Project Management Fundamentals PDF

What is a Project? A project is a The temporary Project can stand temporary nature of a project alone or be part of endeavor indicates a a program or undertaken to beginning or an portfolio. create a unique...

What is a Project? A project is a The temporary Project can stand temporary nature of a project alone or be part of endeavor indicates a a program or undertaken to beginning or an portfolio. create a unique end of a project or product, service, a phase work. or result. 14 What is a Project? A project is a temporary Project Management is … endeavor undertaken to Project management is the application of knowledge, create a unique product, skills, tools, and techniques to project activities to service, or result. meet project requirements. The temporary nature of a project indicates a Project management is intended to guide projects to beginning or an end of a their outcome by the project teams using different project or a phase work. approaches (Predictive, Agile, or hydride ) Project can stand alone Project management is accomplished through the or be part of a program appropriate application and integration of the project or portfolio. management processes identified for the project. 15 What is a Program & Program management? Program is a related projects, subsidiary programs and program activities that are managed in a coordinated manner to obtain benefit not available from managing them individually Program management is defined as the application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually. Program and project management focus on doing programs and projects the “right” way. 16 What is Portfolio & Portfolio management? Portfolio is the art and science of selecting and overseeing a group of investments that meet the long term financial objectives and risk tolerance of client, company. Portfolio management focuses on doing the “right” programs and projects. Portfolio management is the coordinated management of one or more portfolios to achieve organizational strategies and objectives 17 Portfolio vs. Program vs. Project 18 What is Business Value? Business value in projects refers to the benefit that the results of a specific project provide to its stakeholders Examples of tangible benefits include: Monetary assets, Stockholder equity, Utility, Fixtures, Tools, and Market share. Examples of intangible elements include: Goodwill, Brand recognition, Public benefit, Trademarks, Strategic alignment, Reputation. 19 Output Outcome Value Software ….Productivity –decrease cost ,increase profit Training course…knowledge and experience ….increasing efficiency at work Building bridge …bridge services ….reducing traffic & enhancing image 20 Projects’ Influences… 22 The Project Environment Internal Environment Process assets: tools, methodologies, approaches, templates, frameworks, patterns, or PMO resources. Governance documentation: policies and processes Data assets: databases, document libraries, metrics, data, and artifacts Knowledge assets. tacit knowledge Security and safety Infrastructure. Information technology software Resource availability Employee capability Geographic distribution of facilities and resources 23 The Project Environment External Environment Marketplace conditions. competitors, market share, brand recognition, technology trends, and trademarks. Social and cultural influences and issues. political climate, regional customs and traditions, public holidays and events, codes of conduct, ethics, and perceptions. Regulatory environment. The regulatory environment may include national and regional laws and regulations related to security, data protection, business conduct, employment, licensing, and procurement. Commercial databases. Databases include standardized cost estimating data and industry risk study information. Academic research. This research can include industry studies, publications, and benchmarking results. Industry standards. These standards are related to products, production, environment, quality, and workmanship. Financial considerations. These considerations include currency exchange rates, interest rates, inflation, taxes, and tariffs. Physical environment. The physical environment pertains to working conditions and weather. 24 OPAs Organizational Process Assets (OPAs)* Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. B. Corporate knowledge base is a repository for A. OPA examples include: storing project information, including: Guidelines and criteria for aligning project Project files. work. Policies, procedures, and guidelines. Specific organizational standards. Human resources documentation. Standard templates for project work. Lessons-learned repository. Organizational communications requirements. Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria. Procedures for officially closing a project. 25 Organizational Structures Affects resource availability Affects how projects are conducted Main structures include functional, projectized, matrix, and composite 26 Types of Organizational Structures Functional Projectized Matrix Composite 27 Relative Authority in Organizational Structures 28 Question… ? Which of the following statements most accurately describes a project scenario? A. Changes in project scope during the initial phases of the project are very expensive. ? B. The influence of the stakeholders is the same all through the project. C. Staffing peaks during the execution phase of a project. D. The next phase of a project should never start until the deliverables for the previous phase are completely reviewed and approved. 30 Question… ? What is Project Management? A. It has a definite start date and end date B. A temporary endeavor undertaken to create a unique ? product, service, or result C. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements D. Projects are often utilized as a means of achieving an organization's strategic plan 31 Question… ? When is a project considered successful? A. When the project budget is consumed, the scope is developed, and the schedule milestones are achieved ? B. When the project budget is consumed and the schedule milestones are achieved C. When project benefits are realized and the stakeholder needs and expectations are met D. When objectives are achieved and the stakeholder needs and expectations are met 32 Project Management Values Responsibility Respect Fairness Honesty 33 Project Management Principles Be a diligent, respectful, and Demonstrate leadership caring steward behaviors Create a collaborative project Tailor based on context team environment Navigate complexity Effectively engage with Optimize risk responses stakeholders Embrace adaptability and Focus on value resiliency Recognize, evaluate, and Enable change to achieve respond to system the envisioned future state interactions 34 Agile Manifesto 35 Agile Values 36 Key Agile Skills There are six key agile project management skills or attributes that all project managers should have: An ability to cut through Exceptional organizational abilities unnecessary work and focus only to keep everything straight and on essential work prioritize Sound judgment under pressure The ability to think and make and the ability to remain calm decisions quickly as circumstances under stress change rapidly Strong motivation and coaching A high level of adaptability in order skill to guide and support teams to accept change and reduce throughout a project unnecessary confusion and risk 37 Agile is a Blanket Term for Many Approaches 38 Agile Projects Require research and Have high rates of development. change. Have unclear or unknown requirements, Have a final goal that uncertainty, or risk. is hard to describe. 