12/24/2023

PMP Course in Brief

PREPARED BY: AMRO A. ABBAS

SUPERVISED BY: DR. AHMED EL-SENOSY
CLASS: PMP #333

1
 Content
• Chapter 1 : Introduction Page 03 - 09

1. Projects ’ overview & Characteristics ……………………………………………………………… Page 04 - 05

2. Organizational Process Assets (OPAs) ……………………………………………………………… Page 06 - 06
3. Enterprise Environmental Factors (EEFs) ……………………………………………………………… Page 06 - 06
4. Organizational Project Management (OPM) ……………………………………………………………… Page 07 - 07
5. Project Management Principles and Performance Domain …………………………………………………. Page 08 - 09

• Chapter 2 : The Agile Manifesto for Software Development Page 10 - 12

1. The Agile Manifesto ……………………………………………………………… Page 11 - 11

2. Principles Behind the Agile Manifesto ……………………………………………………………… Page 12 - 12
3. Tailor Projects to Contexts ……………………………………………………………… Page 12 - 12

• Chapter 3 : PMP ECO ( Exam Content Outline) Page 13 - 100

1. Creating a High Performing Team ……………………………………………………………… Page 14 - 29

2. Starting the Project ……………………………………………………………… Page 30 - 50
3. Doing the work ……………………………………………………………… Page 51 - 63
4. Keeping the Team on Track ……………………………………………………………… Page 64 - 83
5. Keeping the Business in Mind ……………………………………………………………… Page 84 - 100
Chapter 1 : Introduction
1- Projects ’ overview & Characteristics
2- Organizational Process Assets (OPAs)
3- Enterprise Environmental Factors (EEFs)
4- Organizational Project Management (OPM)
5- Project Management Principles and Performance Domain.
Project Overview:
Creates a
• a project is a temporary endeavour undertaken to create a unique product, unique
service or result. product,
• Project is temporary in that it has a defined beginning and end in time, and service or
therefore defined scope and resources. But that doesn’t mean that the result
project has short duration.

What is the project management?

• Project management is the application of knowledge, skills, tools, and

Time Drives
techniques to project activities to meet the project requirements. Project
limited Project change
management is accomplished through the appropriate application and
integration of the project management processes identified for the
project.

Organizational project maturity

Project
Success Project manager effectiveness Enables value
creation for a
depend business or
Funding and resource availability
on organization
Team member skill levels

Collaboration and communication within the team and with key stakeholders.

Understanding of the core problem and related needs.

 Projects ’ Characteristics
Fulfilment of the project is unique in that it is not a routine operation, but a specific
set of operations designed to accomplish a singular goal, product, service or a Tangible
Intangible Elements
combination of all results. Elements

Some project activities may include repetitive elements like same material and
same team as construction projects. But that’s doesn’t effect on project’s unique
characteristics Monetary Assets Goodwell

The benefits of the project could be

Stockholder equity Brand Recognition

Tangible Tangible Both

Utility Public Benefits

Temporary nature of projects Fixtures Trademarks

Project Start

Tools
Strategic alignment
Objectives will not be met Project End

Market Share
No more Funding Project End Reputation

Project objectives have been achieved Project End

1. Organizational Process Assets (OPAs) 2. Enterprise Environmental Factors (EEFs)

Plans

processes

procedures

policies

Knowledge bases that are specific to and used

by the performing organization.

OPA examples:
• Organizational Standards
• Standard Templates
• Procedures
• Policies
• Evaluation Criteria
• Performance Measurement Criteria
• Communication Requirements
3. Organizational Project Management (OPM):
• strategy execution framework that coordinates project, program, portfolio and
operations management, and which enables organizations to deliver on strategy

Portfolio Program Project

Management Management Management

• Collection of projects, programs, • Group of related projects, subsidiary • Part of a broader program, portfolio
subsidiary portfolios and operations programs and program activities or both
managed in a group to achieve managed in a coordinated manner to • Enables achievement of
strategic objectives . obtain benefits not available from organizational goals and objectives
managing them individually.
• Aligns with business strategies
• Controls components and
interdependencies to realize benefits
Project Management Principles

❑ Use the 12 principles to guide behaviour

in the 8 project performance domains

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 behaviours.
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.
project performance domains
A project performance domain is a group of related
activities that are critical for the effective delivery of
project outcomes. Collectively, the performance
domains represent a project management system of
interactive, interrelated and interdependent Each domain addresses activities and functions specific
management capabilities that work in unison to achieve to the domain, resulting in specific desired outcomes.
desired project outcomes. As the performance Here is a synopsis of the desired outcomes of working
domains interact and react to each other, change in each of the eight project performance domains:
occurs.
Chapter 2 : The Agile Manifesto for
Software Development
Chapter 2/01 : The Agile Manifesto
Chapter 2/02 : Principles Behind the Agile Manifesto
Chapter 2/03 : Tailor Projects to Contexts
The Agile Manifesto
❑ Agile methodology is a project
management approach that
prioritizes cross-functional
collaboration and continuous
improvement. It divides projects
into smaller phases and guides
teams through cycles of planning,
execution, and evaluation.

❑ The agile approach embraces a

flexible and adaptable way of
thinking and acting. It involves
choosing suitable techniques that
match the specific situation at
hand.

❑ The Agile methodology, which

are commonly used in software
development, have also been
employed to facilitate progress in
various other types of projects.
 Tailor Projects to Contexts
❑ Tailoring is the deliberate adaptation of the project management
approach, governance, and processes to make them more suitable for
the given environment and the work at hand.

1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Businesspeople and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support
they need and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – the art of maximizing the amount of work not done –is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behaviour accordingly.
Chapter 3 :
PMP ECO ( Exam Content Outline)
1 - Creating a High Performing Team
2 - Starting the Project
3 - Doing the work
4 - Keeping the Team on Track
5 - Keeping the Business in Mind
Creating a High
Build A Team

Performing Define team ground rules

Team Negotiate project agreements

Empower Team
Members & Stakeholders
Train Team Members and Stakeholders

Engage & support virtual teams

Build a Shared Understanding about a Project

 T-Shaped Skills

Project team is a set of individuals who support the 1. Agile teams invest in becoming more cross functional.
project manager in performing the work. Ex. PM staff,
2. By leveraging all team members to help accomplish the team
project workers, customer reps, sellers, business goals:
partners.
▪ Improves team s efficiency
▪ More likely to achieve objective

Project Resource Management includes:

1. Estimate, acquire, and manage teams of people.
2. Estimate the other resources those team members will need to carry out the work.
3. Obtain the people.
4. Develop the team, improve their competencies, facilitate interactions, and create an effective
5. teaming environment.
6. Track team performance, create and execute improvements based on feedback, resolve
7. issues, and manage team personnel changes

Team Member Considerations:

1. Need the relevant skill sets to perform the work and produce the desired results.
2. Avoid single-points-of-failure caused by a single resource having a required skill.
3. Use generalizing specialists who have a core competency and general skills that can be leveraged to
support other areas of the project.
 Project Stakeholders
Stakeholders
An individual, group, or organization that may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a
project, programs, or portfolio.
Suppliers,
Customers
Stakeholders Identification :
Sponsors, PMO,
1. Identifying stakeholders tends to happen as the project Steering
charter is being developed. Acquisition of resources Committees
2. List of identified stakeholders should be reviewed and
modified as changes occur throughout the project.
Project Team
3. The project plans that are developed should describe
stakeholders and the planned engagement model. PPP Managers
4. As the project progresses, documents such as change logs, Resource Managers
issue logs, or requirement documents can reveal additional
stakeholders.
5. The stakeholder list may be affected by organizational Project
environment factors. Manager
6. Referring to stakeholder lists from previous projects might
be useful
 Meeting Mang.

