eventually released)  Identification of resources (labor, materials, facilities, equipment, consultants, services, supplies, utilities)  Recognition plan (how team members are rewarded and recognized)  Training strategies and requirements.  Acquisition of resources  Roles and responsibilities (job description)  Team development methods to be used (empower, coaching, collaboration)  Project organization chart(defines the project team members and their reporting relationships) Project responsibilities within the team: Agile In an agile approach, self-organizing teams assess the work requirements and determine who will do the work. Traditional In traditional project management approaches, use a work breakdown structure to assign work to team Considerations when assigning resources to responsibilities: Experience - knowledge - skills attitude - international factors
  • 14. B. Define team ground rules Include all actions considered acceptable and unacceptable in the project management context for :  Communicate organizational principles with team and external stakeholders  Establish an environment that fosters adherence to the ground rules  Manage and rectify ground rule violations Team charter: A document that enables the team to establish its values, agreements, and practices as it performs its work together. The team’s shared values(Transparency, Credibility, Commitment). 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 (physical or online). Other team agreements (such as shared hours, improvement activities). 14
  • 15. CODE OF ETHICS AND PROFESSIONAL CONDUCT • Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct. • Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from competing self interest, prejudice, and favoritism. • Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. • Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result Respon sibility Respect Honesty Fairness Guidelines to Manage and Rectify Ground Rule Violations In the team charter, the ground rules are established. Violations of the ground rules require the team and project manager to assess opportunities for remediation. For serious violations, removing or replacing the offending team member may be required. Team needs to focus on its core values that include accountability, shared expectations, and transparency where appropriate. 15
  • 16. C. Empower team members and stakeholders • Critical to understand the skills and competencies need by members to perform their work and produce deliverables.(For Empower) • Identify team strengths and weaknesses to organize around team strengths (SWOT). • SWOT analysis is a simple but powerful tool to Estimate. The people doing the work should perform the estimating tasks because they have the best knowledge of:- The risks, Level of effort and Potential pitfalls.  Traditional project managers use hours of effort. (Three-point estimating is one example.)  Agile projects avoid using absolute time estimates. (Story Point technique provides a unit-less measure estimation) Other techniques (T-shirt Sizing, Planning Poker or scum poker using a deck of cards with modified Fibonacci numbers ) 16 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
  • 17. Training: An activity in which team members acquire new or enhanced skills, knowledge, or attitudes Provided to teams, small groups, individuals(one to one) To Cover management, technical, or other topics Training options Instructor-led classroom Virtual classroom Self-paced e-learning Document reviews Interactive simulations On-the-job training TO Plan should be done as close to the point of solution use as possible. Training date to avoid delaying the overall solution deployment. Scheduling to identify missing knowledge, skills, or required attributes. Perform a gap analysis 17 D. Train team members and stakeholders
  • 18. Training, coaching and mentoring / descriptions To Description Scope Item • Individually or as a group • Also known as “upskilling” • On any topic Learn skills for use in the present SKILLS Training • Individually or as a group • Puts learning into Practice Learn how to apply new skills or improve existing ones PRACTICES Coaching • Between a novice and a more experienced person • Internal or external to projects or organizations Development of personal and professional growth through long-term professional relationships. CAREER PATH Mentoring 18
  • 19. Basic needs of a virtual team:  A shared goal  A clear purpose  Clarity on roles and expectations  Facilitate and ensure collaboration Virtual team member engagement challenges Managing engagement requires persistence and a focus on:  Team dynamics (Diversity of manner and behaviors)  Transparency (Clarifying info. without asking)  Accountability (Responsibility)  Attention to effective communication (Key for successful teams by including in the team charter, shared work hours for scheduling team meetings, a good retrospective) 19 E. Engage and Support Virtual Teams collaboration and team norms before focusing too much on tools.. Focus on the teams’ mutual commitments, achievements, and opportunities Reinforce a significant amount of feedback and reinforcement of the team goals and objectives Virtual teams require opportunities for members of a virtual team to meet in person to build relationships Provide to Implement Options for Virtual Team Member Engagement
  • 20. Powers of a PM • For virtual teams, the risk of individual team members becoming isolated from other team members is inherent. • Important to focus on shared commitments vs. Individual accomplishments regarding tasks. • 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. As a project manager of a virtual team, you must reinforce the team goals over individual performance, and enable teams to self-organize and be accountable for deliverables. 20 Timeboxed meetings: (The team must decide how best to manage its calendar) Improve focus (toward the goal of visibility) - Encourage team to set clear agendas and objectives - Helps keep the work on track the progress of your teams Track meetings are not just status updates, but value commitments Ensure videoconferencing tools. Use your meetings. Timebox to Continually Evaluate the Effectiveness of Virtual Team Member Engagement
  • 21. Project VISION used to guide a project, motivate the project team and further inspire those involved it’s short but should be powerful to communicate the project’s aim delivers the end goal of the project which must be aligned with the strategic goals the project team can use the project vision statement as a guide to follow and help them make decisions that align with the overall project vision 21 F. Build a Shared Understanding about a Project
  • 22. 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 content Purpose Measurable project objectives and related success criteria High-level requirements High-level project description, boundaries, and key deliverables Overall project risk Summary milestone schedules Pre-approved financial resources Key stakeholders list Project approval requirements Project exit criteria Assigned project manager and responsibility/authority level Name and authority of the project sponsor 22