39 Project Lifecycles 40 Types of Project Lifecycles 41 Triple Constraints in Predictive vs. Agile Projects 42 SCRUM Ceremonies Project Management Office «PMO” The acronym “PMO” can refer to a portfolio, program, or project management office. A project management office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. PMO benefits in mind: improved project management in terms of schedule, cost, quality, risk, and other facets. PMOs have many potential roles in aligning work with strategic goals: engaging and collaborating with stakeholders, developing talent, realizing value from investments in projects. 45 Types of PMO 46 The Role Of The Project Manager The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. 48 Project Manager Sphere of Influence 49 Project Manager’s Core Skills The ability to communicate with stakeholders, including the team and sponsors applies across multiple aspects of the project. The project manager proactively interacts with other project managers. Other independent projects or projects that are part of the same program may impact a project. The project manager stays informed about current industry trends. Continuing knowledge transfer and integration is very important for the project manager. A professional project manager may choose to orient and educate other professionals regarding the value of a project management approach to the organization 50 Characteristics of Servant Leadership Enable Project to be Agile Promoting self- Listening; Serving those on the Helping people grow; awareness; team; Coaching vs. Promoting safety, Promoting the energy controlling; respect, and trust; and intelligence of and others 51 52 Project Management Process/ Predictive Lifecycle 53 Project Management Process Group 54 Initiating The Project/ Study Phase Determining Creating Developing Developing Identifying Project Business Project project team Stakeholders Need./Objecti case Charter ves 55 1- Business Need Identify Problem or Opportunity is the process of identifying the problem to be solved or the opportunity to be pursued. The key benefit of this process is the formation of a clear understanding of the situation that the organization is considering to address Elements to be considered: Business value Enterprise environmental factors Business need should address Organization SMART Objective 56 2- BUSINESS CASE Assemble Business Case is the process of synthesizing well-researched and analyzed information to support the selection of the best portfolio components, programs, or projects to address business goals and objectives. BUSINESS CASE MAIN COMPONENTS Business need /Problem/opportunity.. Analysis of the situation. Options Recommendation. Present the results of the feasibility analysis for each potential option 57 Reasons for ANY PROJECT Organizational Customer Strategic Market demand, need, request, opportunities, Legal or Technological Ecological regulatory Social needs. advancement, impacts requirement, 58 59 3- Create Project Charter The charter is used to establish a partnership between the business and the product development team by creating internal agreements within the organization to ensure the proper delivery of the solution Description and purpose; Business goals/objectives; High-level product and portfolio, program, or project scope; Risks; Summary milestone schedule; Summary budget information; High-level risks and dependencies; Success criteria; and Information about internal and external parties related to the portfolio 60 61 Activity 1 Suggest your business need in your organization Develop your project charter using this template 62 4- Creating a High-Performing Team Select Proper team members : Define Team Ground Rules: Cross fictional Vs Specialized To ensure transparency and teams productivity Build a Shared Understanding Build a team : RACI about a Project 63 64 High-performing Project Teams Open Shared Shared communication understanding ownership Trust Collaboration Adaptability Resilience Empowerment Recognition 65 5- Identify Stakeholders Identify Stakeholder Conduct Stakeholder Determine Stakeholder Engagement and Communication 66 Conduct Stakeholder 67 Communication Plan 69 Activity 2 Identify up to 10 of your project stakeholders. Analyze their power & interest (1-5) Create your stakeholder register using the below template 70 Project Management Planning 71 Project Planning Determine Appropriate Project Methodology/Methods and Practices Plan and Manage Scope 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 72 TASK 1- Scope Planning Plan scope in predictive Projects Develop scope management plan Gather and elicit requirements Define scope Create Work Break down Structure WBS Creating WBS Dictionary Create Scope Baseline 73 1-1 Gather & Elicit Requirements 74 Project Requirements 75 Project Requirements Gathering/T&T Document Analysis Focus Groups Questionnaires and Surveys. Benchmarking. Decision Making. Data Representation. Observations Facilitated Workshops Context Diagrams Storyboarding 76  Government Private Sector Request for Funding Request for Funding Funding Funding Hardware, Software, and Support Educational Services User Community University Industry Request for Hardware, Software, Request for Educational and Support Services Request for Educational Context Services Educational Services Diagrams Education Community 77 Story boarding Storyboarding* A prototyping method that can use visuals or images to illustrate a process or represent a project outcome. 78 Requirements Documentation INCLUDES… Business requirements Stakeholder requirements Solution requirements Project requirements Transition requirements Requirements assumptions, dependencies, and constraints OUTPUT : Requirements management plan* A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed 79 Activity 3 Identify 8 of your project requirements and create requirement document using below template: ID REQUIREMENT DESCRIPTION CATEGORY OWNER 80 Requirements Traceability Matrix-Output 2 81 1-2- Project Scope Statement 82 Defining Scope Tools & Techniques Expert judgment Alternatives Multi-criteria analysis decision analysis Facilitation Product analysis 83 1-3- Project Work Breakdown Structure “WBS” 84 1- 4 Scope Baseline Scope baseline* is the approved version of a scope statement, WBS, and its associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results. Scope baseline components can include: Project scope statement WBS Work package WBS dictionary 85 Activity 4 Create your project scope statement using the below template Project name Project manager name Project scope Deliverables Constraints Assumptions Exclusion 86 Defining Scope Tools & Techniques Define Activities Sequence Activity Duration activities Estimates Network diagram Project schedule 87 2-1 Define Activities 88 Activity 5 identify 8 of your project activities and create activity list using below template Activity ID NAME DESCRIPTION WBS DEPENDENCY 89 Milestones Milestone* 5 A significant point or 4 event in a project, 3 program, or 2 portfolio. 1 90 Question What is the shortest time possible to complete this project? (critical path) A.11 days B. 12 days C. 13 days D. 15 daysESTION 91 2-2 Sequence activities/ critical path 92 Schedule Compression 93 Project Scheduling includes.. 