‫الدبلومة المهنية إلدارة المشاريع االحترافية‬

PMP PROFESSIONAL DIPLOMA BY DR. AHMED ALSENOSY

SUMMARY BY STUDENT THURAYA ALKABANI – MARCH, 2023

Introduction
 PMP is Project Management Professional certification recognizes your ability to manage projects and the hard work to complete
What is PMP? your project in certain way.

Information Aerospace and

PMP for? Finance Technology
Energy Governance Healthcare Construction
Defense

▪ A high school diploma or an associate’s degree (or global

▪ A four-year degree
equivalent)
Steps to PMP
▪ Three years leading projects Or ▪ Five years leading projects
▪ 35 hours of project management education/training or
▪ 35 hours of project management education/training or
CAPM® Certification
CAPM® Certification
 Project Characteristics

A Project is a temporary endeavor undertaken to create a unique product, service, or result. It’s time limited, drives change and enables value
creation for a business or organization.
Project success depends on Projects are undertaken to fulfill objectives by producing deliverables
•Organizational project maturity
Unique Product
•Project manager effectiveness
•Funding and resource availability Unique Service
•Team member skill levels
•Collaboration and communication within the team and Unique Result
with key stakeholders.
•Understanding of the core problem and related needs. Unique Combination
of products, services,
or results

The project will be end The benefit of the project

Repetition dose not change when the objectives have may be tangible (such as
Some projects deliverables
the fundamental and been achieved or, no more utility, tools, market share),
and activities may include
unique characteristics of funding to complete the intangible (trademarks,
repetitive elements
the project work project or the objectives goodwill, reputation) or
will not be met both.
Organizational Process Enterprise Environmental
Plans, processes, policies, procedures, and Conditions, not under the immediate control of
Assets (OPAs) Factors (EEFs)*
knowledge bases that are specific to and used the team, that can influence, constrain, or direct
by the performing organization. the project, program, or portfolio.

OPA examples include: • Guidelines and criteria for aligning project EEF examples include: • Organizational culture, structure, and governance.
work. • Geographic distribution of facilities and resources.
• Specific organizational standards. • Government or industry standards.
• Standard templates for project work. • IT infrastructure.
• Organizational communications • Existing human resources.
requirements. • Personnel administration.
• Standardized guidelines, work instructions, • Company work authorization systems.
proposal evaluation criteria, and performance • Marketplace conditions.
measurement criteria. • Stakeholder risk tolerances.
• Procedures for officially closing a project. • Political climate and situations.
• Organization's established communications
Corporate knowledge base is a channels.
repository for storing project • Project files. • Commercial databases.
information, including: • Policies, procedures, and guidelines. • Project Management Information Systems.
• Human resources documentation. • Languages, time zones, and other countries' holiday
• Lessons learned repository. schedules.
Organizational project
strategy execution framework that coordinates project, program, portfolio and operations management, and which enables organizations to deliver on strategy
management (OPM)

Portfolio Management is a collection of projects,

programs, subsidiary portfolios and operations managed in a group to
achieve strategic objectives

Aligns with business strategies

Program Management is 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 is part of a broader Program, portfolio or both

Enables achievement of organizational goals and objectives

 Project Management A project performance
Performance Domains domain is a group of related
Principles
activities that are critical for
the effective delivery of
project outcomes.
1. Be a diligent, respectful and caring steward. Collectively, the
2. Recognize, evaluate and respond to system interactions. performance domains
3. Navigate complexity represent a project
4. Create a collaborative project team environment management system of
5. Demonstrate leadership behaviours From Principles to
interactive, interrelated and
6. Optimize risk responses Performance
Domains interdependent
7. Effectively engage with stakeholders management capabilities
8. Tailor based on context that work in unison to
9. Embrace adaptability and resiliency achieve desired project
10. Focus on value outcomes. As the
11. Build quality into processes and deliverables performance domains
12. Enable change to achieve the envisioned future state interact and react to each
other, change occurs.

Tailoring is the deliberate adaptation of the project management Tailor processes for the selected life cycle and development Apply product knowledge, delivery cadence and awareness of
approach, governance, and processes to make them more approach; include determining which portions or elements the available options to select the most appropriate
suitable for the given environment and the work at hand. should be added, modified, removed, blended, and/or aligned development approach
1. CREATING A HIGH PERFORMING TEAM
A. Build a Team

Project team:
A set of individuals who support the project manager in performing the work of the project to achieve its objectives like: Project management staff, Project
workers User or customer representatives Sellers that are external companies Business partners

Project Team • Relevant skill sets to perform the work and produce the desired results.
Member • Avoid single-points-of-failure caused by a single resource having a required skill.
Requirements • Use generalizing specialists who have a core competency and general skills that can be leveraged to support other areas of the project.
• Physical resources, such as equipment
• Access rights

There are a variety of

interpersonal skills
that each member of
the project team will
need to establish and
maintain
relationships with
other
Stakeholder: An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project, programs, or portfolio.

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.

Attitudinal Surveys Enhance team knowledge and skills to

reduce cost, time, and to improve
Team Preferences

Team Improvement objectives

quality
Pre Assignment Tools

Team Skill Appraisal

Specific Assessment Improve trust within the team to Aspirations
reduce conflicts and improve
teamwork
Information Processing
Structured Interviews Create a collaborative culture to and Organization
improve individual and team
performance and facilitate mutual Decision Making
Ability Tests training and monitoring
Processes
Empower the team to be engaged in
decision making and ownership of Interaction with Other
Focus Groups proposed solutions
Team Members
Resource Management Plan Project Responsibilities within the Team

• Identification of resources • Defining responsibilities varies based on the team.