  • 23. Agile ceremonies • Scrum an agile framework for developing and sustaining complex products, with specific roles, events, and artifacts. • Sprint a timeboxed iteration in scrum. Come to agreement on which stories the team forecasts it will complete in the iteration. After agreement, the team determines which activities are required to deliver the iteration objectives. Sprint Planning A short 10-15-minute meeting held daily for the team to reaffirm commitment to its objectives for the iteration Daily Standup A review at the end of each iteration with the Product Owner and other customer stakeholders to review the progress of the product and receive feedback for that iteration. Sprint Review Reviews the team’s processes and practices and identifies ways for the team to improve its performance, collaboration, etc. Sprint Retrospective 23 Agile
  • 24. Retrospective • Defining a vision statement and a team charter TO • Establish project context • Assist in team formation • Ensure proper alignment to the overall project vision Consensus: A decision-making process (Agile principle) Fist of Five Roman voting Polling Dot voting KICKOFF MEETING • A TIME SPECIFICALLY SET ASIDE FOR THE TEAM • Reflect on its performance and practices TO 24
  • 25. Prioritization techniques to determine objectives Estimation Techniques Product backlog: An ordered list of user-centric requirements that a team maintains for a product. Agile 25
  • 26. Business Case (economic feasibility Study) and Business Needs Documents are important to determine Project Methodology 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. (information, details, accuracy and clarity are increased – opacity and risk are decreased) Progressive Elaboration 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 A form of progressive elaboration -Decompose work down to the known level of detail during strategic planning(predictive) -Decompose work packages into activities as work progresses (Agile) Rolling Wave Planning concepts 26 A. Determine appropriate project methodology/methods and practices
  • 27. Project Methodologies Adaptive (team works collaboratively with the customer) Agile/change-Driven -A project life cycle that is iterative or incremental - Changes are relatively easy - waste is not costly - Complex environment - end product is not fully known -goal :Customer value (user feedback) Iterative - Dynamic requirements - scope is generally determined - Activities repeated until correct - Single delivery - Goal: Correct solution Incremental - Dynamic requirements - scope is generally determined - frequent small deliveries - goal: Speed to deliver small increment Predictive /Plan Driven / waterfall -Changes are expensive - Predictability and coordinated timing -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 Hybrid -Includes adaptive and predictive -Shorter, iterative time frames -High stakeholder involvement -More in-depth requirements 27
  • 28. B. Plan and manage scope Project Scope -The work performed to deliver a product -Measure completion of project scope against the project management plan Product Scope -The features and functions that characterize a product -Measure completion of the product scope against product requirements Two sides of one coin describes how the scope will be defined, developed, monitored, controlled, and validated. Should include processes to prepare a project scope statement Enables the creation of the WBS from the detailed project scope statement Establishes how the scope baseline will be approved and maintained Specifies how formal acceptance of the completed project deliverables will be obtained. 28
  • 29. Project requirements: the 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 the project charter)  describes how requirements will be analyzed, documented, and managed  Include (How requirements activities will be planned, tracked, and reported, Configuration management activities, Requirement's prioritization process, Product metrics, Traceability structure) To Collecting and Eliciting Project Requirements To Collecting and Eliciting Project Requirements First of all, you have to review First of all, you have to review the scope management plan the scope management plan the requirements management plan the requirements management plan the stakeholder engagement plan the stakeholder engagement plan the project charter the project charter the stakeholder register the stakeholder register 29
  • 30. e.g. Storyboarding Link project to other sectors Exclusive info. Comparing with the best Real environment With prequalified stakeholders Get all stakeholders review Accumulate information 30
  • 31. Elicitation Techniques according to Decision Making Majority Unanimity Autocratic Plurality Elicitation Techniques according to Data Representation Affinity diagram Mind mapping large numbers of ideas to be classified for review and analysis individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas 31
  • 32. Requirements Documentation -Business requirements -Stakeholder requirements -Solution requirements -Project requirements -Transition requirements -Requirements assumptions, dependencies and constraints Requirements Traceability Matrix All requirement information for tracing Collect to get 32 The description of the project scope, major deliverables, assumptions, and constraints. the scope management plan for the activities for developing, monitoring, and controlling the project scope. Review the project charter for the high-level project description and product characteristic and project approval requirements Review the requirements documentation Review tools and techniques such as expert judgment, product analysis, alternatives generation, multi-criteria decision analysis and facilitated workshops to define the project scope. Use the project scope statement and update any project documents, as needed. Document To develop Project Scope Statement 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 analysis  Requirements analysis  Systems engineering  Value engineering  Value analysis Optimized by
  • 33. 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 the scope management plan Review the project scope statement Review the requirements documentation Review The scope baseline Document To create WBS - A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. - might include(Resources required to complete the work-Quality requirements-Technical references-Cost estimations-Acceptance criteria-Agreement information) is the approved version of a project scope statement, WBS (work package, planning package), 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. 33
  • 34. Agile Product and Iteration Backlogs A product backlog : is essentially a list of the expected work to deliver the product Living document drop off when work is completed focus on that value provided to the user 34
  • 35. C. Plan and manage budget and resources Cost estimate: Developing an approximation of the cost for each activity in a project to make sound decisions and they establish baselines. Include (Direct labor-Materials-Equipment-Facilities-Services-Information technology-Contingency reserves- Indirect costs) Estimating Techniques Advantage/Disadvantage description Techniques Needs typical two projects, market stability no time consuming , not accurate Estimate a feature in a previous project for a new project Analogous estimating no time consuming Accuracy more than Analogous Similar previous project units are used to estimate a new project Parametric estimating very accurate May be very time consuming all items are segmented (the WBS has been well-defined) Bottom-up estimating Note that : The accuracy of project cost estimation increases during implementation. The acceptable accuracy limit is between -5% and +10% 35
