PMP Presentation

Course Name
Project Management
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Reference Books
Agile Practice PMBOK Guide Project Management: Effective Project Fundamentals of
Guide Book 7th Edition A Systems Approach Management: Technology Project
to Planning, Traditional, Agile, Management,
Scheduling, and Extreme, Hybrid 2nd Edition
Author: Project Author: Project Controlling
Management Management Author: Colleen
Author: Robert K.
Institute Institute Author: Harold Garton with Erika
Wysocki
Kerzner McCulloch
Project Managers Information Essential Scrum: A Project The Project

Portable Technology Project Practical Guide to Management: The Management Tool Kit:
Handbook, Management, 7th the Most Popular Managerial 100 Tips and
Techniques for
3rd Edition Edition Agile Process Process Getting the Job Done
Right
Author: David Author: Kathy Author: Kenneth S. Author: Erik Larson Author Tom Kendrick
Cleland and Lewis Schwalbe Rubin
Ireland
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Module 1
INTRODUCTION
TO
PROJECT
MANAGEMENT
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Chapter Snapshot
01 What is a Project? 05 Project Phases
Importance of Project Project Management Process

02 06
Management Groups & Knowledge Areas
03 Project, Program & 07 Project & Operations

Portfolio Management
Organization Project Project & development lifecycle
04 08
Management & Strategies
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What is a Project?
“Temporary endeavor undertaken
to create a unique product,
service or result”
- Temporary means that a

Project has a definite start
and end date
- Temporary does not
necessarily mean short in
duration
Project End is met when either its objectives are met or it cannot be met due to various
reasons
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Examples of Project
Construction of a Mall Improving electricity supply

- Progressively
Elaborated
- Impacted by
constraints
(Limiting Factor)
Creating a new tablet New treatment for disease
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What is a Project?
A project can create:
- a product that can be either a component of
another item or an end item in itself
- a capability to perform a service (e.g.5G

Telecom network or Improving security
service @ airport
- a result such as an outcome or document

(e.g. a research project to come up with a
new treatment for cancer)
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Why Projects are initiated?
Business
Regulatory or Transformation
Social norms
Service
Improvements
Stakeholder request
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Business Value
Business value is defined as the entire value of the business:

Sum of all tangible and intangible elements
Tangible Intangible Business

Elements Elements Value
- Monetary - Brand Equity - Realized

Assets - Goodwill through
- Stock Price - Social Standing projects,
- Equity - Public Image program &
- Real Estate - Social Value portfolio
- Trademark - Sustenance
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Transformational Changes
Projects drive Transformational Changes…

Organizations view project as a transformation
$$$$
agents
- As Is State To “To Be State” $$
To Be State
Business Value
- Transition State
Intermediate stage between “As Is” $
& “To Be” As Is State
Projects create Value Intermediate State
- Tangible :- Monetary assets, Stock As Is State

Price, Market Share Project Duration
- Intangible :- Goodwill, Reputation, Brand
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Project Lifecycle - Phases
Requirement Design Development Testing Go Live
- Division of a project into logical tasks

- Collection of phases…Project Lifecycle
- Phase - Provides a better management,
control and ease in resource deployment
- Phase End Reviews : Toll Gate/ Kill
Point/Stage Gates etc.
- Phases are industry specific
- # of phases depends on the performing
organization
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What is Project Management?
Tools &
Knowledge Skills Application of Knowledge,
Techniques
Skills, Tools & Techniques to
• Domain • Planning • Microsoft
project activities to meet the
• Technology • Estimation Project project requirements
• Business • Communication • Critical Path
Environment • WBS
Managing a Project typically requires:

- Identifying Project Requirements
- Managing Stakeholders
- Setting up, maintaining and carrying out communications
- Balancing the competing project Constraints including but not
limited to Scope, Quality, Schedule, Budget, Resources and Risk
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Program Management
A group of related projects, subsidiary program or activities which when
managed as a group, provides decreased risk, economies of scale and
improved management
Program Management focuses on the project
Construction interdependencies and helps to determine the
optimal approach for managing them
e.g. Program can be constructing a township

Residential with residential apartments, malls, banking
Apartment Mall complex & school
Shared
Resources
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Portfolio Management
A collection of projects or programs and other work that are grouped together to
facilitate effective management of that work to meet strategic business objective
Portfolio Management focusses on

Organizational Strategy
- Guiding organizational investment
decision
Organization
Portfolio Vision/strategy leads to - Select optimal mix of projects,
a portfolio program to meet strategic objectives
- Provide decision making
Program Project
transparency
- Prioritize team and physical resource
Project 1 Below Portfolio can
exist a program or a allocation
project directly
Project 2
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Operations
Operations is related with ongoing work (production of goods and services).
It ensures that business is running as usual with optimal resources
- Ongoing operations are outside

the scope of the project
- Repetitive in nature
- No uniqueness
- Same product or service as a
output
- Intersect with projects at
multiple layers/points
- E.g. Banking Teller
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Project & Operations
Project and Operations intersect at multiple layers
Intersection Point
- During closeout
- Developing or upgrading a new
product or a service
Project - Improving the existing operations
- Till the end of project lifecycle
Activities Performed
- Transfer of deliverables
Operations - Implementation of deliverables
- Transfer of resources, artefacts
& activities from project to
operations & vive versa
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Project & Development Lifecycle
Project Lifecycle is a collection of

phases and it may be iterative or
sequential or overlapping
Project lifecycle can be adaptive

or predictive
Within a project lifecycle exist

one or more phases for
developing the product called as
Development Lifecycle
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Project & Development Lifecycle
Development lifecycle can be Predictive, Iterative, Incremental, Adaptive, Hybrid model
Predictive Iterative Incremental Adaptive Hybrid

Project scope, Project scope Product Agile, iterative A combination
schedule & determined early, developed in a and of predictive
cost are however series of incremental and adaptive
determined in schedule and iterations lifecycles lifecycle Known
advance. cost are updated within a Scope defined elements follow
regularly. prescribed before start of predictive while
Any changes timeframe an unknown
are carefully Develop the (Timeboxing) iteration/sprint elements follow
managed product through adaptive
iterations lifecycle
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Project Constraint
A limiting factor that affects the execution of a project, program, portfolio or process
Multiple constraints exist in a project, few of which are

Scope
- Scope
- Cost
Risks Schedule
- Schedule
- Quality Project
- Customer Satisfaction Constraints
- Risk
- Resources Quality Cost
Resources
Project Manager needs to balance the competing constraints Constraint Wheel
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Data, Information & Reports
Work Performance - Collected

throughout the
project lifecycle
- Data is collected
Data Information Reports as a part of
- Raw observation, - Performance data - Physical or electronic
Executing
values and collected from various representation of the processes while
measurements processes. Work Performance information and
identified during - Analyzed in context information reports are
the project and integrated based - Aids in decision
on relationships making & analysis
collected as a
- E.g. # of defects across areas part of M&C
- E.g. Planned vs - E.g. Project schedule processes
Actual date
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Tailoring
Project Management methodologies are :-
- Developed by experts within the

organization
- Purchased from Vendors
- Obtained from professional associations
- Acquired from Govt. agencies
- Project Manager tailors the process to
suit the needs of the project
PM selects the appropriate processes, input, tools & techniques, output & lifecycle decisions to
manage the project
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Business Documents
Project Management approach needs to be aligned with the business

objectives
Business documents link the project with the overall business objectives
2. Project Benefits
1. Business Case
Management Plan
Documented economic Documented explanation
feasibility study the validity defining the processes for
of the benefits of the creating, maximizing and
selected components sustaining the benefits
provided by a project
Used as a basis for the Benefits realization is a
authorization of a new continuous measurement
project process
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Business Case
Documented economic feasibility study the validity of the benefits of the

selected components.
A business case consists of

- Objectives and reasons for Project initiation B USINESS C ASE T EMPLATE
This Business Case Template is free for you to copy and use
on your project and within your organization. We hope that
you find this template useful and welcome your comments.
- Helps measure the project success criteria at Public distribution of this document is only permitted from
the Project Management Docs official website at:
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the end of the project against project objectives

BUSINESS CASE
- Business needs <PROJECT NAME>
- Analysis of the situation

COMPANY NAME
- Alternatives solutions for the problem at hand STREET ADDRESS
CITY, STATE ZIP
CODE
- Recommendation
- Evaluation (Benefit Realization) DATE
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Benefit Management Plan
Document which describes how and when will the proposed project
benefits be realized. This document also measures the mechanisms to
be in place to measure the benefits
Contents
- Target Benefits
- Strategic alignment
- Timeframe for realizing benefits
- Benefits Owner
- Metrics
- Assumptions
- Risks
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Project Selection Methods
Organization capacity to execute simultaneous projects is limited
- Project comparison - Costs vs Benefits
- Project Selection - Less risky, more benefits
Commonly used techniques

- Payback Period (PBP)
- Benefit - Cost Ratio (BCR)
- Net Present Value (NPV)
- Return on Investment (ROI)
- Internal Rate of Return (IRR)
- Opportunity Cost (OC)
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Payback Period (PBP) / Break Even Point Choose a project

Amount of Time it takes to recover the initial investment. which has a
e.g. Project A needs an investment of 50,000 returns are 10,000 per quarter
lesser PBP
Payback Period = 50,000/10,000= 5 quarters
Benefit Cost Ratio (BCR)

Ratio of Benefits To Costs
e.g. a Project costs $50,000 and the company expects to sell it for 100,000
Ideally BCR >=1
Benefit Cost Ratio = 100,000 = 2
50,000
Opportunity Cost (OC) Project A Project B Project B selected

Cost of the Lost opportunity Return 700 Return 800 OC = 700
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Internal Rate of Return (IRR) Higher the IRR,

Projects rate of return as an interest rate the better is a
e.g. Project A has a IRR of 12% while Project B has a IRR of 10% project
Which Project to choose? Project A
Return on Investment (ROI)

Percentage rate of return on an investment
e.g. Project A needs an investment of 50,000. Total benefits accrued = Higher ROI is
70,000 better
ROI = (70,000 - 50,000) / 50,000 = 40%
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Net Present Value (NPV)

Present Value (PV) is based on “Time Value of Money”
A dollar today is worth more than a dollar tomorrow
FV = PV * (1 + r)^t What is the Present Value for a return of $900,000 expected

at three years from now at 10% per annum?
FV - Future Value PV = FV / (1 + r)^t = 900000 = 676,183.32
PV - Present Value (1+ 10%)^3
R - Rate of interest
NPV calculation factors in the initial investment or cost
T - Time Period
NPV > 0 Profitable Investment
NPV = 0 No Profit No Loss
NPV < 0 Loss
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MODULE 2
BUSINESS
ENVIRONMENT &
ORGANIZATION
ECOSYSTEM
OVERVIEW
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Influences on Projects
Enterprise Environmental Factors (EEF)