Skills List The ability to conduct productive

meetings efficiently and
effectively.

Conflict Mang. Negotiation

There are a variety of interpersonal skills that an approach used by more than one
involves intervening before a
each member of the project team will need negative result from a conflict can individual to come to an agreement or
to establish and maintain relationships with occur.
resolution.
other.
Cultural Awareness Networking

Understanding and being aware of Interaction between people to expand

the different cultural viewpoints and their knowledge about business topics.
beliefs of the individuals
Team Building
Decision Making
through continuous support and working
collaboratively, you can enable a team to
the ability to make decisions will
work together to solve problems, diffuse
show that you can be a strong
interpersonal issues, share information, and
advocate in any decision-making
tackle project objectives as a unified force.
process, meeting, or group.

Observation/conversation
Facilitation
involves watching individuals as they
skills used to lead or guide an perform their daily tasks to obtain first-hand
assembled group toward a knowledge of a situation or how a process is
successful conclusion. going.
Leadership Servant Leadership
The ability to step up and guide
used in agile and other types of projects, which
others to achieve results.
encourages the self-definition, self-discovery, and
self-awareness of team members.
 RACI Chart
A RACI chart, also known as a RACI matrix or RACI model,
is a diagram that identifies the key roles and
responsibilities of users against major tasks within a
project and 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 to define the involvement
of stakeholders in project activities.

R = Responsible A = Accountable C = Consulted I = Informed

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Team Charter
The team charter is a document that enables the team to establish
its values, agreements, and practices as it performs its work
together.

A good team charter includes:

• The team’s shared values.

• Guidelines for team communications and the use of tools.

• How the team makes decisions.

• How the team resolves conflicts when disagreements arise.

• How and when the team meets.

• Other team agreements (such as shared hours, improvement activities).

Project Negotiations
Negotiations are discussions that are aimed at reaching an
agreement. As part of an external procurement, it may be specify the
rights, obligations, and terms of a purchase in order to facilitate a
mutual agreement prior to signing a contract.

Agreement documents include:

❖ A SOW or major deliverables
❖ A schedule with milestones and dates
❖ Performance reporting expectations
❖ Pricing and payment terms
❖ Inspection, quality requirements and acceptance criteria
❖ Warranty and future support
❖ Incentives or Penalties
❖ Insurance & Performance Bonds
❖ Subcontractor approvals
❖ Terms & Conditions
❖ Change Request handling
❖ Termination clauses and Dispute Resolution
 Prioritization Techniques to Determine Objectives

KANO Model
01 Identifying certain features as Basic,
Performance, or Excitement helps to prioritize
Product Backlog is owned by
the customer. In Scrum
MoSCoW (MSCW) Analysis through the role of the
02 Categorize features as Must Have, Product Owner a list of
Should Have and Won’t Have (for now). desired capabilities, written
as User Stories are given with
the also the list is prioritized,
Paired Comparison Analysis with the highest business
03 Looking at each pair of stories and
value and highest business
risk things listed first.
prioritizing one over the others.

100 Points Method

04 Each stakeholder is given 100 points and can multi-vote their points across
all the stories.
Team Strengths
S W
Strengths
characteristics of the business or project
that give it an advantage over others.

Weaknesses
characteristics that place the business or
project at a disadvantage relative to others.

Opportunities
elements in the environment that the business or
project could exploit to its advantage.

Threats
elements in the environment that could
cause trouble for the business or project.
 Estimates
The people doing the work should perform the estimating tasks because they have the
best knowledge of:
▪ The risks S W
▪ 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.

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:

Gather and Generate Make

Set the Stage Close
Share Data Insights Decisions
Elements of Training
Training is an activity in which team members acquire new or enhanced skills,
knowledge, or attitudes. Training may be provided to teams, small groups, or
individuals and can cover management, technical or administrative topics.

Training delivery models include:

❖ Instructor-led classroom
❖ Victual classroom
❖ Self-paced e-learning
❖ Document reviews
❖ Interactive simulations
❖ On-the-job training
 Training Options

Virtual Instructor-led training

Live online instructor-led training through a virtual meeting or virtual

training environment.

Self paced e-learning

E-learning content made available to the students online and

generally consumed using a browser, which might include rich-
media video, simulated lab exercises, etc.

Document reviews
For certain type of simple knowledge transfer, sharing
relevant documents may be sufficient.

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Communication Plan
In the same way the project manager established a
communications plan for engaging with other project
stakeholders, a communication plan for the team itself should be
created and executed , Project manager must facilitate and
ensure collaboration

Communication Includes

❖ When the meets. Do they hold daily standup? Grooming meetings to

clean backlogs? Sprint Planning, Review & Retro?
❖ How team members update task status – Kanban/ etc.
❖ How often do team members update their work status?
❖ What are the team’s shared hours?
❖ What are their preferred communications approaches? Chat
channels? Phone? E-mail? Share task boards?
Project Charter
A 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 Include:

❖ 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
 Agile Ceremonies

Sprint Retrospective Sprint Planning

A meeting of the team members A meeting that facilitates
facilitated by the Scrum Master for the communication and
team to identify its own collaboration between a
improvements, reviews the team’s 12 customer and the project team
processes and practices

9 3

Sprint Review Daily Standup

6
A review at the end of each A short 10-15 minute meeting
iteration with the Product Owner held each day for the team to
and other customer stakeholders to reaffirm commitment to its
review the progress of the product, objectives for the iteration an to
get early feedback surface any potential blockers
 Vision Overview Statement
Key Desired end-state, described as a
set of objectives and outcomes.
Serve as a draft for the project charter.
Brevity and clarity are key. Should be less

Terms
than a page capturing objective, opportunity
& success.

Kickoff Meeting
❖ Defining a vision statement
Estimation Tech.
❖ Defining a team charter
❖ Assisting product owner / Customer with ❖ T-Shirt Sizing – S, M, L, XL, XXL
story writing , create backlog,estimating
of effort . ❖ Story Pointing, Using a relative
measure for the level of difficulty or

Consensus
complexity of a feature, individuals
assign story points, which are numbers
in the Fibonacci sequence, 1, 2, 3, 5,
A decision-making process used by a group
8, 13, 20, 40 100,.
to reach a decision that everyone can
support. ❖ Planning Poker: Used to estimate
❖ Fist of Five Technique effort or relative size of development
❖ Roman Voting effort. Using a deck of cards with
❖ Polling modified Fibonacci numbers,
❖ Dot Voting individuals vote on user stories. This
technique is also called Scrum poker.
Product backlog
Prioritization techniques include: Task Boards
❖ Kano Model
❖ Kanban board
❖ MoSCoW ❖ To-do list
❖ (MSCW) Analysis ❖ Procedure checklists
❖ Paired Comparison Analysis ❖ Scrum Boards etc.
❖ 100 Points Method
 Determine Appropriate Project Methodology/Methods and Practices

STARTING THE Plan and Manage Scope

PROJECT Plan and Manage Budget and Resources

Plan and Manage Schedule

Plan and Manage Quality of Products/Deliverables

Integrate Project Planning Activities

Plan and Manage Procurement

Establish Project Governance Structure

Plan and Manage Project/Phase Closure

 Agile
• Modern approach where team works collaboratively with the customer to determine the project
needs.
• The coordination of the customer and the team drives the project forward.
• Changes are relatively easy, and waste is not costly.
• Complex environment where end product is not fully known, and user feedback is very
valuable.