  • 36. Budget Estimates: Planned work Identified risk unforeseen risk 36
  • 37. Cost Baseline The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. Funding Limit Reconciliation The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances (gaps) between the funding limits and the planned expenditures. (regulate the outgoing capital flow to protect against overspending) 37
  • 38. Budget Planning by using “Burn rate” The rate at which the project consumes financial resources, representing negative cash flow. Burn rates are often used by agile projects to budget costs for planned iterations / sprints / increments. Resource Costs  Assign a blended rate  Estimate points (effort) using planning poker or affinity diagram to find the number of user stories that can be completed based on team velocity  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 Agile 38 the cost management plan Review the resource management plan Review The scope baseline (project scope statement, WBS, and WBS dictionary Review the project schedule for type, quantity, and duration of resources. check the risk register to consider any risks that may impact cost estimation. Review the project budget, creating a cost baseline. Document project funding requirements or cash flow to enable the project. Understand To determine a Budget
  • 39. S-Curve S Curves for Monitoring and Reporting Project Progress . 39
  • 40. 40 D. Plan and Manage Schedule Project schedule An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.(Includes starting and finishing activities-Coordinates activities-Tracks schedule performance-use benchmarking and historical data in the initial stage ) 1- Schedule management plan A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. Components of the Schedule Management Plan: Control thresholds to be used for monitoring schedule performance Project schedule model used Rules of performance measurements to be used Accuracy of activity duration estimates Reporting formats to be used Units of measure to be used Process descriptions to explain how schedule management processes are to be documented throughout the project. Organizational procedure links used with the WBS
  • 41. 41 Agile Considerations Total project timeline may be developed Individual activities scheduled iteratively Two main iterative approaches Iterative scheduling with a backlog Progressive elaboration (rolling wave) techniques used to schedule activities Uses a specific time window, often two weeks Requirements defined in user stories Stories prioritized Selected based on priority and time box Remaining stories added to backlog Constructed later based on their priority Delivers business value early and incrementally Allows changes/adaptations during entire project Does not work well when there are complex dependency relationships On-demand scheduling Does not use traditional schedules Team members “pull” work from a queue when available Based on Kanban and Lean methodologies Provides incremental business value Levels out work of team members Works best when activities can be divided into equal amounts Does not work well when there are complex dependency relationships
  • 42. 42 2-Project Activities scheduled portion of work performed during the course of a project.(lowest level of the WBS) Agile Features Used to group related functionality together to deliver business value. Progress can be measured based on the features that have been accepted compared to features remaining. the schedule management plan Review The scope baseline (project scope statement, WBS, and WBS dictionary) Review SMEs (subject-matter expert) about unfamiliar material. consult To Estimate Project Activities
  • 43. 43 3-Activity Dependency(Sequence) An activity dependency is a logical relationship that exists between two project activities.
  • 44. 44 Precedence Relationships The logical relationship between activities that describes the sequence in which the activities should be carried out. the schedule management plan Review the activity list for all project schedule activities. Review The milestone list for the dates for specific schedule milestone events. Review the project scope statement . Review To Sequence Project Activities
  • 45. 45 4-Activity Duration Estimates: The quantitative assessment of the likely number of time periods that are required to complete an activity. Three-Point Estimation BETA Distribution (PERT average) Triangular Distribution (average) FORMULA E = (O + 4M + P) / 6 FORMULA E = (O + M + P) / 3 Takes into consideration “EXPERTISE” (weighted most likely) Takes into consideration “RISK” PERT Standard Deviation = (P - O) / 6 O=Optimistic , M=Most Likely , P=Pessimistic
  • 46. SCHEDULE PRESENTATION FORMATS 46 • Shows start and end dates, duration, and order. • Shows precedence relationships. • Shows percentage completion and actual progress. • Used to present project status to the project team and management. • Provides the summary level view of a project’s milestones (start or end of an event). • Uses icons or symbols. • Useful for upper management, who are not interested in fine details.
  • 47. 47 Project Schedule Network Diagram with Dates • Assigns start and finish dates to activities. • Communicates the project status in terms of activity precedence relationships. Critical path* The sequence of activities that represents the longest path through a project, which determines the shortest possible duration Total float* The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
  • 48. 48 4-Develop Schedule: Levelling Smoothing Adjusts start and finish dates based on resource Constraints to balance demand for resources with available supply. Adjusts the activities of a schedule model to keep resource requirements within predefined resource limits and within free and total floats (rapprochement) Can change the critical path. Does not change the critical path is not changed nor delay the completion date. Use when shared or critically required resources have limited availability or are over- allocated Use when gap is little between demand and available
  • 49. 49 6-Control Schedule: Duo to changing of critical path , use schedule compression techniques Fast-tracking Crashing Perform activities in parallel to reduce time Shortens schedule duration for the least incremental cost by adding resources e.g. overtime, additional resources Overlap between activities Works only for activities on the critical path May result in increased risk May result in increased cost * Use Resource Calendar (A calendar that identifies the working days and shifts for which each specific resource is available) in Processes Project Schedule Management
  • 50. 50 Quality : The degree to which a set of inherent characteristics fulfill requirements. E. Plan and manage quality of Products/deliverables Regulations Standard Requirements imposed by a governmental body (mandatory) document established by an authority, custom, or general consent as a model or example (not mandatory) Quality Management Plan : How do quality manager do?
  • 51. 51 Cost of Quality : All costs incurred over the life of the product. Quality Metrics: A description of a project or product attribute and how to measure it.