- Consists of Internal and External Factors
- Conditions not under the control of a project
manager
- e.g. Govt. Policy, Leave Policy, Payroll policy
Organization Process Assets (OPA)
- Organization specific templates, checklists,

methodology & frameworks
- e.g. Plan document template, defect checklist
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Enterprise Environmental Factors
- EEF’s may either constrain or

EEF enhance a project
- EEF’s vary widely in type and

nature
Internal External - EEF’s need to be controlled and

may not be in a position to be
completely eliminated
HR Policy Technological
Org Culture Social
Infrastructure Political & Legal
Resource Availability Economic & Environmental
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CONSTRAINTS | DIFFERENT SOURCES TO IDENTIFY
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Organizational Process Assets
OPA - OPA’s are grouped in 2 categories
- OPA assets influence that way

projects are managed and
executed
Processes, Policies Organizational
Procedures Knowledge Bases
- OPA includes artifacts, practice or
Historical /Risk knowledge bases specific to project
Project Execution process
database
Lessons Learnt
Estimation Process
- Lessons learnt results in OPA’s
Quality Policy
Data repository/Templates getting enriched
Project files from old

Change Control Policy
projects
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Organization Structure Types
An organization’s culture, style, and structure influence how
its projects are performed
Other factors contributing/impacting project success are :-
- Organization’s level of project management maturity and

its project management systems
- Leadership attitude towards project management
- Organizations code of conduct, working style & ethics
- Projects with External entities or joint ventures or strategic

tie ups where cultures, strategy & structure collide
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Factors to be considered in selecting an organization Types of Organization
structure :- Structures
- Organic or Simple
- Degree of alignment with organization objectives - Functional
- Span of control, efficiency and effectiveness (Centralized)
- Clear path for escalations and decisions - Multi Divisional
- Clear line and scope of authority - Weak Matrix
- Delegation capabilities - Balanced Matrix
- Responsibility assignment - Strong Matrix
- Adaptability and simplicity of design - Project Oriented
- Efficiency of performance - Virtual
- Physical location - Hybrid
- Clear communication channels - PMO
- Cost considerations - Composite
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1. Organic or Simple
- Ideally seen in Small office Home
Office (SOHO) concept e.g.
Lawyers, Chartered Accountants or
Sales Agents
- Very limited role for a Project

Manager
- Control is the hand of the Owner,

Proprietor or Operator though a
project Coordinator may exist for a
few small projects
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2. Functional
- Organization divided into functional
units/departments each headed by a
Functional Manager who controls it
- No career path for a Project Manager
- Specialists can be grouped together

to share knowledge
- Clear reporting lines and well defined Example:

career path for Staff members Organizations in Operational activity
e.g. Manufacturing Setup, FMCG
companies, Banks, Hotels etc.
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3. Multi divisional
- Multiple divisions spanning across
regions, countries & continents
- Work groups/ departments grouped

by products, processes and/or
geography
- Limited authority for a Project

manager
Example:
Multi national or Trans national
companies. Mega organizations
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4. Weak Matrix
- Closer to Functional organization
structure
- Functional manager controls the

budget and resources
- Project Manager has limited authority

- Project Expeditor - more of a task
keeper / Cannot take decisions
- Project Coordinator- can take decisions

Example:
in the project Small startup company
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5. Balanced Matrix
- Balance between projectized and
Functional organization structure
- Power equally divided between

Functional & Project Manager
- Idea scenario, over a period of time

organization shifts to either
projectized or Functional
organization strcuture Example:
Mid Sized organization / company
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6. Strong Matrix
- Closer to projectized organization
structure
- Project manager controls the budget

and resources
- Functional Manager has limited

authority
Example:
IT Services organization & company
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7. Projectized
- Strong control through a single
project authority
- Members work directly for the project
manager
- Unprofitable product lines are easily
identified and can be eliminated.
- Strong communications channels
- Disadvantage : Example:
- Resources have “No Home” Turnkey engineering project companies,
- Duplication of tools & resources mid sized engineering companies
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8. Composite
- Used to create a special project team to
handle a critical project.
- Many of the characteristics of a project

team in a projectized organization are
seen in this team
- May include full-time staff from different

departments, may develop its own set of
operating procedures Example:
Project team created for a special
- Team members return to the base unit guest in a hotel, client visit for your
post project completion company or an Anti terror operation
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Project Management Office - PMO
- Organizational body or entity responsible for
Strategy
- PMO Charter
centralized and coordinated management of
- Visioning projects in the organization
- Roadmap
Coordination Governance
- Communication - Centralized
Reporting
- Provides the policies, methodologies and tools &
- Project Proposals 01
- RAG Status templates for managing projects within the
organization
Operations PMO Process /

Procedures - Provides support and training with respect to
- Data collection - Tools
- Data Analysis - Templates project management processes, tools &
- Insights - Tailoring
techniques
Project Delivery Management

- Provide Project Managers for ongoing projects
- Take over - Manager of
distressed Managers
projects
- Managing shared resources across all projects
administered by the PMO
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Project Management Office
Strategy Different types of PMO are :-
- PMO Charter
- Visioning
- Supportive
- Roadmap • Provide a consultative role to projects by supplying
Coordination Governance templates, best practices, training, access to
- Centralized
- Communication
Reporting
information and lessons learned from other
- Project Proposals 01
- RAG Status projects
• The degree of control provided by the PMO is Low
- Controlling
Procedures • Compliance may involve adopting project
- Data collection - Tools management frameworks or methodologies, using
- Data Analysis - Templates
specific templates, forms and tools, or
conformance to governance
• The degree of control provided by the PMO is Moderate
Project Delivery Management
- Directive
distressed
projects
Managers
• Directive PMOs take control of the projects by
directly managing the projects.
• Degree of control provided by the PMO is High
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Project Management Office
Roles and Responsibilities of PMO are:-
Strategy - Make recommendations
- PMO Charter
- Visioning - Lead Knowledge Transfer / New tool Rollout
- Roadmap - Terminate projects
Coordination Governance - Take action where deemed necessary
- Communication - Centralized
- Project Proposals 01 Reporting
- RAG Status
PMO aids project managers by :-
- Managing shared resources across projects
Procedures
- Identifying and developing project management
methodology, best practices and standards for the
- Data collection - Tools
- Data Analysis - Templates project
- Coaching, mentoring, training the teams
- Monitoring compliance with developed project
Project Delivery Management management methodology, best practices and
distressed Managers
standards for the project
projects - Coordinating communication across projects
- Developing & managing project policies, procedures &
templates
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MODULE 3
PROJECT MANAGER –
Roles & Responsibilities
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Who is a Project Manager?
Project Manager is Besides application specific knowledge general
- Person assigned by the Performing management skills, a project manager should
organization to lead and execute the project also possess the below traits
- Key Person Accountable and Responsible - Knowledge
to achieve the project objectives - Performance
- Takes holistic view of the teams product to - Personal
plan coordinate and complete the same Project
Manager’s
Knowledge knowledge on
Ability of the project
Key attributes of a project project management
manager are :- manager to
- Membership and Roles do or Performance
accomplish Behavior of
- Responsibility for Team while the project
- Knowledge and skills applying manager when
their project Personal performing the
managemen project or
related activity
t knowledge
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Project Manager – Sphere of Influence
Project Manager operates across

Stakeholders
Suppliers his/her sphere of influence by: -
Customers/Users - Understanding the needs of the
stakeholders
Sponsor
- Establishing a comunication
Steering Committee
management plan and adhereing to it
PMO
- Communicating predictably and
Team consistently (90% of Time)
Manager - Keeping communication
Resource Manager simple,concise, clear, complete,
relevant & tailored
Project - Open & Transparent communication
Manager - Open feedback channels
- Networking with stakeholders
Project Manager spends nearly 90% of his/her time in
communication
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Project Manager – Competencies
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Leader vs Manager
Leadership Management
involves is mainly
working with concerned
others and with directing
guiding them to other to reach
reach a goal a goal
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Leader vs Manager
Laissez- Faire Hands off Decision Making Transformational Game Changer

• Giving a free hand to the team • Inspirational motivation to the team
• Team takes its own decisions • Encourage Innovation & creativity
• Team establishes its own goals • Individual consideration
Transactional Management by Exception Charismatic Personality
• Focus on Goals • Able to Inspire
• Rewards & Penalty • High energy, enthusiasm, & charged up
• Task oriented • Strong conviction & confidence
Servant Leader Serves The Team Interactional Combinational
• Commitment to put and serve people first • Combination of transactional,
• Strong focus on peoples, growth, learning & transformation & charismatic
employment
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Personality Traits
Personality traits of an effective Project Manager include :-
Accepts others for what they are Measure of human intelligence over
Authentic Intellectual
multiple aptitudes
Ability to apply appropriate Measure of management

Courteous behavior and etiquettes Managerial
principles and practices
Ability to think abstractly, to Measure of political intelligence and

Creative Political
view differently & innovate making things happen
Measure of sensitivity to other Service Evidence of willingness to

Cultural values & beliefs Oriented serve other people
Ability to perceive emotions,
information they display and Ability to understand and manage
Emotional Social
manage them people
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Module 4
Project Lifecycles –
Predictive, Adaptive &
Hybrid
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Definable Work Vs High Uncertainty Work
Definable Work High Uncertainty

Predictable Adaptive
Known Work Unknown Work
Historical Trend No Trend available
Known Process / Low To Medium Risk Process evolving, High Risk
Producing Car, Constructing Building Developing an App, Software, Digital
WATERFALL ADAPTIVE
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Decision – Agile or Traditional?
Certainty / Technology
The horizontal axis depicts the certainty about an issue
03
or a decision
Agreement / Requirement Clarity
The vertical axis measures the level of agreement
02
04 about an issue or decision within the group, team or
organization
Zone 1: Simple (Traditional methods recommended)
01 02 Zone 2: Complicated (Adaptive approach could work)
Zone 3: Complex (Adaptive approach could work)
Zone 4: Chaos (Fundamentally risky zone)
Stacey’s Complexity Model