• Acquisition of resources • Considerations when assigning resources to responsibilities:
• Roles and Responsibilities • Experience. • Knowledge • Skills

• Roles—The function of the person in the project. • Attitude • International factors

• Authority—Rights to use resources, make decisions, accept deliverables, etc. • In an agile approach, self-organizing teams assess the work requirements and
• Responsibility—Assigned duties to be performed. determine who will do the work.
• Competence—Skills and capacities required to complete the desired activities. • In traditional project management approaches, use a work breakdown
• Project Organization Chart structure to assign work to team members.
• Project team resource management
• Training strategies and requirements.
• Team development methods to be used.
• Resource controls for the management of physical resources to support the team.
• Recognition Plan
B. DEFINE TEAM GROUND RULES

Ground rules: Clear expectations regarding the code of Team charter: A document that enables the team to establish its values,
conduct for team members. agreements, and practices as it performs its work together

• Ground rules include all actions considered acceptable and A good team charter includes:
unacceptable in the project management context. • The team’s shared values.
• Benefits: • Guidelines for team communications and the use of tools.
• Sets performance and communication expectations • How the team makes decisions.
• Decreases risk of confusion • How the team resolves conflicts when disagreements arise.
• Improves performance • How and when the team meets.
• Other team agreements (such as shared hours, improvement activities).

Code of Ethics and Professional Conduct Guidelines to Manage and Rectify Ground Rule Violations

• Responsibility • In the team charter, the ground rules are established.

• Respect • Violations of the ground rules require the team and project manager to assess
• Fairness opportunities for remediation.
• Honesty • 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.
D. Empower team members & stakeholders

Team Strengths • When forming teams, critical to understand the skills and competencies need by members to perform their
work and produce deliverables.
• As teams progress, leverage the team members skills to improve team performance.
• Identify team strengths and weaknesses to organize around team strengths.

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

Team Task • Encourage team members to self organize in determining:

Accountability • The work that needs to be done
• How to perform the work
• Who should perform it
• In Agile approaches, the team commits to performing work in an iteration.
• Use Gantt charts and Kanban boards to promote visibility and collaboration.
 Retrospective A Retrospective is a time specifically set aside for the team to reflect on its performance and practices, identify and solve problems,
There are literally hundreds of different methods and techniques for running a retrospective, but they generally follow a model like this:
• Set the Stage - Check-in activities to engage the team
• Gather and Share Data - Team Performance metrics, Earned Value Analysis, etc.
• Generate Insights - What’s working? Where are challenges? Problem Analysis
• Make Decisions - Agree on 1-2 improvements/changes to try in the subsequent iteration
• Close - New Information, Appreciation, and Thank You’s

E. TRAIN TEAM MEMBERS & STAKEHOLDERS

Training An activity in which team members acquire new or enhanced skills, knowledge, or attitudes.

Elements of Training • Provided to teams, small groups, individuals Training and • Training should be done as close to the point of solution
• Covers management, technical, or other topics. coaching Plan use as possible
• Delivery models might include: • Scheduling is critical to avoid delaying the overall
• Instructor-led classroom solution deployment.
• Virtual classroom • Perform a gap analysis to identify missing knowledge,
• Self-paced e-learning skills, or required attributes.
• Document reviews • A training plan for team members can include
• Interactive simulations improvement in competencies or possibly certification
• On-the-job training to benefit the project.
Required • Identifying the required competencies is the first aspect of developing and executing a training plan.
Competencies • Competencies can include knowledge, skills, and other attributes.
• Different stakeholders will have different training needs.
• Team members themselves may require specific training on the customer’s business, culture, desired outcomes, and the project’s context.

Training Options Training Cost Estimates

As part of the schedule and budget, consider the costs associated to training
Virtual Instructor Self paced Document
the project team and customer stakeholders.
led training eLearning reviews
Cost might Training
include: Calendar
• Live online instructor led • E-learning content made • For simple knowledge
training through a virtual available to students online transfer, sharing relevant • Content creation and editing costs • Project manager needs to publish and support a
and generally consumed documents may be sufficient. • Content hosting and delivery costs specific calendar of training dates and locations.
meeting or virtual training
using a browser. This can • Instructional costs • Schedule also needs to be published to the
environment. customer stakeholders.
include rich media video, • Courseware printing and distribution
• Simulated hands on labs simulated lab exercises, etc. • Venue costs • Create a mechanism for registration and sending
are often available using • A benefit of the self paced • Logistics costs confirmation messages.
this option too. approach is scalability of the • Provide class rosters and a way to capture
solution to a large number of signatures of attendees.
potential students. • Manage the training schedule and timing to avoid
delaying the project’s delivery timeline.
 Training, Coaching and Mentoring / descriptions` Baseline and Post-Training Assessments

Training Coaching Mentoring

Development of personal and • Baselining provides a technique for measuring the efficacy of training.
Learn skills for use in the Learn how to apply new
skills or improve existing professional growth through • Attendees complete a pre-assessment before training.
present
• Individually or as a Ones long term professional • After training, a post-assessment is used to demonstrate the newly
group • Individually or as a relationships. acquired levels of competence.
•aka “upskilling” group • Between a novice and a more
•On any topic • Puts learning into experienced person
practice • Internal or external to projects or
organizations

F. ENGAGE AND SUPPORT VIRTUALTEAMS

Virtual Team Member Needs Alternatives for Virtual Team Member Engagement

• Managing engagement requires persistence and a focus on; Team dynamics,

• Basic needs of a virtual team:
Transparency, Accountability and Attention to effective communication
• A shared goal
• Use videoconferencing tools to facilitate active participation and the ability
• A clear purpose
to assess body language and tone.
• Clarity on roles and expectations
• Enable visibility of the work and work status being done by the virtual team
• Project manager must facilitate and ensure collaboration
members by using tools such as Kanban-style boards.
Communication • Effective communication is the key to successful teams.
• The team charter should include communication expectations and details.
• This may include shared work hours for scheduling team meetings, how the team is expected to use and not use tools like threaded discussion
groups, shared document repositories, and even webcams.
• A good retrospective often provides ways that a team can improve its communication, collaboration, and use of visibility tools.