94 Question Using the information displayed in the following table, identify the critical path and the near critical path. Activity name Successor duration A B,C,D 5 B E 2 C E 10 D E 7 E NONE 2 95 2-3- Resource planning Physical resources Planning for Projects with apply to any physical resources significant physical resource that is not entails estimating,, resources, such as a person. It can as well as supply engineering and include materials, chain, logistics, and construction equipment, management. projects, will need software, testing to plan for environments, procurement licenses, and so activities to acquire forth. the resources. 96 Project resource plan 97 Resource leveling Vs Resource Smoothing 98 4-Project budget planning 4-1 Cost Estimates 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. 99 Cost Estimation tools Analogues Estimate Parametric Estimate Bottom Up Estimate Three Point Estimate 100 Bottom Up Estimation 101  Accuracy: (-5% to +10%) Accuracy: Rough Order of (-25% to +75%) Definitive Magnitude estimate Common Estimate Phased estimate Types Project Cost 102 4-2 Budget Estimates Estimating the project budget consists of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. This budget contains all the funding needed to complete the project as defined in the scope baseline and the project schedule. The project cost performance is then measured against this cost baseline. 103 Project Budgeting Components 104 Budget Challenges Ideally, budget is set during project planning and does not change. Projects do not exist in a perfect world and the following can pose a challenge to the project manager: New or changed project requirements. New risks, or changes to the probabilities or impacts of existing risks. Changes to cost estimates resulting from economic factors, procurement contract modifications, resource costs, etc. When any of these things occur, one or more of the following must change: The project budget. The project cost. The project schedule. The scope. If the budget remains fixed and additional funds are not available, then the project must change. 105 TASK 5 -Plan and Manage quality of products and deliverables Quality* The degree to which a set of inherent characteristics fulfill requirements 106 Cost of Quality-QP Tool Cost of Quality* All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements. 107 Quality Metrics-Deliverables Quality metrics* Tolerance* A description of a The quantified project or product description of attribute and how to acceptable variation for measure it a quality requirement 108 Quality Audits-QA Tool Quality audit* A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures. Improves quality performance of a project. Can be conducted at scheduled or random intervals. Topics include: Quality management policy Collection and use of information Analytical methods Cost of quality Quality process design 109 TASK 6: Plan and Manage procurement Procurement Strategy Make-or-buy analysis* The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product. Make-or-buy decisions* Decisions made regarding the external purchase or internal manufacture of a product. Make-or-buy decision considerations: What is the impact on cost, time, or quality? Is there an on-going need for the specific skill set? How steep is the learning curve? Are required resources readily available within the organization? 111 The bid process The bid process includes developing and publicizing bid documents, bidder conferences, and selecting a bidder. Bid documents can include Request for information. A request for information is used to gather more information from the market prior to sending out bid documents to a set of selected vendors. Request for proposal. This bid document is used for complex or complicated scope where the buyer is looking for the vendor to provide a solution. Request for quote. This bid document is used when price is the main deciding factor, and the proposed solution is readily available 112 Procurement SOW Procurement SOW* describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Distributed to potential vendors to evaluate their capability to perform the work or provide the services. Serves as a basis to develop the procurement documents during the solicitation process. A project scope baseline is used to create the procurement SOW 113 Procurement Management Plan Procurement Management Plan* A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization. Specifies the types of contracts that will be used Describes the process for obtaining and evaluating bids Mandates the standardized procurement documents that must be used Describes how multiple providers will be managed 114 Source Selection Criteria Source selection criteria* A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract. Sample source selection criteria: Overall or life-cycle Production capacity cost and interest Understanding of need Business size and type Technical capability Past performance of Management sellers approach References Technical approach Intellectual property Warranty rights Financial capacity Proprietary rights 115 Qualified Vendors The list of qualified vendors can be created based on historical information about different vendors. Vendors approved to If the required resources deliver products, services, are new to the organization, or results based on the market research can help procurement requirements identify qualified resources. identified for a project. Vendors selection 117 Bidder Conferences Meetings conducted by the The buyer explains the buyer prior to submissions of a requirements, proposed terms, bid or proposal by the vendors. and conditions, and the buyer clarifies the vendors’ queries. Buyer ensures all prospective Also known as vendor vendors have a clear and conferences, pre-bid common understanding of the conferences, pre-proposal technical and contractual conferences, and contractor requirements of the conferences. procurement. 118 Supplier and Contracts Contract* A mutually binding agreement that obligates the seller to provide the specified project or service or result and obligates the buyer to pay for it. Customized for each agreement Contract types: Fixed-price Cost-reimbursable Time-and-material (T&M) 119 The type of contracting depends The Size Of The The Stability Of The Risk Purchase, The Scope Of Tolerances Of The Work, Organizations. 120 Contract Types Contract type Description Fixed-price* An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it. Also known as a lump sum contract. Provides maximum protection to buyer but requires a lengthy preparation and bid evaluation. Suited for projects with a high degree of certainty about their parameters. Cost-reimbursable* A contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit. Includes incentives for meeting certain objectives, such as costs, schedule, or technical performance targets. Suited for projects when parameters are uncertain. Time and Material A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable (T&M)* and fixed-price contracts. Combines a negotiated hourly rate and full reimbursement for materials. Include not-to-exceed values and time limits to prevent unlimited cost growth. Suited for projects when a precise statement of work cannot be quickly prescribed. 