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Industry Trends & Emerging Practices
Project Management Information
Use ofAutomated
Systems
- Management 3.0
Tools
- Primavera, Microsoft Project, Clarity etc.
- Servant Leadership
Visual Management Information Radiators
Tools - JIRA, Rally, Whiteboard, SharePoint etc.
- Business Agility
Knowledge Management Knowledge Management
Tools - Confluence, Training recordings, Videos
- Trust & Inspire
Enhanced Job Responsibilities
Scaling up Project
Manager Role
- Business Case preparation, Charter, - Digital Economy
Benefit Realization plan
Best of all the worlds

Hybrid Methodologies - Agile, Iterative, Requirement - Knowledge Worker
Management , Business Analysis,
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Hybrid Approach / Methodology
AGILE Development
AGILE AGILE AGILE PREDICTIVE PREDICTIVE PREDICTIVE followed by
Predictive Rollout
AGILE AGILE AGILE

Combined Agile &
Predictive approach
PREDICTIVE PREDICTIVE PREDICTIVE
Largely Predictive
AGILE AGILE
PREDICTIVE Lifecycle with Agile
Interspersed between
Largely Agile Lifecycle

PREDICTIVE PREDICTIVE
AGILE with Predictive
Interspersed between
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Predictive vs Adaptive Processes
PDCA (Plan–Do–Check–Act or Plan–Do–

Check–Adjust) is an iterative four step
management method used in business for the
control and continuous improvement of processes Agile is an iterative, time-boxed, people-oriented
and products. and result-focused approach to software delivery
Also known as the Deming circle/cycle/wheel, that builds software incrementally from the start of
the Shewhart cycle the project, instead of delivering it all at once
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Predictive Processes
I Initiating
Execution
Processes
P Planning
Level of Planning
Process Processes
Interaction
E Executing
Monitoring &
Initiating Controlling Processes Closing Processes M Monitoring &
Processes C Controlling
C Closing
Start Time End
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Adaptive Processes - Agile Manifesto
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Adaptive Processes – Agile Manifesto
Welcoming Deliver Working

Customer
Change Frequently Together
AGILE PRINCIPLES
Satisfaction
Motivated Face To Working Constant

Individuals Face Software Pace
Communications
Good Simplicity Self Reflect &

Design Organized Adapt
Teams
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Develop Project Charter
The process of developing a document

which formally authorizes the existence
of the project and provides the project
manager with the authority to apply
organization resources to the project
Author : Document
Sponsor High Level Requirements
Initial PM Green
Assumptions & Identified Signal
Risks
Initiating
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Develop Project Charter
- SME, Consultants Project

Agreements
- Vendor Contracts, MoU, Expert - Domain expertise,
- SLA, Letter of Intent, PO Judgement Industry Experts
Charter
- Brainstorming – Idea
- Project purpose
- Legal Requirement, Generation & Analysis
- Project
EEF Political Climate Data - Focus Group – SME,
Objectives &
- Marketplace situation, Gathering Experts, Consultants
Success criteria
Org Culture - Interviewing – 1-2-1
- High level
- Project Charter Template meeting, Direct talks
requirements,
- Reporting format (Requirement gathering,
timelines, risks &
OPA - Monitoring method, scope finalization
assumptions
Lessons learnt Approved
- Conflict Management Financial
Interpersonal Resolution Techniques resources
& Team Skills - Facilitation – Guided - Project Manager
execution, Mentor authority
- Meeting Management –
Agenda, Ground Rules,
Minutes
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Team Charter
The team charter is a document that

establishes the team values, agreements,
and operating guidelines for the team.
The team charter may include but is not
limited to:
- Team values
- Communication guidelines
- Decision-making criteria and process
- Conflict resolution process
- Meeting guidelines
- Team agreements
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Tuckman’s Team Building Model
Team Building Model
- Five Stages of Team building
- Common for these stages to

occur in order, it is not
uncommon for a team to get
stuck in a particular stage or
regress to an earlier stage
.
- Duration of a particular stage
depends upon team
dynamics, team size, and
team leadership
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Conflict Management
Conflict Resolution Techniques
Retreating from an actual or potential conflict
Withdrawal situation; postponing the issue to be better prepared
or to be resolved by others
What is a Conflict?
Emphasizing areas of agreement rather than areas
- Conflict is serious disagreement Smooth/
of difference; conceding one’s position to the needs
and argument about something Accommodate of others to maintain harmony and relationships
important. Searching for solutions that bring some degree of
Compromise/
satisfaction to all parties in order to temporarily or
Reconcile partially resolve the conflict
- If two people or groups are
in conflict, they have had a Pushing one’s viewpoint at the expense of others;
serious disagreement or argument Force / Direct offering only win-lose solutions, usually enforced
through a power position to resolve an emergency
and have not yet reached
Incorporating multiple viewpoints and insights from
agreement. Collaborate / differing perspectives; requires a cooperative
Problem Solve attitude and open dialogue that typically leads to
consensus and commitment
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Conflict Management
Conflict Resolution Strategy
Assertive Cooperative Strategy

Low Low AVOID
Low High ACCOMMODATE
High Low Competing
High High Collaborate
Mid Mid Compromise
Reference : Kenneth Thomas and Ralph Kilmann identified 5 conflict resolution

strategies
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Conflict Management
How can Conflict be minimized?
1 Building Trust
Conflict resolution is a way for two
or more parties to find a peaceful
2 Satisfying concerns & seeking consensus
solution to a disagreement among
them.
3 Balancing Competing & opposing goals
The disagreement may be personal,
financial, political, or emotional. 4 Taking a long term view that relationships are equally important
When a dispute arises, often the 5 Continuously developing & applying political acumen
best course of action is negotiation
to resolve the disagreement.
6 Developing & nurturing Personal & professional networks
7 Applying conflict resolution skills continuously
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Servant Leadership
Servant leadership is a
leadership philosophy in which
the main goal of the leader is
to serve his/her people
Servant leaders shares power,

puts the needs of the
employees first and helps
people develop and perform as
highly as possible
Robert K. Greenleaf first popularized the phrase "servant leadership" in "The Servant as
Leader", an essay published in 1970.
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Servant Leadership
“A servant leader focuses first

on the growth and well-being
of their employees, as a
means of achieving success
for customers, shareholders,
and themselves”
Blanchard, “Too many leaders have been conditioned to think

of leadership only in terms of power and control. But there is a
better way to lead—one that combines equal parts serving and
leading.”
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Servant Leadership
Like traditional leaders, servant leaders
will create a vision and values for the
organization. They will set goals and
objectives for employees to achieve.
Servant leaders, however, share power
with employees to enable them to
achieve the vision, live the values, and hit
the goals.
Unlike traditional leaders, servant leaders

use their power to:
- Empower more and micromanage less
- Coach more and direct less
- Involve more and exclude less
- Ask questions more and assume less
- Listen more and talk less
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Qualities of a Servant Leadership
Coach
- Mentor
- Go To Person
Motivator
- Focus on Goals
- Provokes / Challenges Safety Net
- Provides Cushion to fall on
- Protects the Team
SERVANT
Transparent LEADER
- Openness
- Accept feedback
Humble
- Grace
Celebrate - Empathy
- Gives Due to the Team
- Owns Failure Icons made by https://www.flaticon.com/authors/wanicon
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Servant Leadership – Corporate World
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Leadership Styles
Allowing the team to make their own decisions and establish their own
Laissez-faire goals, also referred to as taking a hands-off style
Focus on goals, feedback, and accomplishment to determine rewards;
Transactional management by exception
Demonstrates commitment to serve and put other people first; focuses
Servant
on other people’s growth, learning, development, autonomy, and well-
Leader being; concentrates on relationships, community and collaboration
Empowering followers through idealized attributes and behaviors,
Transformational inspirational motivation, encouragement for innovation and creativity,
and individual consideration)
Able to inspire; is high-energy, enthusiastic, self-confident; holds strong
Charismatic convictions
Incorporating multiple viewpoints and insights from differing
Interactional perspectives; requires a cooperative attitude and open dialogue that
typically leads to consensus and commitment
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Leadership Styles – Which one works?
Purpose. Work with the team to define the
“why” or purpose so they can engage and
coalesce around the goal for the project. The
entire team optimizes at the project level, not
the person level.
People. Once the purpose is established,

encourage the team to create an environment
where everyone can succeed. Ask each team
member to contribute across the project work.
Process. Do not plan on following the “perfect”

agile process, but instead look for the results.
When a cross functional team delivers finished
value often and reflects on the product and
process, the teams are agile. It does not
matter what the team calls its process.
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Motivation Theories
Maslow’s Hierarchy of Needs
McGregor’s Theory X and Y

SELF FULFILMENT
All employees fit into two Accomplishment Mental Growth
categories either X or Y. ESTEEM

Approval Recognition, Self-confidence
- Theory X: People should be SOCIAL / LOVE / BELONGING

watched every minute. Friendships, Group Memberships, Social connection
People are incapable, avoid SAFETY

Physical Safety
work whenever possible.
PHYSIOLOGICAL
- Theory Y: People are willing Food, Shelter, Clothing
to work without supervision

and they want to achieve
Until lower level needs are
something.
satisfied, there is no motivation
to move to next level
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Support Team Performance
Alternatives Analysis Performance Reviews Trend Analysis
Technique used to evaluate Performance reviews measure, Project team uses trend analysis,
identified options in order to select compare, and analyze based on current performance
the options or approaches to use to information, to determine the
execute and perform the work - Planned resource utilization to resources needed at upcoming
of the project. actual resource utilization stages of the project.
Techniques include - Cost and schedule work Trend analysis examines project
- Using various levels of resource performance information performance over time and can be
capability or skills used to determine whether
- Different sizes or types of Performance reviews can also be performance is improving or
machines analyzed to help pinpoint issues deteriorating.
- Different tools (manual versus that can influence resource
automated) utilization
- Make-rent-or buy analysis
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Empower Team Members & Stakeholders
Resource calendars. Resource calendars
document the time periods that each resource
needed for the project is available for the
project.
Creating a reliable schedule depends on having

a good understanding of each resource’s
availability and schedule constraints, including
time zones, work hours, vacation time, local
holidays, maintenance schedule and
commitments to other projects.
Resource calendars are progressively

elaborated and updated throughout the project.
Once created, they are used as needed
whenever this process is repeated.
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RACI Chart
RACI MATRIX
Responsibility Assignment Matrix (RAM) shows the project resources assigned to each work
package. It is used to illustrate the connections between work packages, or activities, and project
team members.
One example of a RAM is a RACI (Responsible, Accountable, Consult & Inform)
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Key Concepts
Who is a Stakeholder? When are Stakeholder’s identified?
Any individual, entity or an organization The process of identifying and engaging
which is impacted by or can impact the stakeholders for the benefit of the project is
iterative.
project in a positive or negative way is a
The activities of identification, prioritization,
stakeholder and engagement should be reviewed and
updated routinely, and at least at the following
times when :-
Some stakeholders may have a limited ability
- The project moves through different phases in
to influence the project’s work or outcomes; its life cycle
others may have significant influence on the - Current stakeholders are no longer involved in
project and its expected outcomes the work of the project or new stakeholders
become members of the project’s stakeholder
community
- There are significant changes in the
organization or the wider stakeholder
community
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STAKEHOLDER MANAGEMENT
Trends and emerging practices for Project Stakeholder
Management include : - Communication
- Identifying all stakeholders, not just a limited set Management
- Ensuring that all team members are involved in stakeholder
engagement activities - Relationship
- Reviewing the stakeholder community regularly, often in parallel
Management
with reviews of individual project risks
- Consulting with stakeholders who are most affected by the work or