Predictive
• Traditional approach where the project needs, requirements, and constraints are understood,
and plans are developed accordingly.
• The plans drive the project forward.
Project Methodologies, • Changes are expensive due to scrap and waste.
Methods, and Practices • Predictability and coordinated timing is important.

Hybrid
• A combined approach that uses a strategy from agile or predictive for a specific need.
• Project might switch approaches based on need, changing work requirements, or
circumstances.
• There are some costs to changes.
• Stakeholders are interested in another method, but not comfortable to fully adopt one
method.

Iterative
• Dynamic requirements and activities are repeated until they are deemed correct.

Incremental
• Dynamic requirements, as well as frequent small deliveries
• Speed to deliver small increments is a major goal.
 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
Key terms 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
Iterative Adaptive

Incremental Life Cycles

• An adaptive project life cycle in which the deliverable is produced through a series of iterations
that successively add functionality within a predetermined time frame. The deliverable contains
the necessary and sufficient capability to be considered complete only after the final iteration.
Incremental Adaptive
Hybrid Methodologies
Characteristics
1. Includes adaptive and predictive components
2. Shorter, iterative time frames
3. High stakeholder involvement
4. More in depth requirements

Agile Life Cycles

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

Characteristics
1. Dynamic requirements
2. Combines iterative repetition of
activities with incremental deliveries
3. Goal: Customer value
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Project Scope Requirements management plan
Project Scope: The work performed to deliver A component of the project or program management plan
a product, service, or result with the specified that describes how requirements will be analysed,
documented, and managed.
features and functions. Project scope ” may
include product scope. 1. How requirements activities will be planned, tracked,
and reported
2. Configuration management
Product Scope 3. Requirement's prioritization
4. Traceability structure
The features and functions that characterize a
product, service, or result. Project requirements
The agreed upon conditions or capabilities of a product,
service, or outcome that the project is designed to satisfy.
Agile
Predictive 1. High level requirements might be documented in the
Backlogs project charter.

2. Project manager must verify all requirements are

Measure determined and documented.
Measure
completion
completion
of the product 3. Provide the foundation for building the WBS
of project scope
scope

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Elicitation Techniques Elicitation Techniques/ Data

Document analysis
Mind Affinity
mapping diagram
Questionnaires
Benchmarking A technique used to A technique that allows
consolidate ideas created large numbers of ideas to
Interview through individual be classified for review and
brainstorming sessions analysis.
into a single map to
reflect commonality and
Elicitation differences in
Techniques understanding and to
(Decision Making) generate new ideas

Unanimity Majority Requirements Documentation

• Business requirements
• Stakeholder requirements
• Solution requirements
Plurality Autocratic • Project requirements
• Transition requirements
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• Requirements assumptions, dependencies, and constraints
35
Work Breakdown Structure Scope baseline
(WBS) is the approved version of a scope
statement, WBS, and its associated
A hierarchical decomposition of the WBS dictionary, that can be changed
total scope of work to be carried out using formal change control
by the project team to accomplish procedures and is used as a basis for
the project objectives and create the comparison to actual results.
required deliverables.
Scope baseline components can
Cost Quality
include:
estimations requirements

1. Project scope statement

2. WBS
May Include the
Assumptions
and 3. WBS dictionary
constraints
Following

WBS dictionary Description

of work
Technical
references

A document that provides detailed

deliverable, activity, and scheduling
Schedule Agreement
information about each component milestones information

in the work breakdown structure.

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Product and Iteration backlogs User Stories, Story Maps, Roadmaps
product backlog
1 - A story map organizes user stories into functional groups and within
1 - essentially a list of the expected work
the product roadmap's narrative flow (“the big picture”).
to deliver the product.
2 - Helpful for discovering, envisioning, and prioritizing the product and
2 - A project's product backlog changes throughout the away ahead!
project.
3 - Story map technique developed by Jeff Patton.
3 - Grooming and refining the product backlog is an
ongoing exercise, typically scheduled in weekly or
monthly intervals.
Product backlog items (PBI)
1 - Drop off when work is completed.
2 - PBIs are edited and clarified as more becomes known
or as product requirements change.
3 - PBIs are continually added as necessary when more
work must be done.
iteration backlog
1 - includes items from the product backlog that can
conceivably be completed within the time period based
on the team s capacity.
2 - Teams must estimate the effort size of the work and
understand the priorities of the business.

12/24/2023 37
 Plan and Manage Budget and Resources

Cost Estimating Techniques

1. Logical estimates provide basis for making sound
decisions and they establish baselines.

Analogous estimating
1- Can ensure no work is inadvertently omitted from work
estimates.
2- Can sometimes be difficult for lower-level managers to Sponsors, PMO,
apportion cost estimates. Steering
Committees
Bottom-up estimating
1- Is very accurate and gives lower-level managers more Project Team
responsibility.
PPP Managers
2 - May be very time consuming and can be used only after
the WBS has been well defined. Resource Managers

Parametric estimating Project

1 - Is not time consuming.
Manager
2 - May be inaccurate, depending on the integrity of the
historical information used.
Funding limit reconciliation Guidelines to Determine a Budget
1. Review the cost management plan
The process of comparing the planned expenditure of
project funds against any limits on the commitment of funds 2. Review the resource management plan
for the project to identify any variances (gaps) between the 3. Review the scope baseline for project scope statement,
funding limits and the planned expenditures. WBS, and WBS dictionary.
4. Check the project schedule for type, quantity, and
1. Most budgets assume steady incoming and outgoing duration of resources.
flows. 5. Review the risk register to consider any risks that may
2. Large, sporadic expenditures are usually incompatible impact cost estimation.
with organizational operations. 6. Review the EEFs.
3. Funding limits help regulate the outgoing capital flow to 7. Review the OPAs. Sponsors, PMO,
protect against overspending
Steering
8. Use appropriate tools and techniques.
9. Document the project budget Committees
, creating a cost.
BURN RATE 10. Understand project funding requirements or cash flow
Agile teams collaborate with stakeholder partners and to enable the project.
finance stakeholders to suggest incremental budgeting Project Team
11. Update project documents, as needed.
approaches (agile mindset). PPP Managers
While using burn rate consider the following: Resource Managers
1. Cost as well as value
2. Organization and stakeholder attitudes towards budget Project
and costs
Manager
How to establish cost baseline and S Curve
Example
You are ready to move forward with the Public Meeting work package
for the shopping centre project The Director of Finance is ready to
allocate project funds but is interested in your cash flow Before creating
the cash flow document, you review your notes from a recent meeting:
1. Staffing arrangements must be made
2. Contracts for the venue must be completed
3. The location should be selected early in the process and the
staffing should happen shortly after the location is secured
4. Five weeks before the event, a promotional newspaper ad will be
purchased Subsequent ads will be placed in the final week before
the meeting
5. Planned meetings will be scheduled over the next 10 weeks The
first meeting will happen right away and another in the fourth
week The remaining meetings will occur at two-week intervals until
the event
6. A food budget that covers lunch in the first meeting and the third
meeting must be set.
7. The project schedule is 10 weeks
8. The cost of holding the event is 3,000 USD.