121 Components of Contracts Description of the work being procured for the project, its deliverables, and scope Delivery date or other schedule information Identification of authority, where appropriate Responsibilities of both parties Management of technical and business aspects Price and payment terms Provisions for termination Applicable guarantees and warranties 122 Task 7- Plan Project Risks WHAT IS RISK ? Risk* An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Trigger condition* An event or situation that indicates that a risk is about to occur. Primary components include: A measure of probability that the risk event will occur. The impact of the risk occurring on a project. RISK COULD BE Positive risks: Risks that produce a positive project outcome. Also referred to as opportunities. Negative risks: Risks that have a negative impact on the project. Also referred to as threats. 123 RISK TERMONOLEGY Risk Tolerance, Appetite, and Threshold Risk tolerance: 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. Risk threshold* The level of risk exposure above which risks are addressed and below which risks may be accepted. 124 Risk Classification 125 Risk management Process 126 1- Risk Management Plan Risk Management Plan* A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed Risk strategy Methodology Roles and responsibilities Funding Timing Risk categories Stakeholder risk appetite Definition of risk probability and impact Probability and impact matrix Reporting formats Tracking documents 127 Probability And Impact Matrix: 128 Identify Risks: Tools And Techniques Data Gathering: Data Analysis Brainstorming ROOT-CAUSE ANAYLSIS Checklist SWOT analysis. Interview Assumption and constraints analysis. 129 Fishbone diagram 130 RCA-Five Why … 131 SWOT analysis tool 132 Prompt lists/ PESTEL Analysis 133 PESTLE Analysis /& SWOT Analysis 134 Risk register Template 135 2- Qualitative Risk analysis Data Representation Probability and impact matrix. 136 Qualitative Risk analysis Data Representation Hierarchical charts like in the right : 137 Quantitative Risk Analysis Process The numerical amount of risk / overall project risk exposure. Simulation 138 Sensitivity analysis Sensitivity analysis to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. 139 Decision tree analysis Decision tree analysis. Decision trees are used to support selection of the best of several alternative courses of action. 140 Decision tree analysis/EVM 141 Question: Your sponsor has committed to building a high-speed rail from one major inland city, Azules, to the coast. You have two possible routes, either Brazos or Corazon. Given each route's costs, odds, and rewards of high demand and low demand in this decision tree, how would you quantify the expected monetary value of the route to Brazos? A. 1.6 billion B. -2 billion C. 0.8 billion D. 10.8 billion 142 Quantitative Analysis: Tools And Techniques Expert Judgment Data Gathering Interpersonal And Team Skills Representations Of Uncertainty Data Analysis 143 Influence diagrams Influence diagrams. An influence diagram represents a project or situation within the project as a set of entities, outcomes, and influences, together with the relationships and effects between them 144 Perform Quantitative Risk Analysis: Outputs Assessment of overall project risk exposure Detailed probabilistic analysis of the project Prioritized list of individual project risks. Trends in quantitative risk analysis results. Recommended risk responses. 145 RISK RESPONSE STRATEGIES 147 148 Activity 6 Identify 10 of your project and create your risk register using below template ID RISK NAME CATEGORY OWNER P I PI MITIGATION 149 Project Management Plan Components - Predictive Baselines Scope baseline Schedule baseline Cost baseline Performance measurement baseline Subsidiary plans Scope management plan Requirements management plan Schedule management plan Cost management plan Quality management plan Resource management plan Communications management plan Risk management plan Procurement management plan Stakeholder engagement plan Configuration management plan Change management plan Compliance management plan* 150 Project Planning In Agile Projects 152 Release planning 153 Agile Release Planning 154 PROJECT EXECUTION / Doing the work Execute Project to Deliver Business Value Assess and Manage Risks Execute Project to Deliver Business Value Manage Communications Manage Quality Engage Stakeholders Create Project Artifacts Manage Project Changes Manage Project Issues Ensure Knowledge Transfer to Project Continuity 155 TASK 1 : ASSESS AND MANAGE RISK There are three primary objectives to risk monitoring and control: Tracking risks Identifying new and residual risks Ensuring the response plans are executed as planned Invoke a contingency Make a change to the project (scope, cost, schedule, etc.) Identifying secondary risk risk triggers represent an excellent way to track risk. EVM 156 TASK2 - Examination of Business Value Determining exactly what is of value requires examination, evaluation, and confirmation. Throughout a project, a variety of means for determining what is of value can be used. Business value can be: Financial Improvements New customers First to market Social Technological 157 Task 3 - Manage Communications Project Communications Internal or external stakeholders Formal or informal message content and format Hierarchical focus—senior management or peers Official or unofficial—annual reports or reports to other governing bodies compared to project team communication Written or oral—tone, inflection, and nonverbal gestures are influential 158 Communication Types Face-to-face meetings Video and voice conferencing (virtual meetings) Email Fax Instant Messaging (IM) Text messaging Print media and documents Social media Company website 159 Effective communication skills Awareness of Listening cultural and actively. personal differences.. Identifying, setting, Enhancement of and managing skills. Enhancing stakeholder the skills of all expectations.. team members. 160 Communication Models 161 Communication Methods Interactive communication. such as meetings, phone calls, instant messaging, some forms of social media, and video conferencing. Push communication. letters, memos, reports, emails, faxes, voice mails, blogs, and press releases. Pull communication. web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories. 162 Communications Management Plan 163 Activity 7 Identify 10 of your project info requirement and create your communication management plan What To whom From How When Notes 164 4-Quality Management Plan 165 RCA: Root Cause Analysis 166 Validated Deliverables Products and outputs are measured against the quality standards set by the project. When quality standards are neither met nor within acceptable ranges, corrections and controls are put into action. Project team performs the validation and deliverables are verified by the customer, which equates to validated deliverables. All project deliverables must be validated based on quality standards or acceptance criteria. 167  A UCL UCL C A Above the UCL x x C 7 points above the mean LCL LCL x = mean Control Charts and Variability 168 Statistical Sampling Process Involves dividing sampling data into two Corrective actions categories: attribute and variable—each of Attribute sampling data which is gathered according to sampling Trend analysis plans. Helps reduce overall Variable sampling data quality costs when used during quality Defects reduced control. 169 Task 5 Stakeholder Engagement Process 170 Understand Stakeholders Power, Impact, Attitude, Beliefs, Expectations, Degree of influence, Proximity to the project, Interest in the project, and Other aspects surrounding stakeholder interaction with the project. 171 Prioritize/Stakeholder Categories Sponsors Customers and users Sellers Business partners Organizational groups Functional managers Other stakeholders 172 Engage … 173 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. 