Task Boards • Visualizes the work and enables the team and stakeholders to track progress as work is performed.
• Promotes visibility and maximizes efficiency.
• Examples: Kanban boards, to-do lists, procedure checklists, and Scrum oards.

Guidelines to • Focus on collaboration and team norms before focusing too much on tools.
Implement Options for • Recognize that team formation in a virtual environment is difficult, so it’s critical to reinforce the teams’ mutual commitments, achievements,
Virtual Team Member and opportunities.
Engagement • Virtual teams require a significant amount of feedback and reinforcement of the team goals and objectives
• Provide opportunities for members of a virtual team to meet in person to build relationships.

Calendar Tools • Shared calendars help virtual teams plan meetings, coordinate feedback, and improve visibility to goals and activity status.
• Timeboxed meetings: Improve focus, Encourage team to set clear agendas and objectives, Helps keep the work on track
• The team must decide how best to manage its calendar with an eye toward the goal of visibility among the team and relevant stakeholders.
 Power of Project Manager • 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..
• Instilling a sense of shared commitments into the team starting with the team charter.
• Reinforce the team goals over individual performance, and enable teams to self organize and be accountable for deliverables

G. Build a Shared Understanding about a Project

Vision

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 Overview • Communicates enterprise-wide the intent and the vision of the project.
Statement • Brevity and clarity are key.
• Captures the project’s objective, problem or opportunity, and criteria for success.
• With authorization via the project charter or approved project overview statement, the project manager begins the activities of project planning.
Agile Ceremonies Kickoff Meeting

Scrum: An agile framework for developing and sustaining Purpose: Establish project context, Assist in team formation
complex products, with specific roles, events, and artifacts. and Ensure proper alignment to the overall project vision.
Sprint: A timeboxed iteration in Scrum.

Activities during kickoff may include:

• Defining a vision statement
• Defining a team charter
• Assisting the customer / Product
Owner with the following:
• User story writing
• Estimation of effort
• Prioritization planning
• Initial product backlog
Consensus Product backlog

A decision making process used by a group to reach a decision An ordered list of user centric requirements that a team
that everyone can support. maintains for a product.
• Fist of Five: Individuals vote by holding up five fingers for total
Prioritization techniques include::
agreement, a fist for total disagreement, or multiple fingers for somewhere
in between. • Kano Model
• MoSCoW (MSCW) Analysis
• Roman voting: Individuals vote with either a thumbs up (agreement) or • Paired Comparison Analysis
thumbs down (disagreement). • 100 Points Method

• Polling: Team members share their point of view and, if the team Estimation techniques include::
is unanimous, then they move on. If objections are raised, the facilitator • T-Shirt Sizing
works to solve the problem.
• Story Pointing
• Dot voting: Individuals use sticky dots to prioritize items in a list. • Planning Poker
2. STARTING THE PROJECT
A. TOPIC A: DETERMINE APPROPRIATE PROJECT METHODOLOGYMETHODOLOGY/METHODS AND PRACTICES

Business Case • Documented economic feasibility study

• Used to establish the benefits of project components
• Provides a basis for authorization of further project activities
Business needs • Provides the high level deliverables
documents • Written prior to the formal business case
• Describes what needs to be created and what needs to be performed

Project Methodologies, Agile: Modern approach where team Assessment

Methods, and Practices works collaboratively of Project
Needs,
Predictive/Plan Driven: Traditional Complexity,
approach and
Hybrid: A combined approach that Magnitude
uses a strategy from agile or predictive
for a specific need
Progressive elaboration The iterative process of increasing the level of detail in a project management plan as greater amounts of information
and more accurate estimates become available.

Rolling Wave Planning An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work
further in the future is planned at a higher level.

Predictive Life Cycles A form of project life cycle in which the project scope, time, and cost are determined in the early phases of the life cycle.

Iterative Life Cycles A project life cycle where the project scope is generally determined early in the project life cycle, but time
and cost estimates are routinely modified as the project team's understanding of the product increases.
Incremental Life Cycle An adaptive project life cycle in which the deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to
be considered complete only after the final iteration.

Agile Life Cycles A project life cycle that is iterative or incremental. Also referred to as change driven or adaptive.

Hybrid Methodologies
B. PLAN AND MANAGE SCOPE

Project Scope: The work performed to deliver a product, service, or result with the specified features and functions. Project scope ” may include product scope.

Scope management plan: A component of the project management plan or program management plan that describes how the scope will be defined,
developed, monitored, controlled, and validated

Requirements management plan: A component of the project or program management plan that describes how requirements will be analysed, documented,
and managed.

Project requirements: The agreed upon conditions or capabilities of a product, service, or outcome that the project is designed to satisfy.