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 Project schedule Schedule management plan Schedule Management
A component of the project or program management plan Considerations for
An output of a schedule model that presents linked activities
with planned dates, durations, milestones, and resources. that establishes the criteria and the activities for developing, Agile/Adaptive
1- Includes starting and finishing. monitoring, and controlling the schedule. Environments
2 – Coordinates activities to form a master plan.
3 – Tracks schedule performance.
Project schedule model used

Two main iterative approaches

Plan Schedule
Management Accuracy of activity duration

Components of the Schedule

estimates
Schedule Management include
Processes involved in Project

Define Activities

Management Plan:
Units of measure to be used

Sequence Activities Organizational procedure links used Iterative scheduling

with the WBS with backlog
Estimate Activity
Durations
Project Team On-demand
Control thresholds to be used for monitoring
schedule performance PPP Managers scheduling
Develop Schedule Resource Managers
Rules of performance measurements
to be used

Control Schedule Project

Reporting formats to be used Manager

Process descriptions to explain how schedule

management processes are to be documented
throughout the project.
Project Activities Milestone
A distinct, scheduled portion of work performed during a project. A significant point or event in a project, program, or portfolio.

Epic
A very large collection of user stories. Epics can be spread across
many sprints.
1. Used to group related functionality together to deliver business
value.
2. Activities and efforts, such as documentation, bug fixes, testing,
and quality/defect repairs.
3. Delivers the capability that can be estimated, tracked, and
managed as a set.
4. Scheduling aligned to features ensures associated work is
coordinated.
5. Estimating features offers a view of when blocks of functionality
can be released to the business and end users.
6. Progress can be measured based on the based on the features
that have been accepted compared to features remaining

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 Activity Duration Estimates
The quantitative assessment of the likely number of time
periods that are required to complete an activity.

Schedule Presentation Formats

❑ Elapsed time
The actual calendar time required for an activity from start
to finish.
Gantt Chart
❑ Effort
The number of labour units required to complete a
scheduled activity or WBS component, often expressed in Sponsors, PMO,Chart
Milestone
hours, days, or weeks. Contrast with duration. Steering
Committees
Three Point Estimation
Project Schedule Network
Project Team
Diagram with Dates
PPP Managers
Resource Managers

Project
Manager
❑ Critical Path
The sequence of activities that represents the longest path
through a project, which determines the shortest possible
duration.

❑ Critical path activity

Any activity on the critical path in a project schedule.

Sponsors, PMO,
Steering
❑ Total float Committees
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.
Project Team
PPP Managers
Resource Managers

Project
Manager
 Plan and Manage Quality of Products/Deliverables
Cost of Quality
❑ Quality All costs incurred over the life of the product by
The degree to which a set of inherent characteristics fulfil requirements. investment in preventing nonconformance to
requirements, appraisal of the product or service
❑ Standard for conformance to requirements, and failure to
meet requirements.
A document established by an authority, custom, or general consent as a model
for example.

❑ Regulations
Requirements imposed by a governmental body and these requirements can
establish product, process, or service characteristics, including applicable
administrative provisions that have government mandated compliance.

Quality Control Tools

Data
Data Gathering Data Analysis
Representation
45
❑ Control Charts and Variability
1. Measurements that exceed the range between the
upper and lower control limits are considered to be an
indication of instability.
2. The variability expressed is atypical for the process and
may be an indication of a special source of variance.

❑ Pareto Chart
Sponsors, PMO,
A histogram that is used to rank causes of problems in a
❑ Statistical Sampling Steering
hierarchical format.
Committees
is choosing part of a population of interest for inspection.
 Subsidiary plans Project Management Information
Project Management Plan System ( PMIS)
1.Scope management plan
Components 2.Requirements management plan
3.Schedule management plan
An information system consisting of the tools and
Baselines 4.Cost management plan
techniques used to gather, integrate, and disseminate
5.Quality management plan
1.Scope baseline. 6.Resource management plan the outputs of project management processes.
2.Schedule baseline 7.Communications management plan
3.Cost baseline
8.Risk management plan
4.Performance measurement baseline 1. Enables quick and efficient scheduling because
9.Procurement management plan
10.Stakeholder engagement plan calculating is performed automatically.
11.Configuration management plan 2. PMIS example: Microsoft Project
Project processes 12.Change management plan
13.Compliance management plan
• Project management processes
• Level of implementation
• Tools and techniques
• How the selected processes will be used to
manage

Work explanation Agile project plan

Life cycle
 ❑ Source Selection Criteria
Plan and Manage Procurement A set of attributes desired by the buyer which a seller is
required to meet or exceed to be selected for a contract.
1. Procurement
the acquisition of goods and services from an external Overall or life cycle cost
organization, vendor, or supplier to enable the deliverables
Understanding of need
of the project.

Sample source selection criteria

Technical capability

2. Make or buy analysis Management approach

The process of gathering and organizing data about product Sponsors, PMO,
Technical approach
requirements and analysing them against available
Steering
alternatives including the purchase or internal manufacture
of the product.
Warranty
Committees
Financial capacity
3. Make or buy decisions Project Team
Production capacity
Decisions made regarding the external purchase or internal PPP Managers
manufacture of a product. BusinessResource
size and Managers
Past performance of

❑ Procurement Management Plan Project

References
A component of the project or program management plan Manager
that describes how a project team will acquire goods and Intellectual property rights
services from outside of the performing organization.
Proprietary rights
 Contracts Management Traditional Contract Types

Contract Fixed Price (FFP, FPIF, FPEPA)

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.
Cost – reimbursable (CPFF, CPIF,
CPAF)

Time and Material

Responsibilities of both parties
Sponsors, PMO,
Components of Contracts

Identification of authority, where appropriate Steering

Committees
Agile ” Contract Types
Delivery date or other schedule information
Multi-tiered structure
Description of the work being procured for the project Project Team
Emphasize value delivered
PPP Managers
Applicable guarantees and warranties Fixed price increments Resource Managers
Not to exceed time and materials
Provisions for termination
Graduated time and materials
Project
Price and payment terms
Early Cancellation option Manager
Management of technical and business aspects Dynamic scope option
Team augmentation
ESTABLISH PROJECT
GOVERNANCE STRUCTURE
2. Project Phases
A collection of logically related project activities that culminates in the
completion of one or more deliverables.

1. Project Governance 1. Produce one or more deliverables

2. Can be performed sequentially or can overlap
The framework, functions, and processes that guide project 3. Outputs from one phase are generally inputs to the next phase
management activities to create a unique product, service, or result
to meet organizational, strategic, and operational goals.

3. Phase Gate
A review at the end of a phase in which a decision is made to continue
to the next phase, to continue with modification, or to end a project or
program.

12/24/2023 50
 Assess and Manage Risks

Doing the work

Execute Project to Deliver Business Value

Manage Communications

Engage Stakeholders

Create Project Artifacts

Manage Project Changes

Manage Project Issues

Ensure Knowledge Transfer to Project Continuity

 Assess and Manage Risks
❑ Risk ❑ Risk Tolerance, Appetite, and Threshold
An uncertain event or condition that, if it occurs, has a positive or negative effect
on one or more project objectives. Risk tolerance: The maximum amount of risk, and the
❑ Trigger condition potential impact of that risk occurring, that a project manager or
An event or situation that indicates that a risk is about to occur. key stakeholder is willing to accept.

Risk Could Be Risk appetite: The degree of uncertainty an organization

or individual is willing to accept in anticipation of a reward.