- Handling
outcomes of the project through the concept of co-creation. stakeholders
concerns
- Capturing the value of effective stakeholder engagement, both
positive and negative
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Tailoring Considerations
Considerations for Agile / Adaptive Projects

Stakeholder - Cross cultures, regions, ethnicity
Diversity - Ways of working, styles, culture - Customer a part of the team
(Product Owner)
- Simple or complex - Faster feedback cycles

Complexity of
- Communication Protocols
Relationships
- Norms, ways of working - Quick query resolution ,
Prioritization of requirements
Communication - Email, Fax, Webex
Technology - Video Conference
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Identify Stakeholders Process
Directions of influence
Brainstorming & Brain writing Classifies stakeholders according to their influence on the
work of the project or the project team itself. Stakeholders can
Brainstorming as used to identify stakeholders can be classified in the following ways:
include both brainstorming and brain writing.
- Upward (Senior management of the performing
- Brainstorming. A general data-gathering and organization or customer organization, sponsor, and
creativity technique that elicits input from steering committee)
groups such as team members or subject
matter experts
- Downward (the team or specialists contributing knowledge
or skills in a temporary capacity)
- Brain writing. A refinement of brainstorming that
allows individual participants time to consider
the question(s) individually before the group - Outward (stakeholder groups and their representatives
creativity session is held. The information can outside the project team, such as suppliers, government
be gathered in face-to-face groups or using departments, the public, end-users, and regulators)
virtual environments supported by technology
- Sideward (the peers of the project manager, such as other
project managers or middle managers
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Identify Stakeholders - Tool
Power – Interest Grid
Technique to group stakeholders according
to their
- Level of authority (power)
- Level of concern about the project’s
outcomes
(interest)
- Ability to influence the outcomes of the
project (influence)
- Ability to cause changes to the
project’s planning or execution.
1: Low Power – Low Interest

2: High Power - Low Interest
3: High Power - High Interest
4: High Interest - Low Power
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Stakeholder Cube
Refinement of the grid models previously

mentioned.
This model combines the grid elements into a

three-dimensional model that can be useful to
project managers and teams in identifying and
engaging their stakeholder community.
The three dimensional Stakeholder Cube is a

more sophisticated development of the simple
2×2 chart.
The methodology supports the mapping of
stakeholders’:
- Interest (active or passive)
- Power (influential or insignificant)
- Attitude (backer or blocker).
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Salience Model
Term salience means prominence, or the quality

of being particularly noticeable or important.
This model describes classes of stakeholders

based on assessments of their
- Power (level of authority)
- Urgency (need for immediate attention)
- Legitimacy (their involvement is appropriate)
The salience model is useful for large complex

communities of stakeholders or where there are
complex networks of relationships within the
community.
It is also useful in determining the relative
importance of the identified stakeholders.
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Identify Stakeholder - Tool
Stakeholder Engagement Assessment Matrix
The engagement level of stakeholders can be classified as
follows:
- Leading - Aware of the project and potential impacts and
actively engaged in ensuring that the project is a success
- Supportive - Aware of the project and potential impacts and

supportive of the work and its outcomes
- Neutral - Aware of the project, but neither supportive nor

unsupportive
The gap between current and desired for - Unaware - Unaware of the project and potential impacts
each stakeholder will direct the level of
communications necessary to effectively - Resistant - Aware of the project and potential impacts but
engage the stakeholder resistant to any changes that may occur as a result of the
work or outcomes of the project
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Task 7 – Address and remove impediments, obstacles, and blockers for the team
Impediment. An obstacle that prevents the A Blocker is actually

team from achieving its objectives. stopping work for
continuing for a work
An impediment could be slowing down or
impeding work on a work item. item.
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Stakeholder Register
Stakeholder Register
The main output of the Identify Stakeholders process
is the stakeholder register. This document contains
information about identified stakeholders that includes
:-
- Identification information. Name, organizational
position, location and contact details, and role on
the project
- Assessment information. Major requirements,
expectations, potential for influencing project
outcomes, and the phase of the project life cycle
where the stakeholder has the most influence or
impact
- Stakeholder classification. Internal/external,
impact/influence/power/interest,
upward/downward/outward/ sideward, or any other
classification model chosen by the project manager.
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Tools & Techniques
1 Brainstorming
• Technique used to generate and collect multiple ideas related to project
and product requirements. Data Gathering
Techniques used to collect

2 Interviews data and information from a
• A formal or an informal approach to elicit information from stakeholders by variety of sources
talking to them directly. It is typically performed by asking prepared and
spontaneous questions and recording the responses.
3 Focus Groups
• Technique to bring together prequalified stakeholders and subject matter
experts to learn about their expectations and attitudes about a proposed
product, service, or result.
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Tools & Techniques
4 Questionnaire & Surveys

• Written sets of questions designed to quickly accumulate information from Data Gathering
a large number of respondents.
data and information from a
variety of sources
5 Benchmarking
• Comparing actual or planned products to those of comparable organization
• Identify best practices, generate ideas for improvement, provide basis for
measuring performance
• Can be Internal or External
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Tools & Techniques
1 Nominal Group Technique

• This technique enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization. Interpersonal & Team
Skills
2 Observation / Conversations
• A direct way of viewing individuals in their environment and how they perform - Communication
their jobs or tasks and carry out processes. - Listening
• Particularly helpful for detailed processes when the people who use the product - Assertiveness
have difficulty or are reluctant to articulate their requirements
- Empathy
3 Facilitation
• Used with focused sessions that bring key stakeholders together to define
product requirements.
• Workshops can be used to quickly define cross-functional requirements and
reconcile stakeholder differences
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Tools & Techniques
Decision Making Decision Making

Techniques – Techniques –
Autocratic / Dictatorship Multicriteria Decision
Analysis
One individual takes
responsibility for making the Technique that uses a decision
decision for the group matrix to provide a systematic
analytical approach for
establishing criteria, such as
- Risk levels
- Uncertainty
- Valuation
to evaluate and rank many ideas
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Tools & Techniques
Affinity Diagram
Affinity diagrams allow large
numbers of ideas to be
classified into groups for
review and
analysis.
Picture : Affinity Diagram for a Credit Card

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Tools &Techniques
Mind mapping
Mind mapping consolidates
ideas created through
individual brainstorming
sessions into a
single map to reflect
commonality and
differences in
understanding and to
generate new ideas.
Picture : Mind map for a job search

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Virtual Vs Co-located Teams
Virtual Teams Colocation

- Groups of people with a
shared goal who fulfill their - All members of the team
roles with little or no time operate from the same
spent meeting face to face physical location
- Relies on technology tools - Rely on human interaction

like Audio conferencing, elements emotions, body
Skype, Webex etc. language , tone & pitch of
voice etc.
- Work From Home / Anywhere
- War Room / Meeting
- Resources with mobility Room / Physical Desk
constraints
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Virtual Teams Characteristics
Virtual Teams working across different
locations and across different Time
Team Zones & Geographically widespread.
Many org. have shifted to WFH
Remote Regular Sync

- WFH / WFA - Project Status
- Commute Reduction - Metrics
- Availability - Reports
Communication Acceptance
- Effective & Efficient - Disturbances
- Relevant - Distractions
- Core Working Hours - Personal Time Off
Technology Appreciation
- Collaboration Tool - Recognition
- Virtual Connect - Rewards
- Cloud Data Security - Incentives
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Virtual Teams – Challenges
The single biggest challenge that virtual teams face is

communication
Encourage your people to stay in touch and get to know one

another better.
- Schedule daily or weekly remote get-togethers, using the
apps
- Intranet team notice board, updated regularly with team
news
- Intranet team room, where people can share photos and
get to know each other
- Regular team newsletter
- Team meetings by teleconferences
- Occasional face-to-face meetings through Video Calls
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Define Team Ground Rules
Ground rules detail the code of conduct for a

meeting, explaining the behavior that's expected of
all meeting participants. Ideally, ground rules are
created and agreed to by the people participating in
the meeting, because groups more easily accept
and abide by rules they've set themselves.
- Everyone needs to Login by 9:05 AM

OPERATIONAL / - Weekly 40 hours of work recorded
PROCEDURAL - Core Working hours (11 AM To 4.30 PM)
- Compliance Requirements (Tax, Audit etc.)
- Treat everyone with respect

BEHAVORIAL - Workplace Ethics / Code of Conduct
- Mobile phones on silent during meeting
- Assertive but not aggressive
- Constructive criticism
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Mentor Relevant Stakeholders
Focuses on the ‘here and now’ rather than on the

➔
distant past or future
Helping the individual to improve their own
➔ performance: in other words, helping them to
learn
Good coaches believe that the individual always
➔
Coach guides you to look has the answer to their own problems
at your own wrist watch Coach understands that individuals may need
and find out the time ➔
help to find that answer
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Task 13 – Mentor Relevant Stakeholders
Journey From COMFORT Zone To GROWTH Zone
Majority of people are happy to be in the 'Comfort Once faced by the 'Fear Zone', you may have felt a
Zone' where they feel safe and in control of their situation. lack of self-confidence and made an excuse to
return back to your comfort zone.
The 'Learning Zone' is a place of

experience. It is where you are out of your
comfort zone but have found a new
confidence to deal with challenges and
problems head on
The final stage of this process is

the 'Growth Zone'. This is where you
are living with freedom and a sense of
purpose.
TEDx talk www.youtube.com/watch?v=J-swZaKN2Ic
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Task 14 - Promote team performance through the application of emotional intelligence
Emotional Intelligence is defined as the IQ contributes about
20% to the factors that
ability of
determine life success which
- Perceive, control, and evaluate emotions
leaves 80% to the other
sources… Daniel Goleman
- Recognize, understand and manage our
own emotions
- Ability to apply the right set of emotions at

workplace
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Business Value
Business value is defined as the entire value of the business:

Sum of all tangible and intangible elements
Tangible Intangible Business

Elements Elements Value
- Monetary - Brand Equity - Realized

Assets - Goodwill through
- Stock Price - Social Standing projects,
- Equity - Public Image program &
- Real Estate - Social Value portfolio
- Trademark - Sustenance
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Transformational Changes
Projects drive Transformational Changes…

Organizations view project as a transformation
$$$$
agents
- As Is State To “To Be State” $$
To Be State
Business Value
- Transition State
Intermediate stage between “As Is” $
& “To Be” As Is State
Projects create Value Intermediate State
- Tangible :- Monetary assets, Stock As Is State

Price, Market Share Project Duration
- Intangible :- Goodwill, Reputation, Brand
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Minimum Viable Product
A version of a new product

which allows a team to collect
the maximum amount of
validated learning about
customers with the least effort
MVP has enough features to attract early-adopter customers and
validate a product idea early in the product development cycle.
In software, the MVP can help the product team receive user
feedback as quickly as possible to iterate and improve the product.
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Minimum Viable Product
An organization might choose to develop and
TOOLS FOR MVP
release a minimum viable product because its
product team wants to: - User research
- Release a product to the market as quickly as - Competitive analysis

possible
- How quickly you’ll be
- Test an idea with real users before committing a able to iterate on
large budget to the product’s full development certain types of
functionality when you
- Learn what resonates with the company’s target receive user feedback
market and what doesn’t
- The relative costs to
Industry Use Case (Airbnb) implement the various
With no money to build a business, the founders of Airbnb used their own user stories or epics
apartment to validate their idea to create a market offering short-term, peer-
to-peer rental housing online. They created a minimalist website, published
photos and other details about their property, and found several paying guests
almost immediately.
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Project Communications Management
Project Communications Management

includes the processes necessary to Other Project Managers
ensure that the information needs of the
project and its stakeholders are met Senior
Management Project Manager Stakeholders
through development of artifacts and
implementation of activities designed to Other Projects
achieve effective information exchange
Communication management includes: - A Project Manager spends nearly

- Developing a strategy to ensure communication 90% of his/her time in
is effective for stakeholders
COMMUNICATION
- Carrying out the activities necessary to
implement the communication strategy
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Key Concepts
Types of Communication
Communication is the exchange of information, C
intended or involuntary. The information ✓Internal (within the project) and external
(customer, vendors, other projects, O
exchanged can be in the form of ideas,
instructions, or emotions organizations, the public) M
M
✓Formal (reports, minutes, briefings) and U
The mechanisms by which information is Informal (emails, memos, ad-hoc
exchanged can be in N
discussions)
- Written form (Physical or Electronic) I
- Spoken (Face-to-Face or Remote) C
✓ Vertical (up and down the organization)
- Formal or informal (as in formal papers or
social media).
and horizontal (with peers) A
- Through gestures Tone of voice and facial T
expressions. ✓ Official (newsletters, annual report) and I
- Through media. Pictures, actions, smiles unofficial (off the record communications)
O
- Choice of words.
✓ Written, oral, and verbal (voice inflections) N
and nonverbal (body language)
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Trends & Emerging Practices
- Regular and timely reviews of the

Stakeholder - Communication
stakeholder community
Involvement - Updates to manage changes in its
membership and attitudes.
dimensions
- Involvement of Stakeholders in project - Communication

Collaboration meetings Tools
- Daily standup, retrospectives, demo
- Social Media tools, advertising - Communication

Social Computing Strategy
- Industry meetups, hackathon etc.
Multifaceted - Web marketing, Sponsorships

Communication - Webex, Zoom etc.
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- Internal vs External
Stakeholders - Communication
Strategy Considerations for Agile / Adaptive Projects
- Face to face communication
Physical - Team location
Location - Technology limitations
- Retrospectives – Focus on quality
Technology - Availability of tools, technology - Team motivation

- Security issues
- Information Radiator / White board

- Multi Lingual, cross cultural
Language
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Communications Management Plan
Process of developing an appropriate approach and Models Methods

plan for project communications activities based on the
information needs of each stakeholder or group,
available organizational assets and the needs of the Technology Cultural
Awareness
project
The key benefit of this process is a documented

approach to effectively and efficiently engage
stakeholders by presenting relevant information in a
timely manner
Planning
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Communication Requirement Analysis
Sources of information typically used to identify and define project communication
requirements include but are not limited to:
- Stakeholder information and communication requirements from within
the stakeholder register and stakeholder engagement plan
- Number of potential communication channels or paths, including one-
to-one, one-to-many, and many-to-many communications
Organizational charts
- Project organization and stakeholder responsibility, relationships, and
interdependencies
- Development approach
- Disciplines, departments, and specialties involved in the project;
- Logistics of how many persons will be involved with the project and at
which locations No. of Communication
- Internal information needs (e.g., when communicating within channels = n * (n-1) /2
organizations);
- External information needs (e.g., when communicating with the media, where n = No. of stakeholders
public, or contractors); and
- Legal & Statutory requirements.
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No. of Communication
channels = n * (n-1) /2
where n = No. of stakeholders
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Problem:
A team has got 15 members in it, Kathy joins this team as an Analyst.
How many communication channels now exist in the team ?
A. 105
B. 16
C. 120
D. 15
New N => 15 (Old) + 1 New = 16
Communication channels = N * (N-1) / 2 = 16 * 15/2 = 120
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Problem:
John is managing a team of 9 people. Three more people (1 Full Time and 2 part time)
are getting added to the team. What will be the change in number of communication
channels post addition of the new members?
A. 78
B. 13
C. 33
D. 45
Old N = 1 (John) +9 TM = 10: Comm Channels = 10 *9/2 = 45

New N => 10 (Old) + 3 New = 13
New Comm channels =13 * 12/2 = 78 : Difference = 78 - 45 = 33
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Communication Model
Basic Sender / Receiver Model

- Encode The message is coded into
Noise symbols, such as text, sound or some
Message
Encode Decode other medium for transmission (sending)
- Transmit message The message is sent

Acknowledge
Sender Receiver via a communication channel.
Noise - Noise and other factors may be present

Decode Encode and contribute to loss of information in
Feedback Message
transmission / reception of the message.
- Decode. The data received is translated

by the receiver back into a form useful
to the receiver.
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Communication Methods
Push
Communication - Sent to specific recipients who need to know the
When Used
Methods information
Project Management Plans,
Formal Written - Does not certify whether the information
Project Charter, Contracts
actually reached or was understood by the
Formal Verbal Presentations intended audience
Informal Written Emails, Notes
(e.g. letter, memos, reports, emails, faxes, voice
Informal Verbal Conversations mails, press release etc.)
Interactive Pull
Between two or more parties performing - Used for large volumes of information or for very
multidirectional exchange of information large audiences
(e.g. meetings, phone calls, video conferencing, etc.) - Requires the recipients to access the
communication content at their own discretion
(e.g. intranet sites, e-learning knowledge
repositories, etc.)
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Manage Communications
Process of ensuring timely and appropriate collection, Active Cultural

creation, distribution, storage, retrieval, management, Listening Awareness
monitoring, and the ultimate disposition of project
information. Communication Political
Tools Awareness
The key benefit of this process is that it enables an

efficient and effective information flow between the
project team and the stakeholders.
Executing
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Decision Making Techniques
1 Unanimity / Consensus
• Decision reached whereby everyone agrees on a single course of Decision Making
action Techniques –
Voting
2 Majority
• Decision reached with the support obtained from more than 50% A collective decision-
making technique and an
of the members of the group.
assessment process.
These techniques can be

3 Plurality used to generate, classify,
and prioritize product
• Decision reached whereby the largest block in a group decides, requirements
even if a majority is not achieved.
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Interpersonal Skills
Important Interpersonal skills

Techniques of active listening involve acknowledging,
Active Listening clarifying and confirming, understanding and removing
barriers that adversely affect comprehension.
Understanding of the differences between individuals,
groups, and organizations and adapting the project’s
Cultural Awareness communication strategy in the context of these
differences.
Taking steps to ensure meetings meet their intended
Meeting Management objectives effectively and efficiently
Interacting with others to exchange information and
develop contacts.
- Provides access to informal organizations to solve
Networking problems
- Influence actions of their stakeholders
- Increase stakeholder support for the work and
outcomes of the project
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Monitor Communications
Process of ensuring the information needs of the Observation / Cultural

project and its stakeholders are met. Conversation Awareness
Stakeholder Political
Management Awareness
The key benefit of this process is the optimal
information flow as defined in the communications
management plan and the stakeholder engagement
plan
Monitoring
&
Controlling
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Project Risk Management
Project Risk Management includes the
processes of conducting risk
management planning, identification,
analysis, response planning, response
implementation, and monitoring risk on a
project.
The objectives of project risk

management are to increase the
probability and/or impact of positive risks
and to decrease the probability and/or
impact of negative risks, in order to
optimize the chances of project success.
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Key Concepts
Risk is an uncertain event or a condition which may or
- Risks will continue to emerge during
may not impact one or multiple project objectives
the lifetime of the project
(Scope, Schedule, Cost) in a positive or negative
manner. - Project Risk Management processes
- Take project risk in a controlled and intentional should be conducted iteratively
manner in order to create value while balancing
risk and reward - Risk are initially addressed during R
- Risk Parameters (Probability and Impact) project planning by shaping the project I
- Risk Exposure = Probability * Impact strategy S
Overall project risk is
K
- The effect of uncertainty on the project as a whole - Risk should also be monitored and
managed as the project progresses to
- Risks can originate from all sources of uncertainty
ensure that the project stays on track
including individual risks
and emergent risks are addressed
- Risk highlight the exposure of stakeholders to the
implications of variations in project outcome, both - Risk Exposure & Threshold
positive and negative.
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- Variability Risk
Uncertainty exists about some key characteristics
of a planned event or activity or decision e.g. - Team involved in risk
Non event risks higher defects, lower productivity management
- Ambiguity Risk
Uncertainty exists about what might happen in the
future. - PM is the risk
- Unknown – Unknown, Emergent risks Manager
Project Resilience
- Strong Change Management, Robust
processes - Risk management
should be a topic in
- Program Risk, Organizational risks, every meeting
Integrated Risk Corporate risks
management - Rollup & Roll down of risks
- Integrated Risk owner
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- High Level or detailed risk
Project Size
approach? - One Sprint/Iteration is the risk in
an Agile project
Project - External dependencies,
Complexity Regulatory compliances, third - Demo effectiveness
party interfaces
- Risk Burndown chart
Project - Criticality, Top 10 customer
Importance project, Importance, High
revenue, First time business - Commitment made vs
Commitment Delivered (Risk
Development
- Agile ,Traditional, Hybrid analysis)
Approach
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Plan Risk Management
Risk Methods
Process of defining how to conduct risk Models
management activities for a project Risk Plan Stakeholder