Elicitation Techniques: Document analysis: A technique used to gain project requirements from current documentation evaluation.
Questionnaires: Written sets of questions designed to accumulate information from many respondents quickly.
Benchmarking: The comparison of actual or planned products, processes, and practices to those of comparable organizations.
Interview: A formal or informal approach to elicit information from stakeholders by talking with them directly.
Focus groups: An elicitation technique that brings prequalified stakeholders and subject matter experts to learn their expectations and
attitudes about a proposed product, service, or result.
Observation: A technique to gain knowledge of a specific job role, task, or function to understand and determine project requirements.
Facilitated workshops: Organized working sessions held by project managers to determine a project s requirements and get all
stakeholders together to agree on the project’s outcomes.
Prototype: A method of obtaining early feedback on requirements by providing a working model of the expected product before building it.
Storyboarding: A prototyping method using viuals or images to illustrate a process or represent a project result.
Elicitation Techniques/ Data Representation
Requirements Documentation Requirements Traceability Matrix

Project Scope Statement Guidelines to Develop a Project Scope Statement

• Review 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 the OPAs.
• Use tools and techniques such as expert judgment, product analysis, alternatives generation, and facilitated
workshops to define the project scope.
• Document the project scope statement and update any project documents, as needed.
 Product analysis
EXPERT JUDGMENT
Scope Tools and Techniques
ALTERNATIVES
A tool to define scope that generally means
ANALYSIS asking questions about a product and forming
answers to describe the use, characteristics, and
MULTI-CRITERIA
DECISION ANALYSIS other relevant aspects of what is going to be
manufactured.
FACILITATION

PRODUCT ANALYSIS

Scope baseline WBS Work Breakdown Structure WBS dictionary

It is the approved version of a scope A hierarchical decomposition of the total scope of A document that provides detailed deliverable,
statement, WBS, and its associated work to be carried out by the project team to activity, and scheduling information about each
WBS dictionary, that can be changed accomplish the project objectives and create the component in the work breakdown structure.
using formal change control required deliverables.
procedures and is used as a basis for
comparison to actual results.
 Product backlog items (PBI) drop off The iteration backlog includes items from
A product backlog is essentially a list of when work is completed. Can be edited the product backlog that can conceivably
the expected work to deliver the product. and clarified as more becomes known or be completed within the time period
as product requirements change. based on the teams capacity.

PBIs are continually added as necessary

when more work must be done.

User Stories Tools and Techniques for using when Verifying the Scope
Framing the users desire as a story instead of a detailed
requirement or specification enables the team to focus
on the user and what they value.
C. PLAN AND MANAGE BUDGET AND RESOURCES

Cost Estimate Common Estimate Types

• Developing an approximation of the cost for each activity in a project.
• Cost should include:
• Direct labor • Materials • Equipment
• Facilities • Services • Information technology
• Contingency reserves • Indirect costs
• Logical estimates provide basis for making sound decisions and they establish baselines.

Advantages and Disadvantages of Estimating Techniques

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.

Burm 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.

Budget Estimates

Aggregating the estimated costs of individual activities or work packages

The project cost performance is then measured against this cost baseline

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.
D. PLAN AND MANAGE SCHEDULE

Project Schedule Schedule management plan

An output of a schedule model that presents linked activities with planned dates, A component of the project or program management plan that establishes the
durations, milestones, and resources. criteria and the activities for developing, monitoring, and controlling the schedule.

Includes: - Starting and finishing activities on Components of the Schedule Management Plan:
- Specifies planned dates for meeting project milestones. • Project schedule model • Accuracy of activity duration estimates
- Coordinate activities and track schedule • Units of measure • WBS • Control thresholds

Benchmarks and Historical Data / Processes Project Activities

Processes involved in Project Schedule Management include Activity: A distinct, scheduled portion of work performed during the course of a
• Plan Schedule Management project..
• Define Activities
• Sequence Activities Milestone
• Estimate Activity Durations
• Develop Schedule
A significant point or event in a project, program, or portfolio.
Activity Dependency

Types of Activity Dependencies

Mandatory
It is a logical relationship that exists between two project activities.
Discretionary
• Relationship indicates whether the start of an activity is contingent on an event or
input from outside the activity. External
• Activity dependencies determine the precedence relationships
Internal

Precedence Relationship Elapsed time

A logical dependency used in the precedence diagramming methods. The actual calendar time required for an activity from start to finish.

Activity duratio estimate Effort

The quantitative assessment of the likely number of time periods that are The number of labor units required to complete a scheduled activity or WBS
required to complete an activity. component, often expressed in hours, days, or weeks. Contrast with duration.
 Gantt Chart A bar chart of schedule information where activities are listed Milestone Chart Provides the summary level view of a
on the vertical axis, dates are shown on the horizontal axis, projects milestones.
and the activity durations are shown as horizontal bars placed
according to start and finish dates.

Project Schedule Network • Assigns start and finish dates to activities. Critical Path The sequence of activities that represents the
Diagram with Dates
• Communicates the project status in terms of activity longest path through a project, which
precedence relationships. determines the shortest possible duration

Total Float The amount of time that a schedule activity can be delayed or Critical path activity Any activity on the critical path in a project
extended from its early start date without delaying the project schedule.
finish date or violating a schedule constraint.

E. PLAN AND MANAGE QUALITY OF PRODUCTS AND DELIVERABLES

Quality The degree to which a set of inherent characteristics fulfill Regulations Requirements imposed by a governmental body. These
requirements. requirements can establish product, process, or service
characteristics, including applicable administrative provisions that
Standard A document established by an authority, custom, or general consent
have government mandated compliance.
as a model or example.
Cost of Quality All costs incurred over the life of the product by investment in Performance Reviews
preventing nonconformance to requirements, appraisal of the Technique that is used to measure, compare, and analyze actual performance
product or service for conformance to requirements, and failure of work in progress on the project against the baseline.
to meet requirements. • Earned value management
• Trend analysis
Quality metrics A description of a project or product attribute and how to • Critical path method
measure it.
Root Cause Analysis
Tolerance The quantified description of acceptable variation for a quality Analytical technique used to determine the basic underlying reason that
requirement. causes a variance, defect, or a risk.
• Using gathered data, identify the cause of the problem.
• Goal is to pinpoint the exact cause.
Quality Control Tools
• Follow issue back to the initial trigger.
• Use RCA tools - Failure Modes and Effects Analysis (FMEA), a fishbone
diagram, a Pareto chart, a scatter diagram
 Measurements that exceed the range between the upper and lower
control limits are considered to be an indication of instability.