Positive risks, which Also Negative risks, which

referred to as Also referred to as
opportunities Threats

Checklist analysis

Root cause analysis

Qualitative risk analysis:
Risk Identification

Technique used to
Assumption and constraint analysis
determine the probability of occurrence and the impact of each
identified risk.
SWOT 1. Determines the risk exposure of the project by multiplying
the probability and impact.
Document analysis
2. Provides the list of prioritized risks for further actions.
Prompt lists

Meetings

52
Expert judgment
FUNDAMENTALLY RISKY Probability and Impact Matrix
Agile projects include risks in user stories and as part of backlog work Use numeric values and/or colours
items Teams discuss risks at planning meetings, during the normal If using numbers, multiply them to give a probability impact score this
course of work Teams place risks in a risk register, use information makes evaluating relative priority easier!
radiators to ensure visibility and a backlog refinement process that - This is NOT a quantitative evaluation.
includes constant risk assessment

12/24/2023 53
 Risk Response

❑ Contingency Plans
Negative Risk Strategies

Escalate
A risk response strategy developed in advance, before things go
wrong; it is meant to be used if and when identified risks become
Avoid reality.

Transfer 1. Allows a project manager to react quickly and appropriately

to the risk event, mitigating its negative impact or increasing
Mitigate its potential benefits.
2. May include a fallback plan for risks with high impact.
Accept
Positive Risk Strategies

Escalate

Exploit

Enhance

Share

Accept

54
Product Road map
Serves as a high-level visual summary of the product or products of
the project.

12/24/2023 55
 Minimum Viable Product MVP Minimum Business Increment MBI

The smallest collection of features that can be included in a product for customers The smallest amount of value that can be added to a product or service
to consider it functional. In Lean methodologies, it can be referred to as "bare that benefits the business.
bones" or "no frills"

MBI is more viable when an MVP might be disruptive to

Minimum Business Increment

Minimum Viable Product MVP

the users and business, especially when a primary

preliminary product to gauge interest is unnecessary.

An MVP allows all stakeholders to see and experience

some form of project outcomes.
MBI works best when:
1 - The product and functions are understood.

MBI
2 - An incremental increase in value can be pinpointed.
A tangible output channels target conversations, which
3 - The delivery of some of that value benefits the business.
generates feedback and ideas.

Advantages of MBI:
MVP provides inspiration to the team and ignites 1 - Enables project team to deliver bits of value sooner.
shorter termed urgency and a sense of accomplishment. 2 - Helps team validate whether improvement has been
captured.
3 - Enables team to build on that success or pivot as needed
incrementally.

56
 Project Communication Communication Types , Models & Methods
❑ Communication Type Could Be:
1. Internal or external stakeholders
▪ Face To Face
2. Formal or informal message content and
format ▪ Telephone , Mobile
3. Hierarchical focus senior management or ▪ Email
peers ▪ Message
4. Official or unofficial annual reports or reports ▪ Social Media
to other governing bodies compared to ▪ Etc…
project team communication
5. Written or oral tone, inflection, and ❑ Communication Models A description, analogy, or
nonverbal gestures are influential schematic used to represent how the communication process will
be performed for the project.

Communications Management Plan

Communication Methods: A systematic procedure,

technique, or process used to transfer information among project
stakeholders.

Could be:
1. Interactive
2. Push
3. Pull 57
12/24/2023
 Engage Stakeholders
Sponsors
❑ Guidelines to Develop, Execute, and Validate a Strategy
Stakeholder Categories

Customers and users for Stakeholder Engagement

Sellers

Business partners

Organizational groups

Functional managers

Other stakeholders

❑ Stakeholder Engagement Assessment Matrix is a

matrix that compares current and desired stakeholder engagement
levels.

58
Create Project Artifacts

1. 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.

Acceptance Criteria

Assumptions
Sponsors, PMO,
Project artifacts might include:

Business Case Steering

Change Requests Committees

Artifacts unique to agile projects:

Constraints
Project Team
Lessons learned Product Backlog
PPP Managers
Minutes of status meetings Resource Managers
Product Increment

Project Charter Product Roadmap

Slide decks Project

Product Vision Statement
Manager
Requirements Release Plan

Scope Sprint Backlog

Scope Baseline

Subsidiary project management plans

Change Management Plan Causes of Project Changes
❑ Inaccurate initial estimates
A component of the project management plan that
establishes the change control board, documents the extent ❑ Specification changes
of its authority, and describes how the change control ❑ New regulations
system will be implemented. ❑ Missed requirements

It should answer the following questions: ❖ Change Control Systems

A set of procedures that describes how modifications to the
1. Who can propose a change? project deliverables and documentation are managed and
controlled.
2. What exactly constitutes a change?
3. How to evaluate the impact of the change on the Change control systems can include:
project's objectives? 1 - Forms
4. What steps are necessary to evaluate the change 2 – Tracking Methods
request before approving or rejecting it? 3 – Processes
5. When a change request is approved, what project Project
4 - Approval levels required for authorizing Team
or rejecting
documents must be amended to record the actions requested changes
PPP Managers
necessary to effect the change?
Resource Managers
6. How will these actions be monitored to confirm that
they have been completed satisfactorily?
Project
Manager
❖ Change Control Board (CCB) ❖ Approved Change Requests
A formally chartered group responsible for reviewing, Requests that have been received and approved in
evaluating, approving, delaying, or rejecting changes to the accordance with the integrated change control plan and are
project, and for recording and communicating such ready to be scheduled for implementation.
decisions.

Approved changes
Change Control Strategy

can include:
Corrective action
Change identification Sponsors, PMO,
Preventive action
Defect repair Steering
Change documentation
Update Committees
Analysing the impact of the change

Course of action Project Team

Updating related plans PPP Managers
Resource Managers

Project
Manager
Manage Project Issues 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
Issue Risks project and require investigation in order to
work toward a resolution.
A current condition or situation that 1. Focused on the future
may have an impact on the project
objectives. In other words, it is an 2. Can be positive or negative
action item that the project team
must address. 3. Is documented in the Risk Register Issue resolution
Include the following: 4. Response is called a risk response 1. As issues arise, promptly add them to
the issue log .
1. Scope change control

2. Schedule control
Issues 2. Each issue should have an owner who
is responsible for tracking the progress
of the workaround and reporting back to
1. Focused on the present
3. Cost control the project manager.
2. Will always be negative
4. Project variance analysis 3. The due date should be realistic , and
every reasonable attempt should be
3. Is documented in the Issue Log
5. Quality made to meet it.
4. Response is called a workaround
6. Risk 4. Issues should be a regular topic of
every status meeting , with the goal to
7. Procurement keep the number of open issues to a
manageable number.
8. Communications
5. Don’t hesitate to escalate an issue to
the project sponsor if it begins to have a
major effect on the project.
 ❑ Lessons learned register
Types of Knowledge A project document used to record knowledge gained during a project so that it can
be used in the current project and entered the lessons learned repository.
❑ Explicit knowledge:
1. Knowledge that can be codified using symbols such as words, ❑ Lessons learned repository
numbers, and pictures. A store of historical information about lessons learned in projects.
2. This type of knowledge can be documented and shared with others.

❑ Tacit knowledge
1. Personal knowledge that can be difficult to articulate and share
such as beliefs, experience, and insights.
2. This type of knowledge is essential to provide the context of explicit
knowledge.