174 Stakeholder Engagement Assessment Matrix is a matrix that compares current and desired stakeholder engagement levels. 175 Question: At minimum, measuring stakeholder satisfaction typically occurs at what point of the project life cycle? A. During project initiation C. During project execution B. During project planning D. During project closure 176 Task 6 - create project artifacts Project artifact: Any document related to the management of a project. The project team will create and maintain many artifacts during the life of the project, to allow reconstruction of the history of the project and to benefit other projects. Artifacts are living documents and updated to reflect changes in project requirements and scope. 177 Project Artifact examples Predictive artifacts Agile projects Artifact Acceptance Criteria Product Backlog Assumptions Product Increment Business Case Product Roadmap Change Requests Product Vision Statement Constraints Release Plan Lessons learned Sprint Backlog Minutes of status meetings Project Charter Requirements Scope Scope Baseline Subsidiary project management plans 178 Project Artifact Management An effective archive management system includes these provisions: A way to produce and control documents without unnecessary administrative overhead. Standardized formats and templates. A structured process for the review and approval of documents. Version control and security. Timely distribution of documents. 179 Task 7- Manage project changes Change Management Plan* A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented. Answers the following questions: Who can propose a change? What exactly constitutes a change? What is the impact of the change on the project's objectives? What steps are necessary to evaluate the change request before approving or rejecting it? When a change request is approved, what project documents must be amended to record the actions necessary to effect the change? How will these actions be monitored to confirm that they have been completed satisfactorily? 181 Causes of Project Changes Inaccurate initial estimates Specification changes New regulations Missed requirements 182 Change Control Systems Change control system* A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. Change control systems can include: Forms Tracking methods Processes Approval levels required for authorizing or rejecting requested changes 183 Change Control Board (CCB) A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions 184 Approved Change Requests Approved change requests: Requests that have been received and approved in accordance with the integrated change control plan and are ready to be scheduled for implementation. Approved changes can include: Corrective action—adjusts the performance of the project work with the project management plan. Preventive action—ensures future performance of the project work with the project management plan. Defect repair—modifies a non-conformance within the project. Update—modifies a project document or plan 185 Task 8 - manage project issues Issue: A current condition or situation that may have an impact on the project objectives. In other words, it is an action item that the project team must address. Common areas include: Scope change control Quality Schedule control Risk Cost control Procurement Project variance analysis Communications 186 Risks VS Issues Risks Issues Focused on the Focused on the future present VS Can be positive or Will always be negative negative Is documented in Is documented in the Risk Register the Issue Log Response is called Response is called a “risk response” a “workaround” 187 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. 188 Issue Resolution As issues arise, promptly add them to the issue log. Each issue should have an owner who is responsible for tracking the progress of the workaround and reporting back to the project manager. The due date should be realistic and every reasonable attempt should be made to meet it. Issues should be a regular topic of every status meeting, with the goal to keep the number of open issues to a manageable number. Don’t hesitate to escalate an issue to the project sponsor if it begins to have a major effect on the project. 189 Task 9 - Ensure knowledge transfer for project continuity Types of Knowledge Explicit knowledge* Knowledge that can be Tacit knowledge* Personal knowledge that can be codified using symbols such as words, numbers, difficult to articulate and share such as beliefs, and pictures. experience, and insights. experience, insights, and practical knowledge or skill. Tacit knowledge is This type of knowledge can be documented and shared by connecting the people who need the shared with others knowledge with people who have the knowledge. Ex: as manuals, registers, web searches, and This can be accomplished via networking, interviews, databases. job shadowing, discussion forums, workshops, or other similar methods. 190 Knowledge Management A lot of learning Some learning can learning can be takes place during be shared with shared throughout projects. Some of other project teams the organization, the learning is to improve such as training project specific, outcomes, such as users how to work such as a faster a quality assurance with a new way to accomplish approach that software specific work. results in fewer application. defects. Still other 191 Lessons Learned Knowledge Both positive Reinventing the The amount of gained during a and negative wheel is both time and effort project can be experiences that time-consuming on documenting useful to occur throughout and costly. lessons learned subsequent the project life can pay big phases of a cycle. dividends in the project and to future. other projects. 192 Considerations of Lessons Learned Scheduling lessons learned Conflict management lessons learned Vendor lessons learned Customer lessons learned Strategic lessons learned Tactical lessons learned Other aspects of lessons learned 193 Lessons-Learned Register Lessons-learned register* A project document used to record knowledge gained during a project so that it can be used in the current project and entered into the lessons-learned repository. Lessons-learned repository* A store of historical information about lessons learned in projects. 194 Task 10: Managing Resources Some projects require materials and supplies from third parties. Planning, ordering, transporting, storing, tracking, and controlling these physical resources can take a large amount of time and effort. Large amounts of physical resources require an integrated logistics system. This is usually documented in company policies that are then implemented in projects. A logistics plan describes how the company policy will be implemented on the project. Supporting documentation includes estimates for the type of material, basis of estimates, expected usage over time, specifications for grade, and the time and location for deliveries. The objectives from a physical resource perspective are to: Reduce or eliminate the material handling and storage on site. Eliminate wait times for materials, Minimize scrap and waste, and Facilitate a safe work environment. All of this work is integrated with the master project schedule to provide clear expectations and communications for all parties involved. 195 Managing Agile Projects Cross Functional Team Foster a collaborative environment Incremental delivery continuous feedback Hold daily stand-ups Use a daily burndown chart to track the progress of sprints. 