  • 52. Quality control tools: 1- Data Gathering 52
  • 53. 53 2- Data analysis Root Cause Analysis Performance Reviews • Using gathered data, identify the cause of the problem. • Goal is to pinpoint the exact cause. • Follow issue back to the initial trigger. • Earned value management • Trend analysis • Critical path method 3- Data Representation Cause and effect diagram Fishbone diagrams, why-why diagrams, or Ishikawa diagrams Scatter diagram shows the relationship between two variables
  • 54. 54 Control Charts and Variability exceed the range between the upper and lower control limits are considered to be an indication of instability Pareto chart rank causes of problems
  • 55. 55 F. Integrate project planning activities Integration : Assess consolidated project plans for dependencies, gaps, and continued business value Integration tools and techniques: Data gathering Expert judgment Brainstorming Checklists Focus groups Interviews Determine the appropriate methodology approach Customize the process to meet project needs Develop technical and management details Identify the project documents that will be Affected • Complexity (Interfaces are integrated with each other • Change (plans are changeable) Keep in mind plan of 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
  • 56. 56 the project charter for the high-level boundaries of the project Review outputs from other processes. Review tools and techniques Use the project management plan Document To Develop a Project Management Plan Agile Scrum of Scrums: 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.
  • 57. 57 G. Plan and Manage Procurement Procurement: the acquisition of goods and services from an external organization, vendor, or supplier to enable the deliverables of the project.
  • 58. 58 Procurement Documents / Bid and Proposal Activities: Details of work required Statement of Work (SOW) Bid/tender or quotation, including only cost Request for quotation (RFQ) Buyer requests expressions of interest in work Invitation for Bid (IFB) Buyer requests more information from seller Request for information (RFI) Buyer-issued statement of work required Request for proposal (RFP) ): Seller-issued expression of interest in work Expression of Interest (EOI) Procurement Management Plan: A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization (Dealing mechanism). 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. Business size and type Technical approach Overall or life-cycle cost Past performance of sellers Warranty Understanding of need References Financial capacity Technical capability Proprietary rights Production capacity and interest Management approach
  • 59. 59 Qualified Vendors: The list of qualified vendors can be created based on historical information about different vendors Bidder Conferences: Meeting to explain terms, conditions and clarifications to ensure all prospective vendors have a clear and common understanding 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(include :Description of the work, Delivery date, Responsibilities of both Parties, Applicable guarantees and warranties…etc.) Delivery Solution The goal of procurement is the delivery of procured goods or services by the supplier to the procuring organization through phases (Planning and analysis → Detailed design → installation → Testing → Training → Handover → Support and maintenance) Control Procurements process: The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts (during Implementation) Control Procurements process: The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts (During implementation: monitor seller cost, quality control, change control , monitor and control the project risks) Contract Change Control System The system used to collect, track, adjudicate, and communicate changes to a contract.
  • 60. 60 Traditional contract types Fixed-price (Lump-sum, protection to buyer, certainty) Firm fixed price (FFP) (Most common, not subject to Change unless the scope of work changes) Fixed price incentive fee (FPIF) (Allows for deviation from performance, with financial Incentives) Fixed price with economic price adjustments (FPEPA) (Allowing for predefined final adjustments to the price due to changed conditions) Cost reimbursable (Actual cost plus a fee, risk to buyer, parameter are uncertain) Cost plus fixed fee (CPFF) (Fee amounts do not change unless the project scope Changes) Cost plus incentive fee (CPIF) (Receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract.) Cost plus award fee (CPAF) Earned based on the satisfaction of certain broad subjective performance criteria Time and material (T&M) (Combines a negotiated hourly rate and full reimbursement, a precise statement of work cannot be quickly prescribed)
  • 61. 61 Types of contract changes Non-substantive changes Administrative changes : A substantive change to the contract requirements Contract modification : An additional agreement Supplemental agreement : the buyer may have caused through action or inaction Constructive changes : due to vendor default or for customer convenience Termination of contract : Description Legal Issue A promise, explicit or implied, that goods or services will meet a pre- determined standard. Warranty The giving up of a contract right, even inadvertently. Waiver Failure to meet some or all of the obligations of a contract. Breach of contract A letter sent to an individual or a business to stop (cease) allegedly illegal activities and not to undertake them again (desist). Cease and desist (C&D) letter Legal Concepts when Managing Disputes
  • 62. 62 that all required products or services were provided by the seller. Ensure that any buyer furnished property or information was returned to the buyer. Make sure any outstanding contracting issues. Are there any claims or investigations pending on this contract? Settle a procurement audit to identify the procurement process's successes and failures and evaluate the seller’s performance. Conduct any outstanding invoices and payments Address the complete contract file with the project archives Archive the seller with formal written notice that the contract has been completed. Provide that all procurements are closed and update OPA documents as needed. Communicate To close procurements
  • 63. 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 (help assure the success of the project) 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 Process for stage gate or phase reviews Process for review and approval of changes above the project manager's authority Project phases: A collection of logically related project activities that produce one or more deliverables (can be performed sequentially or can overlap). Phase gate (governance gate, tollgate, and kill point) 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 63
  • 64. 64 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: is a risk indicator.  Include a measure of probability and the impact of the risk  Types : positive risks or positive risks Risk Management Plan: Stakeholder risk appetite Funding Risk strategy probability and impact contingency reserves Methodology Probability and impact matrix Risk categories Roles and responsibilities Risk Identification tools: Description tool Description tool structured reviews of project plans Document analysis based on historical information Checklist analysis A predefined list of risk categories Prompt lists examines a problem Root cause analysis special meeting Meetings explores the validity Assumption and constraint analysis Individuals with the proper experience Expert judgment perspective of strengths, weaknesses, opportunities, and threats SWOT