The variability expressed is atypical for the process and may be an

indication of a special source of variance.

Pareto chart Statistical sampling

A histogram that is used to rank causes It is choosing part of a population of

of problems in a hierarchical format. interest for inspection.
F. INTEGRATE PROJECT PLANNING ACTIVITIES
Disciplined Agile DA:
Project Management Plan Components
▪ Baselines A hybrid tool kit that harnesses hundreds of agile practices to devise the best
▪ Subsidiary plans “way of working” (WOW) for your team or organization.
▪ Life cycle
▪ Project processes
▪ Work explanation Scrum of Scrums:
▪ Agile project plan
A technique to operate Scrum at scale for multiple teams working on the same
Project Management Plan Tools and Techniques product, coordinating discussions of progress on their interdependencies and
▪ Expert judgment focusing on how to integrate the delivery of software, especially in areas of
▪ Data gathering overlap
▪ Interpersonal and team skills
▪ Meetings Scaled Agile Framework SAFe

Project Management Information System ( PMIS) A knowledge base of integrated patterns for enterprise scale lean agile
development
An information system consisting of the tools and
techniques used to gather, integrate, and disseminate the
outputs of project management processes.
G. PLAN AND MANAGE PROCUREMENT

Procurement Procurement Management Plan

It the acquisition of goods and services from an external organization, vendor, or supplier to A set of attributes desired by the buyer which a seller is required to meet or exceed
enable the deliverables of the project. to be selected for a contract.

Sample source selection criteria:

Make or buy analysis
1) Overall or lifecycle cost
2) Understanding of need
The process of gathering and organizing data about product requirements and analyzing them
3) Technical capability
against available alternatives including the purchase or internal manufacture of the product.
4) Management approach
5) Technical approach
Make or buy decisions
6) Warranty
7) Financial capacity
Decisions made regarding the external purchase or internal manufacture of a product.
8) Production capacity and interest
9) Business size and type
Procurement Management Plan 10) Past performance of sellers
11) References
A component of the project or program management plan that describes how a project team 12) Intellectual property rights
will acquire goods and services from outside of the performing organization. 13) Proprietary rights
Vendors approved to deliver products, services, or results based on the
procurement
requirements identified for a project. Traditional Contract Types

Bidder Conferences
The buyer explains the requirements, proposed terms, and conditions, and the
buyer clarifies the vendors’ queries

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.
Contract Types/ Fixed Price Contract Types/ Cost Reimb

Agile Contract Types Delivery Solution

Control Procurements process Legal Concepts when Managing Disputes

Process of managing procurement relationships, monitoring contract performance,

making changes and corrections as appropriate, and closing out contracts.

Contract change control system

The system used to collect, track, adjudicate, and communicate changes to a contract.

Types of Contract Changes

H. ESTABLISH PROJECT GOVERNANCE STRUCTURE

Project Governance Project Phase

The framework, functions, and processes that guide project management activities A collection of logically related project activities that culminates in the completion
to create a unique product, service, or result to meet organizational, strategic, and of one or more deliverables.
operational goals.

Components of the framework can include: Phase gate

• Project success and deliverable acceptance criteria
A review at the end of a phase in which a decision is made to continue to the next
• Process to identify, escalate, and resolve issues
phase, to continue with modification, or to end a project or program.
• Relationship between project team, organizational groups, and external stakeholders
• Project organization chart with project roles Governance in Adaptive Projects Can:
• Communication processes and procedures • Document outputs and expectations
• Processes for project decision making • Provide a clear view of project status from:
• Guidelines for aligning project governance and organizational strategy • Defined iteration/sprint expectations and outputs
• Project life cycle approach • Releases tied to specific dates
• Process for stage gate or phase reviews • “Real-time” monitoring of project output through daily standups
• Process for review and approval of changes above the project manager's authority
• Process to align internal stakeholders with project process requirements Iterative approaches enable quicker and less costly identification of value-
based outputs than predictive.
3. DOING THE WORK
A. ASSESS AND MANAGE RISKS

Risk Risk Identification

An uncertain event or condition that, if it occurs, has a positive or

negative effect on one or more project objectives.
Trigger condition

An event or situation that indicates that a risk is about to occur.

Risk Management Plan

▪ Risk strategy
▪ Methodology
▪ Roles and responsibilities
▪ Funding
Risk Breakdown Structure
▪ Timing
▪ Contingency reserves
▪ Risk categories
▪ Stakeholder risk appetite
▪ Probability and impact
▪ Probability and impact matrix
Risk tolerance +/- IMPACT ON PROJECT OBJECTIVES

The maximum amount of risk, and the potential impact of that risk
occurring, that a project manager or key stakeholder is willing to accept.
Risk appetite

The degree of uncertainty an organization or individual is willing to

accept in anticipation of a reward.
Qualitative risk analysis

Technique used to determine the probability of occurrence and the Probability and Impact Matrix
impact of each identified risk.
Fundamentally risky

Agile projects include risks in

user stories and as part of
backlog work items
 Quantitative Risk Analysis Methods Contingency Plans

A risk response strategy developed in advance, before things go wrong;

it is meant to be used if and when identified risks become reality.

Escalate Escalate
Negative Risk Strategies

Avoid
Positive Risk Strategies Exploit

Transfer Enhance

Mitigate Share

Accept Accept
B. EXECUTE PROJECT TO DELIVER BUSINESS VALUE
Product Roadmap
Creating a Culture of Urgency
Serves as a high level visual summary of the product or products of the project.
• Establish and cultivate that urgency in your culture as an ongoing task.
• Lead by communicating the project’s importance and vision .
• Commit to and be accountable for striving towards that vision.
• Represent 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.