196 Incremental Delivery Provides the means to deliver value sooner rather than later. Early and regular incremental releases lead to higher customer value and increased market share. Enables the customers to receive parts or elements of the product prior to the full product delivery. Allows users and the business to consume the targeted value and provide feedback to the project team. Feedback enables adjustments to the direction, priorities, and quality of the product. Conversation with stakeholders is required to finding suitable increments. Stakeholders receive a usable product with the expectation that additional features and revisions will come. 197 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" functionality. An MVP allows all stakeholders to see and experience some form of project outcomes. A tangible output channels target conversations, which generates feedback and ideas. MVP provides inspiration to the team and ignites shorter-termed urgency and a sense of accomplishment 198 Burn down chart 199 200 Question: Knowledge that is difficult to express is called what? A. Explicit knowledge B. Tacit knowledge C. Tangible knowledge D. Formal knowledge 201 Question: A project manager rallies the team together for one final meeting, which will wrap up with a celebration for the successful achievement of the project’s final feature. During the meeting, the project manager captures feedback from the team about what went well and what could have been improved throughout the project’s life. The project manager also discusses the achievement of planned benefits. In what project artifact will the project manager capture this information? A. Performance review B. Project charter C. Lessons learned register D. Final report 202 Monitoring Projects/ Keeping Team on track and Business in Mind Monitoring Projects includes…. 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 203 Task 1- Lead Team Vision and Diversity Leadership Mission Awareness and Styles Cultural Competencies Servant Team Building Leadership 204 Stages of Team Development (Bruce Tuckman) Forming Storming Norming Performing Adjourning 205 Question: Which of the following stages of the Tuckman ladder addresses the completion of the work and release of staff? A. Concluding B. Adjourning C. Releasing D. Closing 206 TASK 2: support team performance Key Performance Indicator (KPI): A set metric used to evaluate a team’s performance against the project vision and objectives. KPIs can use the SMART acronym. S pecific M easurable A chievable R elevant T ime-bound 207 Team Culture and Empowerment In projects, the team is the most important part and must be unified. Empowering the team to make decisions in a timely manner increases the team’s responsibility to deliver a product with complete ownership. Interfering with the team is disruptive and reduces motivation. Encourage the team to foster team collaboration and decision making. The team should be included in: Clarifying and prioritizing requirements Splitting requirements into tasks Estimating the effort 208 Team Structure and Workspaces Important elements for leading and managing projects is the team’s environment and location. Meaningful interaction is a core tenet of agile. Team members need to be able to contribute from everywhere and at any time. Everyone is engaged at all times and can take initiative when needed. Co-locating the team in a shared workspace fosters more informal and immediate collaboration. Establishing a culture of fluid communication and engagement in a workspace that promotes positive interactions makes leading and managing a team easier. 209 Team Building Activities Using team-building activities to influence diverse individuals from many functional areas, each with their own goals, needs, and perspectives, to work as a cohesive team, for the good of the project. Also known as “team-building strategies.” Formal or informal. Brief or extended. Facilitated by the project manager or a group facilitator. 210 Team Performance Assessments Assess and identify the potential of each team member on a continual basis. Can be formal or informal. Purpose of assessment: Improve interaction between team members Solve issues Deal with conflicts Improve skills and competencies of team members Increase team cohesiveness Techniques for assessing team performance: Ask key questions to the team members. Speak to team members frequently through one-to-one meetings and regular project meetings. Provide constructive criticism and acclaim to team members, as necessary. Evaluate individual performance. Remove under-performing team members or reassign their work to a new resource. 211 Performance Assessment Tasks Delivering Comparing Reclarifying positive as well performance to roles and as negative goals responsibilities feedback Discovering Creating and unknown or monitoring Establishing unresolved individual future goals issues training plans 212 Effective Teams It’s the project manager’s role to build the team and foster teamwork. Work collaboratively. Communicate effectively. Develop trust among team members. Manage conflicts. Promote collaborative decision making and problem solving. 213 Management by Objectives-Deliverable Teams wit Project managers and team should collaboratively set objectives. Objectives should be challenging, yet attainable. Objective settings can be conducted: At the start of a project or phase Throughout the project life cycle, as in an iteration planning session h clear objectives are more productive and driven. 214 Feedback Regular feedback is crucial for all teams in all methodologies and team environments. Discovering the most appropriate and timely Continuous feedback feedback is the project is essential for agility. manager’s responsibility. Performance Tracking Tools Tool Description Based on the Japanese management method of pulling cards to various stages as they are Scrum/Agile/Kanban boards worked on, physical or electronic boards can track work as it progresses across various stages or categories. Cycle Time Measurement of work that has progressed all the way from plan to completed or delivered. Quality Metrics Various measurements to track quality deliverables, defects, and acceptable output. Earned Value Tracking cost and effort performance against a planned value. Bar Charts (Gantt) Using the project schedule to track performance over time. Velocity Measurement of total output from an iteration to attempt to predict future iteration outputs. 216 Question: This win-win conflict-resolution technique is the one that project managers should use most. A. Collaboration B. Compromise C. Withdrawal D. Smoothing 217 Earned Value Management :EVM Earned value analysis (EVA). Earned value analysis compares the performance measurement baseline to the actual schedule and cost performance. EVM integrates the scope baseline with the cost baseline and schedule baseline to form the performance measurement baseline. 