  • 65. 65 Risk breakdown structure: a hierarchical chart that breaks down project risks starting with higher-level categories and continuing down into sub-levels of risk (24 categories) low high No Yes
  • 66. 66 Creation of risk probability and impact definition for unification of measurement to create matrix Qualitative risk analysis: Technique used to determine the probability of occurrence and the impact of each identified risk by (review quality of risk info. – categorized and prioritized risks – risk assessment)
  • 67. Simulations • Use computer models • (Monte Carlo) Sensitivity analysis • Determine the greatest risk • (Tornado) Decision tree analysis • Branches represent decisions or events • The end-points of branches represent the outcome Influence diagrams • Related events • Used when decision trees are too complex Expected monetary value (EMV) • Multiply the “risk event probability” by the “risk event impact” 67 Quantitative Risk Analysis Methods (convert risk to quantity) Risks analysis Risks are addressed by priority Each risk is assigned a risk response A fallback plan can also be developed in case the primary strategy is not effective
  • 68. 68 Contingency plan: A risk response strategy developed in advance, before things go wrong ( include a fallback plan for risks with high impact)
  • 69. B. Execute project to deliver business value To deliver business value→ → → → → → → establish and cultivate that urgency in your culture as an ongoing task by communicating the project's importance and vision keeping in mind the voice of the customer to create relevancy and personalize the value Business value: The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both. Product roadmap: Serves as a high-level visual summary of the product or products of the project to add value (identify strategies for example “Digital transformation roadmap”) Agile Minimum Viable Product (MVP) :The smallest collection of features that can be included in a product for customers to consider it functional (depend on feedback – ignites urgency and a sense of accomplishment) Minimum Business Increment(MBI) :The smallest amount of value that can be added to a product or service that benefits the business (used when MVP might be disruptive to the users and business - deliver bits of value sooner "quick wins”) 69
  • 71. 71 Communication requirements analysis: the Analytical technique to determine the information Needs of the project stakeholders through Interviews, workshops, study of lessons learned From previous projects, etc. Description Component Identifies all stakeholders, their communication needs, and preferred channels (e.g., email, meetings). Stakeholder Information Defines the goals of communication, such as keeping stakeholders informed or managing expectations. Communication Objectives Outlines the methods to be used, such as emails, reports, meetings, or project management software. Communication Methods Specifies how often each communication type will occur (e.g., weekly updates, monthly reviews). Frequency of Communication Designates who is responsible for each communication activity, such as project manager or team lead. Responsible Party Details steps to escalate communication issues if necessary to ensure prompt issue resolution. Escalation Process Describes how feedback will be gathered and addressed from stakeholders to improve communication. Feedback Mechanism A timeline or calendar showing scheduled communications for each phase of the project. Communication Schedule Lists tools or software that will be used for communication (e.g., Slack, Microsoft Teams, Zoom). Communication Tools Outlines procedures for handling confidential or sensitive information in communications. Confidentiality Guidelines Describes the format, frequency, and details to be included in performance reports shared with stakeholders. Performance Reporting The communications management plan
  • 72. 72 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. Real-time, two-way communication where participants actively engage (face-to-face meetings video and voice conferencing (virtual meetings) instant messaging (IM) and chat applications) Interactive One-way communication where information is sent to specific recipients without immediate interaction(email text messaging print media and documents) Push Information is made available, but recipients must retrieve it themselves (company website social media internal databases and knowledge repositories) Pull
  • 73. 73 D. Engage stakeholders Stakeholder Engagement Strategy :  to involve each project stakeholder based on needs, expectations, interests, and potential impact on the project.  And Creation and maintenance of relationships between the project team and stakeholders. Stakeholder Engagement Assessment Matrix: that compares current and desired stakeholder engagement levels.
  • 74. 74 E. Create Project Artifacts Project artifact: Any document related to the management of a project. The project team will create and maintain many artifacts during the life of the project, to allow reconstruction of the history of the project and to benefit other projects (living documents and updated) Traditional • Acceptance criteria-assumptions-business case-change requests-constraints-lessons learned Agile • Product backlog-product increment-product roadmap-product vision statement- release plan-sprint backlog Configuration management: A tool used to manage changes to a product or service being produced as well as changes to any project documents (control product iterations & ensure that product specifications are current) Configuration management system A collection of procedures used to track, monitor and control changes to these artifacts. Version control: A system that records changes to a file in a way that allows you to retrieve previous changes made to it (be updated) Storage/Distribution of Artifacts : • Artifacts should be stored in a location that is accessible to the people who use them • The system should be manageable given the complexity of the project
  • 75. 75 F. Manage project changes Change management plan: A component of the project management plan that establishes the 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 (responsibilities to answer question related to change) Causes of project changes Missed requirements New regulations Specification changes Inaccurate initial estimates Change control system: A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. (Forms - Tracking methods – Processes) Approved change requests: Requests that have been received and approved in accordance with the integrated change control plan and are ready to be scheduled for implementation Can include adjusts the performance of the project work Corrective action ensures the future performance of the project work with the project management plan. Preventive action modifies a non-conformance within the project Defect repair modifies a project document or plan Update
  • 76. 76 Change Control Strategy Updating related plans Course of action Analyzing the impact of the change Change documentation Change identification
  • 77. 77 G. Manage project issues Issue: A current condition or situation that may have an impact on the project objectives. In other words, it is an action item that the project team must address.(negative impact) Risks vs. Issues Focused on the present Focused on the future always be negative positive or negative documented in the Issue Log documented in the Risk Register Response is called a “workaround” Response is called a “risk response” Issue log: A document where information about issues is recorded and monitored. It is used to track Problems, inconsistencies, or conflicts that occur during the life of the project and require Investigation in order to work toward a resolution. Issue Resolution add them to the issue log issue should have an owner The due date should be realistic should be a regular topic of every status meeting Don’t hesitate to escalate an issue