Minimum Viable Product

MVP: The smallest collection of features that can be included in a product for
customers to consider it functional. In Lean methodologies, it can be referred to
as "bare bones" or "no frills"
Minimum Business Increment

MBI: The smallest amount of value that can be added to a product or service that
benefits the business.
C. MANAGE COMMUNICATIONS

Communications Management Plan

Components of the Communications Management Plan

- Stakeholder communications requirements - Information to be communicated, including language to be used

- Reason for the distribution of the information - Time frame and frequency of information distribution
- Person responsible for the communication - Person responsible for the release of confidential information
- People who will receive the information - Methods or technologies to convey the information
- Time and budget allocated for communication - Escalation process for issues that need visibility
- Method for updating the communications management plan - Glossary of common terminology
- Flowcharts of information flow - Any communication constraints due to regulation or policies
Communication requirements analysis Communication Models

The analytical technique to determine the information needs of the project stakeholders A description, analogy, or schematic used to represent how the communication process
through interviews, workshops, study of lessons learned from previous projects, etc. will be performed for the project.

Communication Types

Communication Methods

A systematic procedure, technique, or process used to transfer information among project

stakeholders.
D. ENGAGE STAKEHOLDERS

Stakeholder Categories Stakeholder Engagement Assessment Matrix

• Sponsors It is a matrix that compares current and desired stakeholder engagement levels.
• Customers and users
• Sellers
• Business partners
• Organizational groups
• Functional managers
• Other stakeholders

Stakeholder Engagement Strategy

• Develop a strategy to involve each project stakeholder based on needs expectations,

interests, and potential impact on the project.
• Strategy can be used to effectively involve stakeholders throughout the lifecycle of the
project
• Enables the right-level of management to the number of stakeholders
• Enables development of appropriate management strategies to engage stakeholders
• Creation and maintenance of relationships between the project team and stakeholders.
E. CREATE PROJECT ARTIFACTS

Project artifact
Any document related to the management of a project. The project team will create
Configuration management
and maintain many artifacts during the life of the project, to allow reconstruction of
the history of the project and to benefit other projects. A tool used to manage changes to a product or service being produced as well as
changes to any project documents
Project artifacts might include: Artifacts unique to agile projects:
• Acceptance Criteria • Product Backlog
• Assumptions • Product Increment Configuration management system
• Business Case • Product Roadmap
• Change Requests • Product Vision Statement A collection of procedures used to track project artifacts and monitor and control
• Constraints • Release Plan changes to these artifacts.
• Lessons learned • Sprint Backlog
• Minutes of status meetings Vision Control
• Project Charter
• Slide decks A system that records changes to a file in a way that allows you to retrieve previous
• Requirements changes made to it.
• Scope
• Scope Baseline
• Subsidiary project management plans
F. MANAGE PROJECT CHANGES
Change Control Strategy
Change Management Plan A formally chartered group responsible for reviewing, evaluating, approving,
delaying, or rejecting changes to the project, and for recording and
A component of the project management plan that establishes the change control communicating such decisions.
board, documents the extent of its authority, and describes how the change
control system will be implemented.
Causes of Project Changes:
• Inaccurate initial estimates
• Specification changes
• New regulations
• Missed requirements

Change control system

A set of procedures that describes how modifications to the project deliverables
and documentation are managed and controlled.

Change Control Board (CCB) Approved change requests

A formally chartered group responsible for reviewing, evaluating, approving, Requests that have been received and approved in accordance with the integrated
delaying, or rejecting changes to the project, and for recording and change control plan and are ready to be scheduled for implementation.
communicating such decisions. Approved changes can include: Corrective action, Preventive action, Defect
repair and Update
G. MANAGE PROJECT ISSUES

Issue Issue Resolution

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. • As issues arise, promptly add them to the issue log .
• Each issue should have an owner who is responsible for tracking the progress
Common areas include: of the workaround and reporting back to the project manager.
• Scope change control • The due date should be realistic , and every reasonable attempt should be
• Schedule control made to meet it.
• Cost control • Issues should be a regular topic of every status meeting , with the goal to
• Project variance analysis keep the number of open issues to a manageable number.
• Quality • Don't hesitate to escalate an issue to the project sponsor if it begins to have
• Risk a major effect on the project.
• Procurement
• Communications

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.
H. ENSURE KNOWLEDGE TRANSFER FOR PROJECT CONTINUITY

Explicit knowledge The project manager has several interpersonal skills that are used to manage
knowledge. These include:
Knowledge that can be codified using symbols such as words, numbers, • Leadership to communicate the organization s vision and inspire the project team to
and pictures. focus on the goals of the project.
• Facilitation to effectively guide a group to a successful solution to a problem.
Tacit knowledge • Political awareness to keep the project manager aware of the organization s political
environment.
Personal knowledge that can be difficult to articulate and share such as • Networking to facilitate relations among project stakeholders so that knowledge is
beliefs, experience, and insights. shared at all levels.
Lessons learned register Knowledge transfer consists of connecting individuals, in person or virtually, to
share tacit knowledge and collaborate together.
A project document used to record knowledge gained during a project so Techniques include:
that it can be used in the current project and entered into the lessons • Networking
learned repository. • Facilitating special interest groups.
• Meetings , seminars , and various other types of in person and virtual events that
Lessons learned repository encourage people to interact and exchange ideas and knowledge.
• Training that involves interaction between attendees.
A store of historical information about lessons learned in projects. • Work shadowing and reverse shadowing provide a more individualized method to the
exchange of specialized knowledge.
4. Keeping the Team on Track
A. LEAD A TEAM
Leadership Styles