Analysis
The key benefit of this process is that it ensures

that the degree, type, and visibility of risk
management are proportionate to both risks
and the importance of the project to the
organization and other stakeholders.
Planning
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Risk Management Plan - Contents
Risk
General approach to manage risks on a project
Strategy
Specific approaches, tools, and data sources to perform risk Risk management plan is a
Methodology
management the project component of the project
Defines the lead, support, and risk management team management plan
Roles &
members for each type of activity described in the risk
Responsibilities
management plan, and clarifies their responsibilities It describes
Identifies the funds needed to perform activities related to - How risk management
Funding
Project Risk Management. Protocol for CR & MR activities will be structured
Defines when and how often the Project Risk Management and performed?
Timing processes will be performed throughout the project life
cycle - Risk Management approach
A common way to structure risk categories is with a risk for the organization or the
Risk project
breakdown structure (RBS), which is a hierarchical
Categories
representation of potential sources of risk
Definitions of risk probability and impact levels are specific
Probability &
to the project context and reflect the risk appetite and
Impact Matrix
thresholds of the organization and key stakeholders
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Identify Risks
Risk Methods
Process of identifying individual project risks as Source
well as sources of overall project risk, and
Checklist SWOT
documenting their characteristics.
The key benefit of this process is the

documentation of existing individual project
risks and the sources of overall project risk
.
Planning
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Identify Risks – T & T
SWOT Analysis
Strengths: characteristics of the

business or project that give it an
advantage over others
S
Strengths
W
Weaknesses
- Market Leader in - Low employee
our segment satisfaction as per
Weaknesses: characteristics of the recent survey
business 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
O
Opportunities
T
Threats
- Scale our - Competitor gaining
Threats: elements in the environment operations to market share faster
that could cause trouble for the business reach international than us in last 2
markets quarters
or project
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Identify Risks – T & T
Risk Categorization
Prompt List Some common strategic frameworks are more

A prompt list is a predetermined list of risk suitable for identifying sources of overall project
categories that might give rise to individual risk are :-
project risks and that could also act as
sources of overall project risk. - PESTLE (political, economic, social,
technological, legal, environmental)
- Prompt list can be used as a framework to
aid the project team in idea generation - TECOP (technical, environmental, commercial,
operational, political)
- Risk categories in the lowest level of the
risk breakdown structure can be used - VUCA (volatility, uncertainty, complexity,
as a prompt list for individual project ambiguity).
risks
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Risk Register
Risk register captures details of identified individual
project risks and consists of :-
- Each individual project risk is given a unique

identifier in the risk register.
List of - Risks are described in as much detail as
required to ensure unambiguous
Identified understanding.
Risks - A structured risk statement may be used to
distinguish risks from their cause(s) and their
effect(s).
Potential
Person who is identified to take action if the risk
Risk occurs
Owners
Potential Planned response to control the risk if the
Risk identified risk occurs in the project
responses
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Risk Report
Risk report presents

- Information on sources of overall project risk
- Summary information on identified
individual project risks
- Overall effectiveness of the Risk process
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Perform Qualitative Risk Analysis
Process of prioritizing individual project risks for RPN Risk Exposure

further analysis or action by assessing their
probability of occurrence and impact as well as Checklist Category
other characteristics.
The key benefit of this process is that it focuses

efforts on high-priority risks.
Planning
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Data Analysis
Risk Data - What is the data source for the risk ?

Quality - Is the source reliable?
- Quality of data – Good / Bad?
Assessment
Risk
Probability & - Probability / Impact Chats
Impact - Matrix ( P /I )
Assessment
- Urgency - Detectability
Assessment of - Proximity - Connectivity
Other Risk - Dormancy - Strategic
- Manageability Impact
Parameters
- Controllability - Propinquity
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Perform Quantitative Risk Analysis
Process of numerically analyzing the combined RPN Risk Exposure

effect of identified individual project risks and other
sources of uncertainty on overall project objectives Monte Carlo Tornado
Diagram
The key benefit of this process is that it quantifies
overall project risk exposure, and it can also
provide additional quantitative risk information to
support risk response planning.
Not every project would need this process

Planning
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Uncertainty Representation Models
Simulation
- What if Scenario?
- Combined effects of individual

project risks on the overall
project objectives
- Monte Carlo Analysis
- Predictable algorithm
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Uncertainty Representation Models
Sensitivity Analysis
- Also called as Tornado diagram
- Combined effects of individual

project risks on the overall
project objectives
- Includes data from individual

project risks, project activities
with high degrees of variability,
or specific sources of
ambiguity.
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Decision Tree / EMV
Expected Monetary Value (EMV) Problem :
Sam has a choice to drive a cab with 2 of the leading operators.
- Used to support selection of the Operator A requires an initial setup fee of USD 5000 while
best of several alternative courses
Operator B requires an initial setup fee of USD 6000. For each
of action
decision the passenger count (which is uncertain, and
- Alternative paths through the therefore represents a ‘chance node’) is to be considered.
project are shown in the decision
tree using branches representing • Operator A : There is a favorable benefit (70% chance) for Sam
different decisions or events to make a revenue of 8000, while in case the response is not
favorable, Sam would only make a revenue of USD 7000
- The end-points of branches in the
decision tree represent the • Operator B : There is a favorable benefit (70% chance) for Sam
outcome (Net Path Value) from
to make a revenue of 9000, while in case the response is not
following that particular path, which
can be negative or positive favorable, Sam would only make a revenue of USD 6500
- Can be constructed for an expense Which Operator should Sam associate with ? Hint (Calculate Emv
or a revenue problem a : Emvb)
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Decision Tree / EMV
Problem :
Sam has a choice to drive a cab with 2 of the leading
operators. Operator A requires an initial setup fee of USD
5000 while Operator B requires an initial setup fee of USD
6000. For each decision the passenger count (which is
uncertain, and therefore represents a ‘chance node’) is to
be considered.
• Operator A : There is a favorable benefit (70% chance)
for Sam to make a revenue of 8000 while in case the
response is not favorable, Sam would only make a
revenue of USD 7000
• Operator B : There is a favorable benefit (70% chance)

for Sam to make a revenue of 9000 while in case the
response is not favorable, Sam would only make a
revenue of USD 6500
Which Operator should Sam associate with ?
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Decision Tree / EMV
Problem : Net Path
Investment Revenue Value
A decision is being made
- Whether to invest $120M to build a 60% Fav. 200M 80
new plant or to invest $50M US to New Plant
upgrade the existing plant. EMVnew = 60%* 80 + 40% *-30
120M = 36M
- Strong demand (60% chance) leads to 40% UFav. 90M -30
$200M revenue with the new plant but New or
only $120M US for upgrading the plant Upgrade
- Weak Demand leads to $90 M revenue 120M 70

60% Fav.
for a new plant while only $60M for
upgrading the existing plant EMVUpgrade = 60%* 70 + 40% *10
50M = 46M
Calculate EMV for both New & Upgrade 40% UFav. 60M 10
Plant Upgrade
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Plan Risk Responses
Process of developing options, selecting RPN Risk Exposure

strategies, and agreeing on actions to address
overall project risk exposure, as well as to treat Strategy – Strategy –
individual project risks. Positive Risks Negative
Risks
The key benefit of this process is that it identifies

appropriate ways to address overall project risk
and individual project risks
Planning
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Strategies for Threats
Appropriate when the project team or the project sponsor agrees
that a threat is outside the scope of the project
Escalate Escalate is also used when the proposed response would exceed N
the project manager’s authority E
e.g. escalating a issue to Senior management
G
Involves changing some aspect of the project management plan or
changing the objective that is in jeopardy in order to eliminate the
A
Avoid threat entirely, reducing its probability of occurrence to zero T
e.g. changing alternative resources in place of a known devil I
Involves shifting ownership of a threat to a third party to manage V
Transfer the risk and to bear the impact if the threat occurs
e.g. Outsourcing of job, Insurance
E
Action is taken to reduce the probability of occurrence and/or
Mitigate impact of a threat. Early mitigation action is often more effective R
than trying to repair the damage after the threat has occurred I
Risk acceptance acknowledges the existence of a threat, but no S
proactive action is taken.
Accept This strategy may be appropriate for low-priority threats, and it may K
also be adopted where it is not possible or cost-effective
to address a threat in any other way.
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Strategies for Opportunities
This risk response strategy is appropriate when the project team or
the project sponsor agrees that an opportunity is outside the scope
Escalate of the project or that the proposed response would exceed the P
project manager’s authority O
e.g. escalating a lead opportunity to Senior management
S
Option used for high-priority opportunities where the organization
wants to ensure that the opportunity is realized.
I
Exploit This strategy seeks to capture the benefit associated with a T
particular opportunity by ensuring that it definitely happens, I
increasing the probability of occurrence to 100%.
V
Transferring ownership of an opportunity to a third party so that it
shares some of the benefit if the opportunity occurs. E
Share e.g. Joint Venture, Risk sharing opportunity, SPV (Special Purpose
vehicle) R
Enhance strategy is used to increase the probability and/or impact I
Enhance of an opportunity. Early enhancement action is often more effective S
than trying to improve the benefit after the opportunity has occurred
K
Risk acceptance acknowledges the existence of a opportunity but
Accept no proactive action is taken
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Implement Risk Responses
Process of implementing agreed-upon risk response Risk Expert Judgement

plans Triggers
Influencing Project Mgt.