  • 78. 78 H. Ensure knowledge transfer for project continuity Tacit knowledge (Personal knowledge) Explicit knowledge difficult to articulate and share such as beliefs, experience, and insights (by action, behavior, shadowing) codified using symbols such as words, numbers, and pictures. essential to provide the context of explicit knowledge. documented and shared with others Lessons learned to transfer knowledge :gained during project - both positive and negative experiences - May be (scheduling lessons learned-conflict management lessons learned- strategic lessons learned…etc.) Lessons-learned repository (A store of historical Information) Lessons-Learned Register (during project) Project Responsibilities Within the Team: The project manager has several interpersonal Skills (Leadership- Facilitation-Political awareness Networking) to encourage knowledge transfer Knowledge Transfer Approach shadowing and reverse shadowing Training Meetings, seminars Facilitating Networking
  • 79. 79 A. Lead a team The project manager is the visionary leader for the project: (Educating the team and other stakeholders-promoting teamwork and collaboration-assisting with project management tools and techniques-removing roadblocks-clarifying the project’s mission) Leadership Skills (type of power skills) Conflict management - Cultural awareness - Decision making - Facilitation - Meeting management - Negotiation - Networking - Observation/conversation - Servant Leadership - Team building Leadership Traits (Strong personal ethics, integrity, and trustworthiness - Interpersonal skills (communicator, collaborator, motivator) - Conceptual and analytical skills Leadership Styles: according to (Experience with project type - Team member maturity - Organizational governance structures-Distributed project teams) Characteristic Style Hierarchical, with the project manager making all decisions. Direct (predictive) Leader factors in opinions, but makes the decisions Consultative (predictive) Leader models desired behaviors(encourages the self-definition, self-discovery, and self-awareness by listening, coaching, and providing an environment which allows them to grow) Facilitate, Provide coaching and training, Remove work impediments, Focus on accomplishments Servant Leadership (Agile) Team operates autonomously (self-organized) Consensus/ Collaborative (agile) Style changes to fit context and maturity/experience of team. Situational (Hybrid)
  • 80. 80 Management Leadership Directing actions using a prescribed set of behaviors Guiding the team by using discussion and an exchange of ideas Valuable concept : a growth mindset is a belief that a person's capacities And talents can be improved over time so that :  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  Use political awareness and emotional intelligence 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 by (embrace diversity -trust and mutual respect - ensure ethical decision making)
  • 81. Clasification of stakeholder Silence model Power grid Recognition Rewards  Intangible, experiential event  Tangible, consumable items  result of recipient’s behavior  result of reaching a specific outcome  Not restricted to a set time  Definite start and finish, or fixed time  Usually unexpected by recipient  Usually expected when goal is met  to increase recipient’s feeling of appreciation  to motivate towards a specific outcome 81
  • 82. 82 B. Support Team performance Keeping the Team on track by: Lead a Team , Support Team Performance, Address and Remove Impediments, Manage Conflict, Collaborate with Stakeholders, Mentor Relevant Stakeholders, Apply Emotional Intelligence The Project Manager’s Role (cannot be delegated) Manages project performance and changes Ensures creation and use of appropriate knowledge Provides a project management plan Ensures alignment of due dates Ensures completion of all project work Collects, analyzes and communicates project information Measures and monitors progress Makes integrated decisions about key changes Key performance indicator (KPI): A set metric used to evaluate a team’s performance against the project vision and objectives. (Specific or SMART, Measurable , Achievable , Relevant , Time-bound) Team Culture and Empowerment Important for team and manager Interfering with the team is disruptive and reduces motivation The Team should be included in : • Clarifying and prioritizing requirements • Splitting requirements into tasks • Estimating the effort
  • 83. 83 Keeping the Team on track by: Lead a Team , Support Team Performance, Address and Remove Impediments, Manage Conflict, Collaborate with Stakeholders, Mentor Relevant Stakeholders, Apply Emotional Intelligence Performance Assessment Tasks to Improve interaction, Solve issues, Deal with conflicts, Improve skills, Increase team cohesiveness
  • 84. 84 Monitor Scope “performance” Method Description of Scope Measure completion of project scope against the scope baseline. Scope baseline is: • Approved version of the project scope statement • Work breakdown structure (WBS) • Associated WBS dictionary Predictive Check user stories and DoD against customer feedback and product requirements Scope evolves from: • Initial product roadmap to • Release backlog to • Iteration backlogs Agile Continuous flow diagram : measure throughput, lead and cycle time (used in kanban) • 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
  • 85. 85 Physical resource management (equipment, materials, facilities, infrastructure) Ensures assigned resources are available “just in time” (JIT) and released when no longer needed Monitors planned vs actual utilization of resources Identifying and dealing with resource shortage/surplus promptly Monitoring expenditures Informing stakeholders of issues with relevant resources Evaluate and Manage Quality Control Quality process to: • Verify that deliverables meet functional and nonfunctional requirements • Identify and suggest improvements • Verify alignment with compliance requirements • Give feedback on any identified variances • Identify potential approaches to cure defects or other noncompliance • continuously monitors quality reports and recommendations! Predictive • Team, customer and product owner are responsible for setting and meeting quality goals and metrics • Feedback from iterations continuously monitor quality Agile
  • 86. 86 Verify deliverables based on quality standards and requirements(quality metrics ,tolerance)  The verified deliverables are presented to and accepted (validated) by the customer  Implement corrections and controls when quality standards are neither met nor within acceptable ranges (iteration H ,sprint/iteration review in scrum) Agile Monitor risks Questions to ask for decision-making • Are project assumptions still valid? • Have risks changed or been Retired? • Are risk management policies and Procedures being followed? • Have contingency reserves been Modified? • Do we need a risk audit? Review your Reserves :A method used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk Establishes the amount of contingency and management reserves needed Predictive Add risks raised during status meetings, standups or daily scrums, iteration reviews, retrospectives – or even informally – to the risk register Agile
  • 87. 87 TAUKMAN model Concept of 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.