218 Earned value analysis (EVA…… 219 Question: Your project performance review shows that your project's current planned value = 30,000 Euro and earned value = 29,000 Euro. Which of the following statements is true about your project? A. CPI = 0.96 B. The project is ahead of schedule C. The project has a positive cost variance D. The project is behind schedule 220 Question: The following Gantt chart displays the schedule for a software upgrade project. The system analysis was completed on August 12th, but the system design and development activities are still in process as of October 3rd. Once the product is developed, the project team will need to test and deploy it, which must be completed by October 17th. What is the cost variance as of October 3rd? A. -650 B.3750 C.650 D.3100 221 Question: Your project has come about because of a social need. You’re calculating performance measurements and know the following information: BAC = 2400, ETC = 400, PV = 2200, EV = 2100, and AC = 2000. What are the CPI and SPI? A. CPI = 1.14 and SPI =.87 B. CPI = 1.05 and SPI =.95 C. CPI =.87 and SPI = 1.14 D. CPI =.95 and SPI = 1.05 222 Question: You are the project manager for Kitchens Plus Inc. The latest project involves the development of an automatic dicer with unique industry features and has a project budget of $95,000. Based on the latest data, the project has a planned value of $70,200, an earned value of $59,000, and an actual cost of $65,500. How is the project currently performing according to the schedule and budget? A. The project is ahead of schedule and under budget. B. The project is ahead of schedule and over budget. C. The project is behind schedule and under budget. D. The project is behind schedule and over budget. 223 Performance Reports Type Description Information Radiators Big visual boards to display in high traffic public locations about the project and the advancement of the project. The aim is to radiate information to all about the project work. Burndown Chart A graph to show the progress by plotting the burning down of work during an iteration or other time period. Burnup Chart A graph to show the progress and gains made by the project team over time. Earned Value Graphs and values based on the earned value management (EVM) equations. Management Reports Variance Analysis Reports Graphs and their analysis comparing actual results to planned or expected results. Work performance The physical or electronic representation of work performance information compiled in reports project documents, intended to generate decisions, actions, or awareness. Quality Reports Charts and reports based on the quality metrics collected. Dashboards Physical or electronic summaries of the progress, usually with visuals or graphics to represent the larger data set Task Boards Physical or electronic depictions of the work that must be done and their current state. 224 Value Stream Map 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. 225 Burndown Chart 226 Burnup Chart 227 Retrospectives and Lessons Learned Retrospectives are an important practice in any agile project. Gather lessons learned from the team on improvements and recognize successes. Encourages the team to review what went well and what could have been better. Retrospectives are also about applying lessons learned to the next project. Involve everyone and respect their input. Avoid the blame game and focus on learning and growth opportunities The result is an improvement plan for the ensuing iteration and beyond. Stack rank the opportunities by importance and urgency. Incorporate tasks necessary to realize these improvements. Apply ideas to the team environment where appropriate. 228 Question: A project manager is using a hybrid approach to manage his project. He sits down with the project’s sponsor to update him on progress achieved to date. To aid the discussion, the project manager displays a chart that visually shows how much work remains versus how much time is left for the project. What is the project manager displaying? A. A burnup chart B.A Gantt chart C. A burndown chart D. A radar chart 229 TASK 3 - Address and Remove Impediments, Obstacles, and Blockers Daily Standup/Tools/Agile A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. Also known as a Daily Scrum. 230 Impediments, Obstacles, and Blockers Impediment* An obstacle that prevents the team from achieving its objectives. Impediments reference situations, conditions, and actions that slow down or hinder progress. (For example, the team not coming to a decision on a file saving location.) Obstacles reference barriers that should be able to be moved, avoided, or overcome with some effort or strategy. (For example, the construction crew is unable to arrive at the worksite before permits are signed.) Blockers reference events or conditions that cause stoppages in the work or any further advancement. (For example, the company has halted the use of any products in a certain firm until a new contract is signed 231 Tracking Impediments By tracking impediments as they are raised, addressed, and resolved, communication and proper oversight is increased. Methods for tracking impediments might include: Impediment task boards Software applications Task boards need to convey the status and efforts associated with the identified impediments. 232 Risk Reviews / Risk List Impediments may be due to, or a result of, project risks or issues. Risks raised formally during the daily standup meetings, iteration reviews, or informally, are added to the risk list. Newly identified and existing risks are updated based on the current knowledge and situation. 233 Handling Impediments as Servant Leaders Servant leaders aim to clear an unobstructed path for the project team so they may contribute and deliver. Project managers want to optimize the workplace to be free of obstacles and other impediments. Physical team space Shielding the team from non-value activities Removing distraction, randomization, and other confusion enables the project team to be more effective and efficient. Project managers can take on most of the burden of addressing and removing impediments so the team can do their best work on the project to achieve its desired objectives. 234 Question: You have just completed your Sprint Review meeting and the Product Owner is not satisfied with the results. They state that they will not accept the software and will re-adjust the Product Backlog. The team facilitator suggests that the Product Owner attend a meeting to discuss what could be improved to stop this from occurring in the next sprint. They are most likely inviting the Product Owner to what meeting? A. Sprint Planning B. Lessons Learned C. Retrospective D. Daily Scrum 235 Question: All of the following are true statements except for which one? A. Daily stand-ups are a critical component of planning. B. Daily stand-ups last no more than 15 minutes. C. Daily stand-ups are used to uncover problems. D. Daily stand-ups are used to ensure work is progressing well 236 Task 4 : manage conflict The Project Manager’s Role Managing conflict is a responsibility of all stakeholders. The PM heavily influences the direction and handling of conflict. Interpersonal and team skills help to ensure positive results when handling conflict. In agile projects, the PM facilitates conflict resolution while the team is empowered to resolve conflicts. As a servant leader, a PM assists in the removal of impediments or sources of conflict. 237 Conflict Management Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict. Successful conflict management results in greater productivity and positive working relationships 238 Causes of Conflict Differences in Competition objectives, values, and perceptions Disagreements about role requirements, Communication work activities, and breakdowns individual approaches 239 Conflict Management Application of one or more strategies to deal with disagreements Effective conflict management leads to improved understanding, performance, and productivity Ineffective conflict management leads to: Destructive behavior Animosity Poor performance Reduced productivity Use various conflict resolution methods 240 Factors that influence conflict resolution methods are : Relative importance Time pressure for and intensity of the resolving the conflict, conflict, Motivation to resolve Position taken by conflict on a long-term persons involved. or a short-term basis. 