Skills Information
The key benefit of this process is that it ensures that Systems
agreed-upon risk responses are executed as planned
in order to address overall project risk exposure,
minimize individual project threats, and maximize
individual project opportunities
Executing
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Monitor Risks
Process of monitoring the implementation of agreed- Risk Expert Judgement

upon risk response plans, tracking identified risks, Triggers
identifying and analyzing new risks, and evaluating
risk process effectiveness throughout the project. Influencing Project Mgt.
Skills Information
Systems
The key benefit of this process is that it enables
project decisions to be based on current information
about overall project risk exposure and individual
project risks
Monitoring
&
Controlling
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Monitor Risks – T & T
Technical Performance Assessment Audits

Compares technical accomplishments Risk audits are a type of audit that may be
during project execution to the schedule of used to consider the effectiveness of the
technical achievement risk management process.
- It requires the definition of objective, quantifiable The project manager is responsible for
measures of technical performance ensuring that risk audits are performed at
- Comparing actual results against targets
an appropriate frequency, as defined in
the project’s risk management plan
- Technical performance measures may include
weight, transaction times, number of delivered Risk audits may be included during routine
defects, storage capacity, etc. project review meetings or may form part
of a risk review meeting, or the team may
- Deviation can indicate the potential impact of
threats or opportunities choose to hold separate risk audit
meetings.
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Project Cost Management
Project Cost Management includes all

the processes involved in planning,
estimating, budgeting, financing,
funding, managing, and controlling
costs so that the project can be
completed within the approved
budget
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Key Concepts
Cost management is concerned with
1. Estimating Cost – WBS, Budgeting
2. Cost Budgeting – S Curve

C
3. Earned Value Management - Cost
Forecast, Smoothing O
4. Cost Types – Direct , Indirect, Fixed, Type Range S
Variable, estimate , One Time setup Order of Magnitude -25% To +75% T
cost, Per User cost
Preliminary Estimate -15% to + 50%
Budget Estimate -10% To +25%
Definitive Estimate -5% To +10%
Final Estimate 0%
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- Cost Tools
Earned Value Planned Value (PV), Earned
Management (EVM) Value (EV), Actual Cost (AC)
- Revised vs Original budget - Dashboards
Concept of Earned Schedule

- Cost forecast
On Demand Scheduling (ES)
Actual Time (AT)
- Metrics
- Demand
Management
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Knowledge - Knowledge Base on Cost
Management - Past project cost reports
- Time boxed
Estimating & - Budget related policies - Focus on Ceremonies
Budgeting - Formal or informal techniques
- Planned Value, Earned Value, - Schedule & Budget Fixed.. Scope

EVM Actual Cost Variable
- TCPI, EAC, ETC
Agile - Using EVM in Agile projects - Burndown/ Burnup Charts

Approach - Firmed up or changing?
Governance - Steering Committee

- PMO, Governance structure
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Plan Cost Management
Process of defining how the project costs Author: Cost Baseline
Project Manager
will be estimated, budgeted, managed,
monitored, and controlled Estimation EVM
The key benefit of this process is that it

provides guidance and direction on how
the project costs will be managed
throughout the project.
Planning
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Plan Cost Management – Tools
Expert Judgement Data Analysis Meetings

Expertise should be considered Alternatives analysis can include Planning meetings to develop
from individuals or groups with reviewing strategic funding options the cost management plan.
specialized knowledge or such as: Attendees include the
training in the following topics: - Self-funding / Internal source - Project Manager
- Previous similar projects - Equity funding - Project sponsor
- Information in the industry, - Debt funding - Selected project team
discipline, and application members
area - Selected stakeholders
Acquisition of project resources
- Cost estimating and
such as making, purchasing, - Anyone with responsibility
budgeting
renting, or leasing. for project costs
- Earned value management
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Estimate Costs
Stakeholder : Cost Baseline

PM, Team
Process of developing an approximation
of the cost of resources needed to Estimation EVM
complete project work

determines the monetary resources
required for the project
Planning
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Estimate Costs – Tools
Bottom Up Estimating
Method of estimating a component of
work.
- The cost of individual work packages is
estimated to the greatest level of
specified detail
- Detailed cost is then “rolled up” to
higher levels for subsequent reporting
Project Management Information Systems
and tracking purposes Include spreadsheets, simulation software, and
statistical analysis tools to assist with cost estimating.
- Accuracy of bottom-up cost estimating
are typically influenced by the size or Such tools simplify the use of some cost-estimating
other attributes of the individual work techniques and thereby facilitate rapid consideration of
package. cost estimate alternatives.
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Determine Budget
Process of aggregating the estimated Stakeholder : Cost Baseline

PM, Team
costs of individual activities or work
packages to establish an authorized cost PMB S Curve
baseline

determines the cost baseline against which
project performance can be monitored
and controlled
Planning
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Reserves – Contingency & Mgt.
Contingency Reserve Management Reserve

(CR) (MR)
Reserve Analysis
• Known-Unknown • Unknown-Unknown
Cost buffers kept in the • Know that it’s going to • Nothing is known
project to meet any happen but till what extent is • Project Manager is not
eventuality whether known not known authorized to have it. Project
or unknown , predictable • Project manager is Manager needs to take prior
or unpredictable authorized to have it Senior management approval
• Also known as buffers, time • MR is not a part of project
reserves cost baseline
• Cost Baseline = Project Cost • MR is not included as part of
+ Contingency Reserve (CR) the EVM calculations
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Cost Baseline & Budget
Cost Baseline
• Cost baseline = Project Cost

Estimate + Contingency
Reserve (CR)
• Cost Baseline excludes

Management Reserve (MR)
• PM is authorized to spend
CR but for MR would need
approval from the
management
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Cost Baseline – S Curve
S-Curve
• Cost Baseline - Plotted as

Project Duration on X axis and
Cumulative Cost on YAxis
• Used as a tracking mechanism

to control costs
• Also used to determine

funding limit reconciliation and
patters
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Control Costs
Process of monitoring the status of the Stakeholder :

EVM
PM, Team
project to update the project costs and
managing changes to the cost baseline PMB Cost Forecast
The key benefit of this process is that the

cost baseline is maintained throughout
the project.
Monitoring
&
Controlling
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Earned Value Management
EVM Acronym Term Description
Planned
• Method to measure PV Value Estimated value of the work planned to be done
project performance
against the project Earned
EV Value Value of the work accomplished till date
baselines
AC Actual Cost Actual cost incurred in doing the work
• EVM analysis can
Budget At The Budgeted amount for the total work
indicate potential BAC Completion
deviation of the project (Calculated Initially BAC = Sum(Total PV)
from the cost and/or Cost Variance Negative is over budget
EV-AC
schedule baselines and (CV) Positive is under budget
is a decision tool
Schedule Variance Negative is behind schedule
EV-PV
(SV) Positive is ahead of schedule.
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To-Complete Performance Acronym Term Description
Index (TCPI)
Cost Performance We are getting $_____ worth of work out of every $1
Measure of the cost EV/AC spent.
performance that is required Index (CPI)
to be achieved with the Schedule We are progressing at ________ percent of the rate
Performance Index EV/PV originally planned.
remaining resources in order
to meet a specified (SPI)
management goal Estimate At How much more do we expect the Project to cost
BAC/CPI
Completion (EAC)
TCPI = (Work Estimate to How much more the Project would cost from today?
EAC-AC
Remaining) / Funds complete (ETC)
Remaining Variance at How much over or under budget we expect to be at the
= (BAC-EV) / (EAC – AC) BAC-EAC end of the Project.
Completion
Ideally TCPI < = 1

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Problem : You are managing a project to build the four walls of a room. Each side is to take one
day to build and it is estimated to cost $500 per side. The walls are planned to be completed one
after the other. Today is end of day 3, Calculate PV, EV, CV, SV, CPI and SPI of this project.
Status at the
Activity Day 1 Day 2 Day 3 Day 4
End of Day 3
Complete,
Side 1 S---------F
spent $500
Complete,
Side 2 S-------PF ---F
spent $700
50% done,
Side 3 S—PF
spent $300
S – Start
Not yet F - Finish
Side 4
Started PF – Partially Finished
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Problem : You are managing a project to build the four walls of a room. Each side is to take one day
to build and it is estimated to cost $500 per side. The walls are planned to be completed one after
the other. Today is end of day 3, Calculate BAC, EAC, PV, EV, CV, SV, CPI and SPI of this project.
Status at the BAC = 4 * 500 = 2000

Activity Day 1 Day 2 Day 3 Day 4
End of Day 3
PV(3d) = 3 * 500 = 1500
Complete,
Side 1 S---------F EV(3d) = 2.5 * 500 = 1250
spent $500 AC(3d) = 500+700+300 = 1500
Complete,
Side 2 S-------PF ---F CV = EV – AC = -250
spent $700
CPI = EV / AC = 1250/1500 =0.83
50% done,
Side 3 S—PF SV = EV – PV = -250
spent $300 SPI = EV / PV = 1250/1500 = 0.83
Not yet
Side 4 EAC = BAC/Cpi = 2000/ 0.83 = 2409.63
Started
ETC = EAC - AC = 2409.63 – 1500 =909.63
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Project Schedule Management
Project Schedule Management includes

the processes required to manage the
timely completion of the project.
What is Project Scheduling ?
- Detailed plan that represents how
and when the project will deliver the
products, services,
- Communication tool between
stakeholders
- Key input for Performance reporting
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Key Concepts
Schedule management plan
consists of
1. Detailed timelines & S
Schedule – Activity List,
C
Resources, Gantt chart &
Critical Path H
2. Scheduling Approach – E
Traditional or Agile
3. Scheduling Flexibility - D
Float, Slack on the paths, U
Crashing, Fast Tracking,
Resource Levelling, Resource L
Smoothing E
4. Estimation Approach – 3
Point Estimation (PERT),
Historical, Analogous ,
Parametric, Bottom up ,
Guesstimate
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- Scheduling Tools
Iterative Scheduling Product Backlog / Evolving
with a Backlog reqmnts.
- Rolling Wave planning,
- Dashboards
Pull Based Systems (KANBAN) - KANBAN Boards

On Demand Scheduling - Theory of Constraints, LEAN,
Waste Identification, focus on
Value Added - Metrics
- Demand
Management
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Lifecycle - Traditional
Approach - Multi phase interactions - Time boxed
Resource - Dedicates / Full Time, Part Time - Focus on Ceremonies

Availability - Employees or Contractors
- Schedule Fixed.. Scope
- Management Dashboards,
Reporting
RAG indicator
Variable
Mechanisms
- Technology uncertainty
- Skillsets for usage of
- Burndown/ Burnup
Technology
Support scheduling tools Charts
- Firmed up or changing?
- Steering Committee
Governance
- PMO, Governance structure
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Plan Schedule Management
Process of establishing the policies, Author: Product

Project Manager Schedule
procedures, and documentation for
planning, developing, managing, Estimation Schedule
Baseline
executing, and controlling the project
schedule
This process provides guidance and

direction on how schedule will be
managed throughout the project
Planning
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Define Activities
Process of identifying and documenting Activity List Product

Schedule
the specific actions to be performed to
produce the project deliverables. Activity Schedule
Attributes Baseline

decomposes work packages into
schedule activities
Planning
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Rolling Wave Planning – Progressive Elaboration
What is Rolling wave planning ?