Vision and Mission

The project manager is the visionary leader for the project,
• Educating the team & other stakeholders about the value achieved or targeted
• Promoting teamwork and collaboration
• Assisting with project management tools and techniques
• Removing roadblocks Salience model
• Articulating the project s mission
A classification model that groups stakeholders based on their level of authority,
Leadership Skills their immediate needs, and how appropriate their involvement is in the project

- Conflict management - Cultural awareness Power/interest grid:

- Decision making - Facilitation
- Meeting management - Negotiation Groups stakeholders on the basis of their levels of authority and interest in
- Networking - Observation/conversation the project.
- Servant Leadership - Team building
Power/influence grid:
Servant leadership
A classification model that groups stakeholders on the basis of their levels of
A type of leadership commonly used in Agile which encourages the self definition, authority and involvement in the project.
self discovery, and self awareness of team members by listening, coaching, and
providing an environment which allows them to grow.
B. SUPPORT TEAM PERFORMANCE
Monitor Scope

Keeping the Team on track

• Lead a Team
• Support Team Performance
• Address and Remove Impediments, Obstacles, and Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to Promote Team Performance

Key Performance Indicator (KPI)

Evaluate and Manage Quality
A set metric used to evaluate a team’s performance against the
project vision and objectives. KPIs can use the SMART acronym

Performance Assessment Tasks

• Improve interaction between team members

• Solve issues
• Deal with conflicts
• Improve skills and competencies of team members
• Increase team cohesiveness
 Earned Value Management ( EVM)
Team Development Stages
A methodology that combines scope, schedule, and resource
measurements to assess project performance and progress.

Control Costs
Cost variance & schedule variance

Performance Tracking Tools

Cost Performance Index and Schedule Performance Index

Cost Performance Index and Schedule Performance Index

Estimation to completion ETC

 Performance Reports 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

C. ADDRESS AND REMOVE IMPEDIMENTS, OBSTACLES, AND BLOCKERS

Impediment An obstacle that prevents the team from achieving its

objectives. Daily Standup A brief, daily collaboration meeting in which the team
reviews progress from the previous day, declares
should be able to be moved , avoided, or overcome intentions for the current day, and highlights any obstacles
Obstacles encountered or anticipated. Also known as a Daily Scrum
with some effort or strategy. unable to arrive at the
worksite before permits are signed Tracking Methods for tracking impediments might include:
Impediments Impediments task boards or software applications
Blockers Events or conditions that cause stoppages in the work
or any further advancement.
D. MANAGE CONFLICT

The Project Manager’s Role Conflict Management Approaches

• 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
E. COLLABORATE WITH STAKEHOLDERS
Stakeholder register
Collaboration A project document including the identification, assessment, and
classification of project stakeholders.
• Effective collaboration
• Open dialog and meaningful communication optimizes understanding
• Everyone's involvement and engagement levels
• Keep discussions transparent
• Leverage communication and interpersonal skills , feedback , and
meeting management to maximize feedback loop and engagement
between stakeholders.

Project Stakeholders 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

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.
F. MENTOR RELEVANT STAKEHOLDERS G. APPLY EMOTIONAL INTELLIGENCE TO PROMOTE TEAM PERFORMANCE

Transformation Skills Emotional Intelligence

EI helps you understand your emotions and those of others to help
minimize conflict
Self Awareness Elements

Determining Relevant Stakeholders

• When refining the backlog, mentoring the product owner on Self Regulation Elements
grooming best practices.
• When onboarding a new project team member, guiding her on the
processes used by the team
Motivation Elements Social Skills Elements

Empathy Elements

Organaizatiojn Theory The study of how people, teams, and

organizations behave.
5. Keeping the Business in Mind
A. Manage compliance requirements

Requirements for compliance must be Compliance Requirements might include

Compliance Requirements subject to legal
identified, tracked, and managed specific practices, privacy laws, handling
or regulatory constraints.
throughout the project of sensitive information

Risk Register Configuration Management System

• Used to track and manage risks during the project • Track and record the project’s deliverable components,
• Compliance-related risks might include: identified risk, risk • Allows for tracking, versioning, and control.
owner, Impact of a realized risk and Risk responses • Compliance information, including proof of validation that each
• Create testing and validation plans to ensure project deliverables deliverable meets identified compliance requirements.
meet compliance requirements • Handed over with the deliverables so customer can continue to
• Recommended to perform a summary check of compliance track in their configuration management system.
before the end of the project
• legal and regulatory compliance for deliverables should be Execution Reports
validated on an ongoing basis during the project.
Project Manager creates the report and it will be include of:
Variance Analysis • Project Activities
• Deliverable Status
Variances related to compliance are critical because of potential • Overall Progress
impact on usability of the deliverable.
Potential Threats to Compliance Signn offs and Approvals Escalation Procedures

• Identification of new vulnerabilities • Identify stakeholders authorized • When noncompliance issue is identified
• Changes in legal or regulatory requirements. • Deliverables meet requirements , determine if it’s within the tolerance
• Errors in testing and validation to confirm compliance • Approvals through the project level for the project manager to handle.
•Errors or bugs in deliverables. • Early warning of threats • These procedures should be defined
• Lack of awareness of compliance requirements. • Capture variances and course of action during project and risk planning