Project Manager Responsibilities

The project manager has several interpersonal skills that are used to manage
Knowledge gained during project can be useful to subsequent knowledge. These
phases of a project and to other projects.
include:
Lessons Learned

Leadership
Both positive and negative experiences that occur throughout to communicate the organization s vision and inspire the project team to
the project life cycle. focus on the goals of the project.
Facilitation
to effectively guide a group to a successful solution to a problem.
Reinventing the wheel is both time-consuming and costly. Political awareness
to keep the project manager aware of the organization s political
The amount of time and effort on documenting lessons learned environment.
can pay big dividends in the future. Networking
to facilitate relations among project stakeholders so that knowledge is shared
at all levels.
12/24/2023 63
KEEPING THE
Lead a team

TEAM ON Support Team Performance

TRACK
Address and remove impediments, obstacles, and blockers

Manage conflict

Collaborate with stakeholders

Mentor relevant stakeholders

Apply emotional intelligence to promote team performance

1. Lead a team Leadership Traits
Inaccurate initial estimates
Vision and Mission ❑ Strong personal ethics, integrity, and trustworthiness
The project manager is the visionary leader for the
❑ Interpersonal skills ( communicator, collaborator)
project:
Educating ❑ Conceptual and analytical skills
the team and other stakeholders about the value achieved
or targeted
Promoting teamwork and collaboration Leadership ≠ Management
Assisting with project management tools and
techniques Leadership Styles
Removing roadblocks
Articulating the project s mission ❑ Experience with project type
❑ Team member maturity
Leadership skills ❑ Organizational governance structures
❑ Conflict management ❑ Distributed project teams
❑ Cultural awareness Project Team
❑ Decision making PPP Managers
❑ Facilitation
Style Characteristic Resource Managers
❑ Meeting management Direct Hierarchical, with project manager making all decisions
❑ Negotiation Consultative Leader factors in opinions, but makes the decisions
Project
❑ Networking Servant Leadership Leader models desired behaviours Manager
❑ Observation/conversation Consensus / Collaborative Team operates autonomously
❑ Servant Leadership
Situational Style changes to fit context and maturity/experience of team
❑ Team building
1. Lead a team Power Grids
Servant Leadership
A type of leadership commonly used in Agile which encourages the
self-definition, self-discovery, and self-awareness of team members
Power/interest Power/influence
by listening, coaching, and providing an environment which allows Grid Grid
them to grow.
❑ Focus on Accomplishments A classification model that
Groups stakeholders
❑ Remove work Impediments based on their levels groups stakeholders based
❑ Provide coaching and training of authority and on their levels of authority
and involvement in the
❑ Facilitate rather than manage interest in the project.
project.
Salience model
A classification model that groups
stakeholders based on their level of authority,
their immediate needs, and how appropriate
their involvement is in the project.

Project
Manager
 2. SUPPORT TEAM PERFORMANCE Key Performance Indicators (KPI)
Keeping the Team on track A set metric used to evaluate a team’s performance against the
The project manager take care of the below points: project vision and objectives. KPIs can use the SMART acronym.
❑ 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

The Project manager Role

❑ Ensures alignment of due dates — project deliverables, project life cycle and
benefits.
❑ Provides a project management plan.
❑ Ensures creation and use of appropriate knowledge to/from the project.
❑ Manages project performance and changes to project activities.
❑ Makes integrated decisions about key changes that impact the project.
❑ Measures and monitors progress and takes appropriate action. Project
❑ Collects, analyses and communicates project information to relevant stakeholders Manager
❑ Ensures completion of all project work and formally closes each phase, contract and
the project.
❑ Manages phase transitions when necessary.

These tasks cannot be delegated ( )

2. SUPPORT TEAM PERFORMANCE Physical Resource Management
Continuous Flow Diagram Means physical resources (not human)
Measure Throughput, Lead and Cycle Time ❑ Equipment
❑ WIP - Measure of work in progress but not completed ❑ Materials
❑ Lead time - Length of time work item goes through entire process ❑ Facilities
❑ Cycle time - Length of time work item is being worked on ❑ Infrastructure
❑ Throughput - Number of items entering or exiting the system 1. Ensures assigned resources are available “just in time”(JIT) and
released when no longer needed.
2. Ensures physical resources assigned are available as planned.
3. Monitors planned vs actual utilization of resources.
4. Performs processes throughout the project.

Update Resource Allocation

❑ What has been used to date?
❑ What is still needed?
❑ Review performance usage to date, including:
1. Monitoring expenditures
2. Identifying and dealing with resource shortage/surplus promptly
3. Ensuring resource use and release Project
4. Informing stakeholders of issues withManager
relevant resources
5. Influencing factors that can create changes in resource utilization
6. Managing changes as they occur
❑ Changes that impact schedule or cost baselines must be approved through Perform
Integrated Change Control.
2. SUPPORT TEAM PERFORMANCE Verify Deliverables
Evaluate and Manage Quality 1. Project team verifies deliverables based on quality standards and
Project manager uses Control Quality process to requirements:
❑Quality metrics
❑Tolerance
❑ Verify that deliverables meet functional and nonfunctional requirements
❑ Identify and suggest improvements
2. The verified deliverables are presented to and accepted
❑ Verify alignment with compliance requirements (validated) by the customer – resulting in accepted deliverables
❑ Give feedback on any identified variances
❑ Identify potential approaches to cure defects or other noncompliance 3. Measure products and outputs against the project’s quality
standards

❑ Team, customer and product owner are responsible for setting and meeting
quality goals and metrics 4. Implement corrections and controls when quality standards are
neither met nor within acceptable ranges
❑ Feedback from iterations continuously monitor quality
❑Itération H (agile) – qualité assurance cycle
❑ Measure performance of quality with:
❑Sprint/iteration review in Scrum
- Service-level agreements (SLAs)
- KPIs
- Contractual measures
- Quality methods/frameworks — e.g., Lean Six Sigma Project
Manager
2. SUPPORT TEAM PERFORMANCE
Team Development Stages

Project
Manager
2. SUPPORT TEAM PERFORMANCE

Performance Tracking Tools

SCRUM/ AGILE/ KANBAN BOARDS

THROUGHPUT METRICS

Performance Tracking Tools

CYCLE TIME

QUALITY METRICS

EARNED VALUE

BAR CHARTS (GANTT)

Project
REPORTING FORMATS TO BE USED Manager

VELOCITY
2. SUPPORT TEAM PERFORMANCE
Earned Value Management ( EVM)
A methodology that combines scope, schedule, and
resource measurements to assess project performance
and progress.

Project
Manager
2. SUPPORT TEAM PERFORMANCE
Value Stream Map
A lean enterprise technique used to document, analyse,
and improve the flow of information or materials required
to produce a product or service for a customer.

Project
Manager
 3. ADDRESS AND REMOVE IMPEDIMENTS, OBSTACLES, AND BLOCKERS

Impediment Daily standups or Daily Scrum

An obstacle that prevents the team from
achieving its objectives. 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.
Impediments
reference situations, conditions, and
actions that slow down or hinder ❑ Conducted at the start of working hours.
progress. (For example, the team not ❑ Presence of all team members involved in the Sprint is mandatory.
coming to a decision on a file saving ❑ During the meeting, these questions are answered:
location.)