241 Conflict Management Approaches Withdraw/Avoid Retreat from conflict situation Postpone the issue Smooth/Accommodate Emphasize areas of agreement Concede position to maintain harmony and relationships Compromise/Reconcile Search for solutions that bring some degree of satisfaction to everyone Temporarily or partially resolve the conflict through compromise Force/Direct Pursue your viewpoint at the expense of others Offer only win/lose solutions Collaborate/Problem Solve Incorporate multiple viewpoints Enable cooperative attitudes and open dialog to reach consensus and commitment 242 Question: You are working on a project with contentious team members. You know if you resolve the conflicts, it will result in increased productivity and better working relationships. You pull the team together in a meeting to discuss the issue. You allow everyone to express their viewpoint, and as a result, some team members gain an understanding of the perspective of some of their teammates that they didn’t have before this meeting. At the conclusion of the meeting, consensus is reached, and the team members thank you for taking the time to get them together and asking them to discuss this issue. Which of the following conflict-resolution techniques does this describe? A. Compromise/reconcile B. Force/direct C. Smooth/accommodate D. Collaborate/problem-solve. 243 Question: Which statement on conflicts is most helpful in a project? A. Conflict resolution should focus on people, not issues. B. A project manager should resolve conflicts in a timely and constructive manner. C. Conflict should always be resolved in private and not in the team. D. Too much openness to stakeholders is a common cause of conflict. 244 Task 5-collaborate with stakeholders Community Government End users Employees Suppliers Manager Customers Organization Sponsors 245 Stakeholder Identification & Analysis Analyze and document relevant information regarding stakeholder interest, involvement, interdependencies, influence, and potential impact on project success. Available tools and techniques that can be used: Expert judgment Stakeholder mapping Data gathering Two-dimensional grids Questionnaires and surveys Power/interest grid Brainstorming Power/influence grid Data analysis Impact/influence grid Stakeholder analysis Stakeholder cube Document analysis Directions of influence Meetings 246 Stakeholder Register A project document including the identification, assessment, and classification of project stakeholders. 247 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. 248 Collaboration Effective collaboration builds trust between all parties. Open dialog and meaningful communication optimizes understanding of aims and expectations. Everyone’s involvement and engagement levels may fluctuate during project. Keep discussions transparent to ensure stakeholders are knowledgeable and expectations are set. Leverage communication and interpersonal skills, feedback, and meeting management to maximize feedback loop and engagement between stakeholders. 249 Task 7- mentor relevant Stakeholders Coaching and Mentoring Coaching and mentoring others helps them become more proficient team members. Raising the abilities of the team increases their output and their value. Increasing the knowledge base and the skill sets of all project stakeholders promotes more successful and effectively managed projects. With limited time and resources, you must make sacrifices on how to mentor others. Start mentoring the relevant stakeholders in a project and expand from there throughout the organization. 250 Transformation Skills The organization, business, and the world are constantly changing and evolving. Supporting the transformation requires patience and compassionate mentoring. Most noticeable in teams transforming from one project management approach to another. In today’s digital world, the skill set being used today may be obsolete or limited tomorrow. 251 Emotional Intelligence Personal Skills Self-awareness Self-regulation Motivation Interpersonal Skills Social skills Empathy 252 Self-Awareness Elements Element Description Knowing feelings. Perceiving connections between feelings and behavior. Emotional awareness Recognizing how emotions affect performance. Being conscious of values, goals. Perceiving strengths and weaknesses. Accurate self-assessment Becoming aware of blind spots. Knowing emotional triggers. Expressing potentially unpopular opinions. Taking risks. Self-confidence Displaying poise, self-assurance. Having knowledge of self-esteem, proficiencies. Being decisive. 253 Self-Regulation Elements Element Description Remaining cool under pressure. Self-control Staying focused in a stressful environment. Controlling rash, destructive emotions. Acknowledging errors, challenging others’ immoral conduct. Establishing confidence via reputation for honesty, credibility. Trustworthiness Standing by principles. Behaving in morally correct way, above suspicion. Having well-ordered, meticulous approach to work. Conscientiousness Being accountable for fulfilling goals. Satisfying obligations, delivering on promises. Adapting to changing events. Adaptability Interpreting events in a flexible way. Handling numerous demands and changing priorities. Producing fresh ideas. Considering innovative answers to problems. Innovation Embracing new approaches and possibilities. Looking for novel ideas. 254 Motivation Elements Element Description Setting tough goals, taking chances. Driving hard to get results. Achievement drive Discovering how to upgrade capabilities. Striving to minimize uncertainty. Making decisions based on team's core principles. Realizing benefit in comprehensive quest. Commitment Sacrificing to fulfill company goal. Searching for opportunities to achieve team's mission. Working above-and-beyond toward goals. Inspiring others through extraordinary feats. Initiative Cutting through rules to finish job. Grabbing opportunities. Hoping to succeed instead of fearing failure. Optimism Seeing reversals as caused by controllable factors. Working toward goals regardless of barriers. 255 Empathy Elements Element Description Serving others based on needs. Understanding Observing emotional cues and listening carefully. others Displaying tact and appreciating others' points of view. Happily providing proper help. Understanding customers’ point of view. Service orientation Seeking strategies to increase consumers' satisfaction. Recognizing consumers' needs. Recognizing, rewarding associates' achievements. Developing others Providing helpful criticism. Coaching and mentoring. Appreciating various ideologies. Creating conditions where different types of groups can thrive. Leveraging diversity Showing consideration for diverse groups. Objecting to discrimination and bigotry. Understanding political truths and realities of companies. Grasping influences that set opinions of clients, consumers, rivals. Political awareness Recognizing critical social systems. Correctly interpreting power connections. 256 Social Skills Elements Element Description Managing tough problems directly. Effectively exchanging information. Communication Cultivating clear communication. Achieving a mutual awareness. Building connections with colleagues. Establishing large, casual networks. Building bonds Keeping others informed.