Quality Management Plan

Nonfunctional Requirements Tolerances
• Describes the resources and activities
• Tolerance levels enable the project manager to needed for the project team to achieve
effectively manage certain issues without the necessary quality objectives.
needing to escalate every issue. • Quality requirements might include:
• Areas of tolerance might include: • Quality standards
• Budget • Quality objectives of the project
• Time • Quality roles and responsibilities
• Quality • Project deliverables and
• Non-functional requirements processes
• Quality Control and Quality
Management activities planned.
• Quality tools
• Major procedures relevant
 B. evaluate and deliver project benefits and value
Audits
• Conducted by a team external to the project, such as an
PMI Talent Triangle
internal audit team or PMO
• Used to verify compliance with organizational policies,
processes, and procedures. The PMI Talent Triangle reflects the skills needed by today’s project professionals
• Possibly used to verify implementation of change and changemakers as they navigate the evolving world of project management.
requests.
Ways of Working
QA Tools Mastering diverse and creative ways (predictive, adaptive, design thinking) to get any
job done
• Data gathering: Checklists
• Data analysis: Alternatives analysis, document analysis, Power Skills
process analysis, or formal root cause analysis The critical interpersonal skills required to apply influence, inspire change and build
• Decision making techniques Relationships
• Data representations: Affinity diagrams, cause and effect
diagrams, flowcharts, histograms, matrix diagrams, and Business Acumen
scatter diagrams Effective decision-making and understanding of how projects align with the big
• Audit reports picture of broader organizational strategy and global trends
• Design for X: Focuses on a particular value X and its impact
on design quality
• Problem solving techniques
• Quality management methods: Six Sigma, Plan-Do-Check Act
Strategic Alignment and Business Management Skills Objectives and Key Results

STRATEGIC PLAN OKRs is a goal setting framework used by individuals, teams, and
A high level business document that explains an organization s vision and organizations to define measurable goals and track their outcomes. It helps
mission plus the approach that will be adopted to achieve this mission and clarify investment ideas and the metrics used to measure success.
vision, including the specific goals and objectives to be achieved during the
period covered by the document. Business Value

Strategic Management Elements and Frameworks • An informal term that goes beyond economic value.
• Components include:
Some agile projects use a goal-setting framework such as OKRs (Objectives and • Shareholder value
Key Results) that describes the organization’s objectives and desired key results. • Customer value
• Employee knowledge
• Channel partner value

Value Analysis

Process of examining each of the components of business

value and understanding the cost of each one
Benefits Management Plan Benefits Owner

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

Release Management

• Agile projects have the ability to convert high value capabilities into
delivered solutions early.
• The Product Owner defines the initial capabilities that make up the
Minimum Business Increment (MBI).
• In traditional projects, release occurs at the end when everything is done.
Benefits Transition and Sustainment • The MBI offers enough of the high value aspects of a solution to start using
it and benefit from it.

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.
- Also called cost-benefit analysis.
Return on Investment (ROI) Net Promoter Score (NPS)
A financial metric of profitability that measures the gain or loss from an Measures a customer's willingness to recommend a provider's products or
investment relative to the amount of money invested services to another on a scale of 100 to 100
- Sometimes called the rate of return - Usually expressed as a percentage NPS = % of Promoters –% of Detractors

Present Value (PV) AB Testing

The current value of a future sum of money or stream of cash flows given Used in marketing, AB testing is a method for determining user preferences.
a specific rate of return.

Net Present Value (NPV)

Present value of all cash outflows minus the present value of all cash
inflows.
Decision Tree Analysis

A diagramming and calculation

technique for evaluating the
Internal Rate of Return (IRR) implications of a chain of multiple
options in the presence of
The interest rate that makes the net present value of all cash flow equal to uncertainty.
zero.
C. Evaluate and address internal and external business environment changes

Internal Business Environment Product Owner Duties

- Organizational changes can dramatically impact the scope of a project.

- Project manager and project sponsor need to have visibility into business plans,
reorganizations, process changes, and other internal activities.

External Businessn Environment

PESTLE is an acronym to identify the external business environment factors

that can affect the value and desired outcomes of a project.

Update Baselines

In traditional project plans, the completed initial plan is the baseline

Updated Roadmaps

• Swimlane roadmaps provide high level visibility to the overall project tasks,
Backlog Reprioritization deliverables, and milestones.
• Roadmap should reflect changes made to the backlog.
Product owner re prioritizes the backlog as stories or requirements change.
D. support organizational change

Change Management Roll Out Plan

A comprehensive, cyclic, and structured approach for transitioning Once a change is approved and built, the project manager needs to plan for its
individuals, groups, and organizations from a current state to a future state successful implementation.
in which they realize desired benefits. It is different from project change Roll out plans enable the project manager to define:
control, which is a process whereby modifications to documents, • The knowledge transfer
deliverables, or baselines associated with the project are identified and • Training,
documented, and then are approved or rejected. • And readiness activities required to implement the change.

Change Management Framework Organizational Structures

“Organizational change requires individual change”

The ADKAR model names five milestones an individual must achieve in
order to change successfully:
•A: Awareness of the need for change
•D: Desire to support the change
•K: Knowledge of how to change
•A: Ability to demonstrate new skills and behaviors
•R: Reinforcement to make the change stick
Relative Authority in Organizational Structures

PMO

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 Centres of Excellence (ACoEs) and also known as Value Delivery Office (VDO)
ACoEs enable, rather than manage, project efforts:
• Coach teams
• Build agile mindset, skills and capabilities throughout the organization
• Mentor sponsors and product owners.
I. PLAN AND MANAGE PROJECT/ PHASE CLOSURE

Transitions (Handovers) Final Report: Summary of project or phase performance result

Lessons learned repository

A store of historical information about lessons learned in projects.

FINAL REPORT: A summary of the projects information on performance, scope, schedule,

quality, cost, and risks.
E. employ continuous process improvement

Continuous improvement
Continuous Improvement Tools

An ongoing effort to improve products, services, or processes.

Continuous Improvement Approaches

Agile project management contains small development cycles that are used to
develop the product by feature and receive client feedback on each feature.