Obstacles
reference barriers that should be able to
be moved , avoided, or overcome with
some effort or strategy. (For example, the
construction crew is unable to arrive at
the worksite before permits are signed)

Blockers Project
reference events or conditions that cause Manager
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.)
 4. MANAGE CONFLICT

Conflict Management
Withdraw/Avoid
The Project Manager Role

Approaches
Smooth/Accommodate
❑ Managing conflict is a responsibility of all stakeholders.
Compromise/Reconcile
❑ The PM heavily influences the direction and handling of conflict.
❑ Interpersonal and team skills help to ensure positive results when handling Force/Direct
conflict.
❑ In agile projects, the PM facilitates conflict resolution while the team is Collaborate/Problem Solve
empowered to resolve conflicts.
❑ As a servant leader, a PM assists in the removal of impediments or sources of
conflict.
Use Leas ’ Levels of Conflict

Project
Manager
 5. Collaborate with Stakeholders Collaboration Activities
Project Stakeholders register ❑ Stakeholders collaborate daily in a project.
A project document including the identification, ❑ Frequency of engagement is based on mutual needs and expectation.
assessment, and classification of project stakeholders. ❑ Nearly constant engagement is common.
•
Activities that encourage regular collaboration include:
1. Daily stand-up meetings
2. Co locating teams for face-to-face communication
3. Scheduled sessions, such as milestone reviews , backlog grooming
sessions , and project update meetings.
❑ Determining and optimizing collaboration activities is an ongoing team
effort spearheaded by the project manager.

Desired and current engagement level of key stakeholders.

Stakeholder Engagement Plan Scope and impact of change to stakeholders.
A component of the project management plan that identifies the strategies and Identified interrelationships and potential overlap between stakeholders.
actions required to promote productive involvement of stakeholders in project or
Stakeholder communication requirements
program decision making and execution. It could contain:
Information to be distributed to stakeholders. Project
Manager
Reason for the distribution of that information and

the expected impact to stakeholder engagement.

Time frame and frequency for the distribution of required information.

Method for updating and refining the stakeholder engagement plan.

 6. Mentor Relevant Stakeholders
Coaching and Mentoring Coaching and Mentoring

❑ Coaching and mentoring others helps them become more proficient team members. ❑ When refining the backlog, mentoring the product
❑ Raising the abilities of the team increases their output and their value. owner on grooming best practices.
❑ Increasing the knowledge base and the skill sets of all project stakeholders promotes ❑ When onboarding a new project team member,
more successful and effectively managed projects. guiding her on the processes used by the team.
❑ With limited time and resources, you must make sacrifices on how to mentor others. ❑ When a team member must purchase material for
the project, showing them the procurement best
❑ Start mentoring the relevant stakeholders in a project and expand from there
practices and process for the organization.
throughout the organization.

Transformation Skills

Project
Manager
7. Apply Emotional Intelligence to Promote Team Performance

Emotional Intelligence
EI helps you understand your emotions and those of others to help minimize conflict.

Organizational theory:
The study of how people, teams, and organizations behave.

Purpose of organizational theory

❑ Maximize efficiency and productivity.

❑ Solve problems.
❑ Motivate people.
❑ Meet stakeholder requirements.

Project
Manager
Keeping the business Manage Compliance Requirements

in mind
Evaluate and Deliver Project Benefits and Value

Evaluate and Address Internal and External Business Environment

Changes

Support Organizational Change

Employ Continuous Process Improvement

 Documentation
Manage compliance requirements

Five Best Practices

Compliance
Risk planning
1 . Compliance Requirements
❑ Most projects have aspects of their solutions that are subject to legal or Compliance council
regulatory constraints.
❑ The requirements for compliance must be identified, tracked, and managed
throughout the project. Compliance audit
❑ Might include requirements for specific practices, privacy laws, handling of
sensitive information, and many other areas.
Compliance stewardship
2. Risk Register
❑
A risk register is a brief yet informational document that includes many key Potential Threats to Compliance
components that help businesses and individuals identify, assess, and mitigate any
risks associated with projects at each phase, from start to finish. These components ❑ Identification of new Vulnerabilities
include the ❑ Changes in legal or regulatory requirements.
❑ Errors in testing and validation to confirm compliance.
3. Configuration Management System
❑ Errors or bugs in deliverables.
❑ Lack of awareness of compliance requirements.
❑ Used to track and record the project’s deliverable components, including a
description and the defined key attributes. Project
❑ Allows for tracking, versioning, and control. Manager
❑ 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.
 4 . Nonfunctional Requirements 6. Escalation Procedures

noncompliance issue is identified

The project manager may find certain compliance requirements are documented
as nonfunctional and thus need to be tracked and managed to ensure that the if it’s within the tolerance level
if it’s within the tolerance
solution provides not only the expected functionality but also the needed level of level for the project for the project
warranty. manager to handle
manager to handle
IF YES IF No
If beyond the tolerance
5. Tolerances If yes, the project
level, then escalate the
manager and team
Tolerance levels enable the project manager to effectively manage certain issues work together to issue for adjudication.
without needing to escalate every issue. propose a resolution.

Areas of tolerance might include: For all compliance requirements, identify the stakeholder
❑ Budget responsible for reviewing the noncompliance issue and
determine how the team will proceed.
❑ Time
❑ Quality
❑ Nonfunctional
These procedures
should be defined
during project and
risk
planning.Manager
❖ As the project team produces deliverables, QA will:
❑ Review the deliverable.
❑ Verify that it meets both functional and nonfunctional requirements.
❑ Possibly, identify and propose potential improvements

❖ QA validates whether the deliverables align with compliance requirements and provides
feedback on any variances identified and potential approaches to cure any defects or other
noncompliance.

❖ As the project continues, monitor the QA reports and recommendations and coordinate with
the project team to address defects or noncompliance issues.

8. Quality Management Plan QA Tools

❑ Data gathering
❖ Quality requirements might include:
❑ Data analysis
❑ Quality standards to be used
❑ Decision making techniques
❑ Quality objectives of the project ❑ Data representations
❑ Quality roles and responsibilities ❑ Audit reports
❑ Project deliverables and processes subject to Quality review. ❑ Design for X
❑ Quality Control and Quality Management activities planned for the project. ❑ Problem solving techniques
❑ Quality tools that will be used. ❑ Quality management methods: Six Sigma, Plan-Do-Check-Act
❑ Major procedures relevant for dealing with nonconformance, corrective action procedures,
and continuous improvement procedures.
Evaluate and deliver project benefits and value

PMI Talent Triangle®

The PMI Talent Triangle® reflects the skills needed by today’s project professionals and
changemakers as they navigate the evolving world of project management.

❑ Ways of Working
Mastering diverse and creative ways (predictive, adaptive, design thinking) to get any job done.
❑ Power Skills
The critical interpersonal skills required to apply influence, inspire change and build relationships.
❑ Business Acumen
Effective decision-making and understanding of how projects align with the big picture of broader
organizational strategy and global trends.

Strategic Alignment and Business Management Skills

STRATEGIC PLAN is 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.
Get to Know the External Business Environment
Use frameworks or prompts to understand external factors that can introduce risk, uncertainty, or
provide opportunities and affect the value and desired outcomes of a project.

❑ PESTLE: Political, economic, socio cultural, technical, legal, environmental

❑ TECOP: Technical, environmental, commercial, operational, political OKR best practices
❑ VUCA: Volatility, uncertainty, complexity, ambiguity

In addition, review:
❑ Comparative advantage analysis
❑ Feasibility studies
❑ SWOT analysis
❑ Assumption analysis
❑ Historical information analysis
❑ Risk alignment with organizational strategy

Business Value
Is An informal term that goes beyond economic value. Components include:
❑ Shareholder value.
❑ Customer value.
❑ Employee knowledge.
❑ Channel partner value.
Value Analysis Benefits Management Plan
❑ Value analysis is the process of examining each of the components of business value and
A document that describes how and when the benefits of a project
understanding the cost of each one.
will be derived and measured.
❑ The goal is to cost-effectively improve the components to increase the overall business value.