  • 88. 88 Earned value management EVM: A methodology that combines scope, schedule, and resource measurements to assess project performance and progress indication Formula indicator it indicates whether the project is over or under budget. CV=EV−AC Cost Variance (CV) indicates whether the project is ahead or behind schedule. SV=EV−PV Schedule Variance (SV) A measure of cost efficiency for the work completed. CPI=EV/AC Cost Performance Index (CPI) A measure of schedule efficiency. SPI=EV/PV Schedule Performance Index (SPI) The expected total cost of the project, based on current performance EAC=BAC/CPI Estimate at Completion (EAC) The expected cost to finish all remaining project work. ETC=EAC−AC Estimate to Complete (ETC)
  • 89. 89 Value stream mapping 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. (optimizing process) Performance Reports such as Information Radiators - Earned Value Management Reports - Work performance Reports -Task Boards
  • 90. 90 C. Address and remove impediments, obstacles, and blockers Impediment An obstacle that prevents the team from achieving its objectives. Situations, conditions, and actions that slow down or hinder progress. (For example, the team not coming to a decision On a file saving location.) Impediments 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.) Obstacles 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.) Blockers Backlog assessment: assess product backlog, scheduled activities, and other lists of work items in reference to the hindrances. Agile Daily standup : 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 To answer : 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 as they are raised, addressed, and resolved, communication and proper oversight is increased. Methods for tracking might include Impediment task boards Handling impediments as servant leaders Aim to clear an unobstructed path and optimize the workplace to be free of obstacles (such as physical team space, shielding the team from non-value activities)
  • 91. 91 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 Effective conflict management leads to improved understanding, performance, and productivity Ineffective conflict management leads to Reduced productivity, Poor performance, Animosity, Destructive behavior
  • 92. Use Leas’ Levels of Conflict 92
  • 93. 93 E. collaborate with stakeholders: address and remove impediments, obstacles, and blockers Stakeholder identification Analyze and document relevant information regarding stakeholder interest, involvement, interdependencies, influence, and potential impact on project success using tools such as expert judgment, questionnaires and surveys, brainstorming, stakeholder analysis and document analysis 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. Time frame and frequency for the distribution of required information Method for updating and refining the stakeholder engagement plan.
  • 94. 94 Collaboration Activities 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 Description Guideline Clearly outline the purpose and goals of the meeting in advance to keep discussions focused. Define Objectives Create a detailed agenda and share it with stakeholders before the meeting to set expectations. Prepare an Agenda Invite relevant stakeholders whose input or approval is needed; ensure all key voices are included. Identify Participants Allocate time for each agenda item and stick to it to keep the meeting on schedule. Set Time Limits Share necessary documents, reports, or data with stakeholders ahead of time for review. Provide Materials Set guidelines for respectful communication, such as one person speaking at a time. Establish Ground Rules Actively engage all stakeholders by asking questions and prompting discussion. Encourage Participation Keep discussions focused on agenda items, politely steering conversations back if they go off track. Stay on Topic Summarize key decisions and actions at the end of each agenda item to ensure understanding. Summarize Key Points Clearly assign tasks, responsibilities, and deadlines to stakeholders for follow-up after the meeting. Assign Action Items Document key discussions, decisions, and actions; share minutes with all participants afterward. Record Minutes Send a summary email with meeting outcomes, action items, and next steps to all attendees. Follow Up
  • 95. 95 F. Mentor relevant stakeholders  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. Examples  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
  • 96. 96 G. Apply emotional intelligence to promote team performance EI helps you understand your emotions and those of others to help minimize conflict Tools  Use Personality Research to Coach Team Members  Personality Indicators  Organizational theory: The study of how people, teams, and organizations behave Interpersonal Skills Personal Skills Social skills, Empathy Self-awareness, Self-regulation, Motivation
  • 97. 97 A. Manage 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 Compliance-related risks might include the identified risk, risk owner, impact of a realized risk, risk responses Configuration Management System Used to track and record the project’s deliverable components, including a description and the defined key attributes. Allows for tracking, versioning, and control Compliance information, including proof of validation that each deliverable meets identified compliance requirements. Handed over with the deliverables so customer can continue to track in their configuration management system.
  • 98. 98 Execution reports (give feedback for compliance activities) Project manager regularly creates execution reports. These include information about project activities, deliverable status, overall progress  Important to include status of risks including compliance-related risks, actions to be taken to manage the risks, testing and validation activities, audits Variance analysis variances related to compliance are critical because of potential impact on usability of the deliverable. Compliance five best practices Updated compliance needs and risks Documentation Prioritize compliance in risk planning Risk planning Includes quality/audit specialists and relevant legal/technical specialists Compliance council Formal process Compliance audit It’s your responsibility! Compliance stewardship Nonfunctional requirements (Imposed) (Availability, Capacity, Continuity, Security) common in IT
  • 99. 99 Sign-offs and approvals  Identify the necessary stakeholders authorized to sign off and approve on deliverables.  Must meet compliance requirements  After testing and validating deliverables, a compliance signoff provides early warning of potential threats to compliance Escalation procedures  When noncompliance issue is identified, determine if it’s within the tolerance level for the project manager to handle.  If beyond the tolerance level, then escalate the issue for adjudication. the legal, regulatory, and other constraints Define parts of the potential solution subject to compliance requirements, the scope of the compliance requirement, and the stakeholders Define the review and approval activities related to compliance requirements Track and manage the risks and risk responses related to compliance requirements Track and manage To identify and manage legal, regulatory, and other 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.