Benefits Management Plan

Target benefits

Strategic alignment

Timeframe

Benefits owner

Metrics

Risks
 Release Management Return on Investment (ROI)
❑ Agile projects can convert high value capabilities into delivered solutions early. ❑ A financial metric of profitability that measures the gain or loss
from an investment relative to the amount of money invested, also
❑ The Product Owner defines the initial capabilities that make up the Minimum Business
sometimes called (Rate Of Return)
Increment (MBI).
❑ A positive ROI is interpreted as a good investment, and a negative
❑ In traditional projects, release occurs at the end when everything is done.
ROI is a bad investment.
❑ The MBI offers enough of the high value aspects of a
❑ solution to start using it and benefit from it.

Define an approach for subsequent releases driven by

the following:
❑ Availability of a set of features or capabilities.
❑ Organizational tolerance for changes.
❑ A time cadence for subsequent releases.

Benefit Cost Analysis

A systematic approach to estimating the strengths and weaknesses of alternatives used to
determine options which provide the best approach to achieving benefits while preserving
savings.

The accuracy of the cost and benefit estimates

determines the value of the benefit-cost analysis.
 Present Value (PV) Internal Rate of Return (IRR)
current value of a future sum of money or stream of cash flows given a specific rate of return. The interest rate that makes the net present value of all cash flow
equal to zero.
The PV formula is: ❑ IRR is also a financial tool often used in capital budgeting.

Net Promoter Score (NPS)

Measures a customer's willingness to recommend a provider's

If you need $3,000 in three years and can invest your money at 8 percent interest, the present products or services to another on a scale of 100 to 100.
value of your initial investment is calculated:
NPS = % of Promoters – % of Detractors

❑ Higher score indicates customer delight and willingness to

Net Present Value (NPV) recommend the solution
❑ Assign a number 0 to 10 for customers self-reported satisfaction
The present value of all cash outflows minus the present value of all cash inflows. ❑ Customer categories are as follows:
1. Detractors (0 – 6)
❑ NPV is a financial tool that is used in capital budgeting. 2. Passives (7 – 8 )
❑ NPV compares the value of a dollar today to the value of the same dollar in the future after 3. Promoters (9 – 10)
taking inflation and discount rate into account.
 Decision Tree Analysis Internal Rate of Return (IRR)
A diagramming and calculation technique for evaluating the implications of a chain of multiple The interest rate that makes the net present value of all cash flow
options in the presence of uncertainty. equal to zero.
❑ IRR is also a financial tool often used in capital budgeting.

Net Promoter Score (NPS)

Measures a customer's willingness to recommend a provider's

products or services to another on a scale of 100 to 100.

NPS = % of Promoters – % of Detractors

❑ Higher score indicates customer delight and willingness to

recommend the solution
❑ Assign a number 0 to 10 for customers self-reported satisfaction
❑ Customer categories are as follows:
1. Detractors (0 – 6)
2. Passives (7 – 8 )
3. Promoters (9 – 10)
 Topic C: Evaluate and address internal and external business
environment changes Update Baselines

Internal Business Environment ❑ In traditional project plans, the

completed initial plan is the baseline.
❑ Organizational changes can dramatically impact the scope of a project. ❑ As changes occur in the project, the
❑ Project manager and project sponsor need to have visibility into business plans, baseline should be updated to
reorganizations, process changes, and other internal activities. reflect any new requirements.

Internal business changes might cause:

1. Need for new deliverables.
Backlog Reprioritization
2. Reprioritization of existing deliverables ❑ Product owner re prioritizes the backlog as stories or
3. Elimination of deliverables no longer required requirements change.
❑ The business value determines the priority of the changes.
External Business Environment
Political
Economic
Social
Technical
Legal
Environmental
Updated Roadmaps Governance Board
❑ Swimlane roadmaps provide high level visibility to the overall project tasks, deliverables, and
milestones.
❑ Roadmap should reflect changes made to the backlog. ❑ Provides project oversight.
❑ May include project sponsor, senior managers and PMO resources.
❑ May be responsible for:
1. Reviewing key deliverables
2. Providing guidance for project decisions
Topic D: support organizational change

Shared
vision,
Code of
benefits &
Conduct
expectatio
ns

Motivation
and Operating
Organizational Cultures and Styles reward environmen
systems ts

View of Motivation
leadership and
hierarchy reward
authority systems

Regulations,
Risk
policies&
tolerance
procedures
Change Management Framework Plan for Change
Define the knowledge transfer, training and readiness activities required to
implement the change brought by the project.
Organizational change requires individual change

The ADKAR ® model names five milestones an individual must achieve 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 behaviours.
❑ R - Reinforcement to make the change stick.

Roll Out Plan

Once a change is approved and built, the project manager needs to
plan for its successful implementation. Roll out plans enable the
project manager to define:

❑ The knowledge transfer

❑ Training,
❑ And readiness activities required to implement the change.

The rollout plan is not a project management plan

component.
 PMO
Organizational Structures
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.

PMO Types
❑ Supportive PMOs
❑ Controlling PMOs
❑ Directive PMOs
 Transitions(Handovers)
❑ Some organizations use a rollout or transition plan.
TOPIC I: PLAN AND MANAGE PROJECT/ PHASE CLOSURE
❑ This is not a project management plan component.

Knowledge Management
Close Project or Phase
Lessons learned repository
Several important activities occur during closeout: A store of historical information about lessons learned in projects.
❑ The planned work is completed.
❑ This document should be added to the lessons learned
❑ Project or phase information is archived.
repository , which is a database of lessons learned from multiple
❑ Project team resources are released to pursue other endeavours. projects.
❑ In addition, all invoices are paid, contracts are closed out, and project lessons learned are
discussed and documented. Close-Out Meetings
Sessions held at end of project or phase and May include stakeholders, team
Close Project or Phase Activities members, project resources, and customers to discuss the work and/or reviewing
lessons learned.

FINAL REPORT:
A summary of the project's information on performance, scope, schedule, quality, cost, and risks.
❑ Acceptance of deliverables or product by customer
❑ Transition of deliverables or product to customer
❑ Notify enterprise and organizational functions; update OPAs
❑ Prepare final report
❑ Conclude external obligations, including legal, regulatory, contractual
❑ Archive project information
❑ Release resources (human, financial and physical assets)
Topic E: Employ continuous process improvement 2. Plan Do Study (Iso)
Continuous Improvement
An ongoing effort to improve products, services, or processes.

Assess Current CI Methods

How well are the team and organization equipped for CI?
LEAN SIX SIGMA
A collaborative team method that provides an enhanced ability to target customer needs and
measure performance during project execution and monitoring. It was introduced by American
engineer Bill Smith while working at Motorola in 1986
❑ Use the risk register to assess current CI measures. It includes how the team is prepared to act
to address threats to project quality, so it can be a helpful way of assessing current CI
measures.. .

Continuous Improvement Approaches Continuous Improvement Tools

1. Kaizen
❑ Lessons Learned Register
❑ Many small changes or improvements.
❑ Retrospectives
❑ Small changes less likely to require major expenditures of
❑ Experiments
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.