  • 100. B. Evaluate and deliver project benefits and value 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. 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 OKRs are an effective goal-setting and leadership tool for communicating what you want to accomplish and what milestones you'll need to meet in order to accomplish it (used to define measurable goals and track their outcomes. It helps clarify investment ideas and the metrics used to measure success). 100
  • 101. 101 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. Additional tools Tools Comparative advantage analysis PESTLE: political, economic, socio-cultural, technical, legal, environmental Feasibility studies TECOP: technical, environmental, commercial, operational, political SWOT VUCA: volatility, uncertainty, complexity, ambiguity Value analysis (feasibility study) The process of examining each of the components of business value and understanding the cost of each one. To cost-effectively improve the components to increase the overall business value (low cost / high value) Benefits management plan A document that describes how and when the benefits of a project will be derived and measured (before the project and monitors after the project) Components (Target benefits- Strategic Alignment- Timeframe- Benefits owner- Metrics- Risks) Benefits Transition and Sustainment Responsibilities Agile Traditional Any improvements or modifications to delivered benefits are proposed as work for the next/future iteration and placed/reprioritized on the backlog Any improvement or modification to delivered benefits is a new project
  • 102. 102 Benefits Owner Agile Traditional The product owner is responsible for making sure project work reaps benefits for the organization. A benefits owner may be a business analyst, sponsor or operations manager Verify Benefits Realization Agile Traditional Using the chosen metrics, the product owner reports on progress for each tangible benefit In a predictive project, once the transition is complete, who is responsible for verifying that benefits are realized? Release management 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. Agile 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 savings.
  • 103. 103 Return on Investment (ROI): A financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested. Present Value(PV): The current value of a future sum of money or stream of cash flows given a specific rate of return Net Present Value(NPV): The present value of all cash outflows minus the present value of all cash inflows. Internal Rate of Return (IRR) The interest rate that makes the net present value of all cash flow equal to zero.
  • 104. 104 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. Customer categories are as follows: Detractors (0-6) - passives (7-8) (neglected) - 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. Decision tree analysis: A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
  • 105. 105 C. Evaluate and address internal and external business environment changes Internal business environment : 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. Backlog Reprioritization(Agile) Update baselines(traditional) Product owner re-prioritizes the backlog as stories or requirements change Should be updated to reflect any new Requirements.
  • 106. 106  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. Product Owner Duties Agile Scrum Master Duties  Facilitate communication between the team and stakeholders  Remove impediments that hinder team progress  Ensure the proper implementation of the Agile Scrum framework  Support and promote collaboration and continuous learning within the team  Organize and facilitate Agile Scrum meetings  Monitor team and project performance and suggest appropriate improvements  Guide and develop the skills of team members
  • 107. 107 D. Support organizational change 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. Change Management Framework
  • 108. 108 Plan for Change Define the knowledge transfer, training and readiness activities required to implement the change brought by the project Organizational Transformation for Project Practitioners
  • 109. 109 Roll Out Plan Once a change is approved and built, the project manager needs to plan for its successful implementation(define The knowledge transfer-Training- readiness activities required to implement the change) Organizational Structures Functional Projectized composite Weak matrixed Balanced matrixed strong matrixed
  • 110. 110 Project Management Office (PMO) A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques Agile Centers 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. PMO type definition Supportive PMOs Provide a consultative role to projects by supplying templates, best practices, training access to information, and lessons learned from other projects. Controlling PMOs Provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms, and tools; or conforming to governance. Directive PMOs Take control of the projects by directly managing the projects. A relatively small number of MPOs fall into this category.
  • 111. E. Plan and manage project/phase closure  Project team resources are released to pursue other endeavors.  The planned work is completed.  In addition, all invoices are paid, contracts are closed out, and project lessons learned are discussed and documented.  Project or phase information is archived. Close project or phase criteria : any one of the following events can result in closure: During closeout Why Projects or Phases Close / Fulfillment Agile traditional 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. ACCEPTANCE CRITERIA A set of conditions that is required to be met before deliverables are accepted. 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 may be modified during a project life cycle Use the requirements traceability matrix to ensure completion and approval of all requirements o Significant risks are encountered that make the successful completion of the project impossible o The project or phase successfully met its completion objectives o The organization no longer needs the project deliverables o The requirements changed during execution to the point where the project is no longer feasible o Adequate funding is no longer available to complete the requirements 111
  • 112. 112 Close Project or Phase Activities FINAL REPORT:  A summary of the project’s information on performance, scope, schedule, quality, cost, and risks.  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) Agile traditional Every iteration output is handed to the product owner. Deliverables are handed to the customer or owner. Transition/handover specifications for deliverables are in the project management plan. 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) Final Report: Summary of project or phase performance result (for Post-project completion) might be Include(Description Scope-Objectives-Quality objectives-Cost objectives-Validation information-Schedule objectives-Benefits realization-Risks or issues encountered) Transition Planning Artifacts : might be Include (training- documentation – communication – support) Close-Out Meetings Sessions held at end of project or phase Involve Discussing the work and Reviewing lessons Learned
  • 113. 113 F. Employ continuous process improvement Continuous improvement: An ongoing effort to improve products, services, or processes. Might be implemented by an organization’s PMO. Assess Current CI Methods Processes →KPI improvement→ with time Continuous Improvement Approaches 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 – Retrospectives – Experiments)