Type of Progressive
Elaboration
Rolling wave planning is an
iterative planning technique in
which the work to be
accomplished in the near
term is planned in detail,
while the work in the future is
planned at a higher level
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Define Activities – Output
Activity
Activity List Attributes
- Shortlist 5 to Precedence Diagramming
6 painters for Method (PDM)
the job
- Get quotation
for the work A1 A5 A6 A4 A7 A3 A2
Evaluate
Quotes
Finish To Start (FS) Relationship
- Check
Availability on
- Predecessor completes and then
desired dates
- Finalize
successor starts
the - Most commonly used relationship in
Painter Project Management
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Sequence Activities
Process of identifying and documenting Relationship Lead /Lag

relationships among the project activities.
Dependencies Network
Diagram
defines the logical sequence of work to
obtain the greatest efficiency given all
project constraints
Planning
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Task Relationship
Relationship between activities
Finish to Start (FS): Start to Start (SS): Finish to Finish (FF):

The successor can’t start before The successor can’t start The successor can’t finish before the
the predecessor has completed before the predecessor has predecessor has finished
started
Activity A (7d) : Activity P (8d) :
Activity X (7d) : Activity Y(3d) : X FF Y
Activity B (6d) : A FS B Activity Q (3d) : P SS Q
Mon Sun
Mon Sun Mon Mon X (7)

P(8)
A(7)
Y (3)
Q (3)
B (6) Fri Sun
Mon Wed
Mon Sat
Example : Example : Example :
A. Plaster Walls(Predecessor) P: Class Start (Predecessor) X. PMP Training (Predecessor)
B. Paint Walls (Successor) Q: Chef starts preparing food Y: 35 Contact Hour Cert. (Successor)
(Successor)
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Task Relationship
Lead Vs Lag
Lead Lag
- Preponing the successor activity to - Delay in the successor activity due to
get a benefit of schedule business or regulatory reasons
compression
- Represented by a positive sign (+)
- Represented by a negative sign (-)
Activity A (7d) : Activity B (6d) Activity A (7d) : Activity B (6d)
A FS B - 2d : Lead (2d) A FS B + 2d : Lag (2d)
Mon Sun Mon Sun
A(7) A(7) 2d
Lag
2d Lead
B (6) B (6)
Sat Thu Wed Mon
Example : Preponing the Painting wall Example : Plastering Walls Completed , waiting for
before completing the plastering 2days for the walls to dry and then start Painting
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Dependencies
External Dependency Mandatory Dependency Discretionary Dependency

Dependencies that involve a Dependencies that are legally Dependencies that are put in by
relationship between project or contractually or regulatory the project manager as he/she
activities and non-project required due to inherent in the feels these are necessary in the
activities. These dependencies nature of the work. Also called project Also called as Soft Logic
are usually outside the project as Hard Logic
team’s control
Example Example
Example
User Demo can only start after Every mail to the client has to
Project “To lay underground
the identified defects in the be reviewed by the Project
telephone cables"
application have been removed Manger before it can be sent,
Dependency : Need permission
and code frozen. Can be removed later
from the local city body to dig
the road, before project starts
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Network Diagram
Precedence Diagramming Method (PDM) / Network Diagram

Characteristics of a PDM
- Begin & End Node

- Activities on Node
- Duration displayed on
Node
- Diverging nodes
- Converging nodes
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Estimation – Duration / Resources
Process of estimating the number of work Estimates Lead /Lag

periods needed to complete individual
activities with estimated resources. Assumptions Lessons
Learned

provides the amount of time each activity
will take to complete.
Planning
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Estimation
ESTIMATION Resource Estimation

forecasting
Process of estimating team resources
and the type and quantities of materials, Assumptions Basis of
estimate
equipment, and supplies necessary to
perform project work.
The key benefit of this process is that

it identifies the type, quantity, and
characteristics of resources required
to complete the project.
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Estimation Techniques
Estimation
Analogous Parametric Bottom up Estimation
Estimation based on past Estimation based on algorithm Method of estimating project

similar activity or a project and is used to calculate cost or duration or cost by aggregating
duration based on historical the estimates of the lower level
Used to get a rough idea about data and project parameters.
components of the WBS.
the duration and is a ball park
figure Accuracy depends on the data
quality Accuracy depends on the data
Also referred as Top down quality
estimation e.g. it takes 1 day to lay 2 km
cable. How much will it take to
lay 435 km cable?
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ESTIMATION Techniques
PERT/ 3 Point Estimation PERT Formula Sigma Values

Program Evaluation &
Review Technique • Expected Duration (EAD) = • 1σ = 68.26%
(To + 4Tml + Tp)/6 • 2σ = 95.46%
• Used where there is an • 3σ = 99.73%
uncertainty in the duration of • Standard Deviation of an • 6σ = 99.99%
estimates Activity (σ)= (Tp - To)/6
• PERT uses ‘Weighted • Variance of an Activity =

Average’ to calculate the [S.D]^2
project duration
where
• Three point estimate includes • Tp = Pessimistic Estimate
Optimistic, Pessimistic and • Tml = Most Likely Estimate
Most Likely • To = Optimistic Estimate
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ESTIMATION Techniques
PERT Formula Sigma Values
• Expected Duration (TPert) = • 1σ = 68.26%

(To + 4Tml + Tp)/6 • 2σ = 95.46%
• 3σ = 99.73%
• Standard Deviation of an • 6σ = 99.99%
Activity (σ)= (Tp - To)/6
• Variance of an Activity =
[S.D]^2
where
• Tp = Pessimistic Estimate
• Tml = Most Likely Estimate
• To = Optimistic EstimateT
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Develop Schedule
Process of analyzing activity sequences, Critical Path Lead /Lag

durations, resource requirements, and
schedule constraints to create the project Float/Slack Schedule
Compression
schedule model for project execution and
monitoring and controlling.

generates a schedule model with planned
dates for completing project activities.
Planning
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Critical Path Method (CPM)
What is a Critical Path? (E) (F)
School Visit Grocery
(2 Hours) (1 Hour)
The longest duration path 05:00 PM
Wife
through a network diagram and
Family
determines the shortest time to Movie
Outing
complete the project.
(A) Car 05:00 PM
Office (D)
Activities on critical path cannot Servicing
(5 Hours)
be delayed even by a single (3 Hours)
minute, as it risks the project (B) (C)
end date.
9:00 AM 12:00 Noon 05:00 PM
Husband
1. A – E – F - D : Wife : 3 hours
2. A – B - C - D :Husband: 8 hours (Critical Path)
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Critical Path Method - Shortcut
1. Determine all paths from Left to Right hand side with Total Float is the amount of time that an activity can be
their durations delayed from its early start date without delaying the
2. Longest Path is the Critical Path project finish date.
3. Total Float on Critical Path = 0 Free Float is the amount of time that an activity can be
4. Total Float on Non Critical Nodes = Critical Path delayed without delaying the early start date of any
Duration – Duration of longest path through that node successor activity.
Total
Node
Float
A (7) C (6) G (3)
A 0
Start H (2) Finish B 18 – 11 = 7
C 0
B (3) D (3) E (3) D 18 - 11 = 7

E 18 - 11= 7
Paths
1. Start-A-C-G-H-Finish= 18d F 18 - 10 = 8
F (2) 2. Start-B-D-E-H-Finish = 11d G 0
3. Start-B-F-E-H-Finish = 10d H 0 146
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Critical Path Method – Long Method
Forward Pass – Left To Right ES EF ES – Early Start 1. Total Float = LS – ES

1. FP1 : ES (1st Node) = 0 EF – Early Finish or LF-EF
2. FP2 : EF (Node) = ES (Node) + Duration Node
LS – Late Start 2. Free Float (Node) =
3. FP3 : ES (Other Node) = Max.(EF of Immediate Left
LF – Late Finish ES (Next Node) –
nodes) LS LF EF(Current Node)
0 7 7 13 13 16 Free
Node
A (7) G (3) Float
C (6) 16 18 18 18
0 0 A 0
Start H (2) Finish B 3–3=0
0 3 3 6 6 9
C 0
B (3) D (3) E (3) D 6-6=0
E 16 - 9 = 7
Paths
3 5 F 6-5=1
1. Start-A-C-G-H-Finish= 18d
F (2) 2. Start-B-D-E-H-Finish = 11d G 0
3. Start-B-F-E-H-Finish = 10d H 0
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Critical Path Method – Problem
You are the Project manager for the below project

- Activity A takes 2 days and can start immediately
- Activity B (3 Days) & Activity C (4 Days) start after A has B D
been completed (3) (5)
- Activity D (5 Days) starts after B has been finished
- Activity E (1 Day) and Activity F( 4 days) can start after C E G
A (2)
Activity C is completed (4) (1) (2) I (2)
- Activity G (2 Days) can start after Activity E is finished
- Activity H (3 Days) can start after Activity F is finished F H
- Activity I (2 Days) can start after Activity D, G & H are (4) (3)
finished
- Activity I is the last activity for the project Total Paths
Find out 1. A-B-D-I = 12 Days
a. Determine all the paths & the Critical Path & its 2. A-C-E-G-I = 11 Days
3. A-C-F-H-I = 15 Days (Critical Path)
Duration, Total Float
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Schedule Compression
Schedule Compression
Fast Tracking
Done during project planning to Done activities in parallel instead of in series.
see if the desired completion Select
Select Color
date can be met and what will Start
Select
To Start
Color Painter
have to change to meet that Select
date Painter
Two commonly used techniques

are
- Fast Tracking Crashing
- Crashing Increasing resources on critical path activities while making
cost and schedule tradeoffs to determine how to obtain the
greatest amount of schedule compression for the least
incremental cost while maintaining project scope
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Resource Leveling & Smoothing
Resource Levelling Resource Smoothing

- Start and finish dates are adjusted - To adjusts the activities of a
based on resource constraints schedule such that the
requirements for resources on the
- Can be used when shared or project do not exceed certain
critically required resources are predefined resource limits.
only available at certain times, in
limited quantities, over-allocated
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Task 7 – Plan and manage quality of products/deliverable
01 DETERMINE QUALITY 02 RECOMMEND OPTIONS FOR

STANDARD REQUIRED FOR IMPROVEMENT BASED ON QUALITY
PROJECT DELIVERABLES GAPS
03 CONTINUALLY SURVEY
PROJECT DELIVERABLE
QUALITY
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Project Quality Management
Project Quality Management includes the

processes for incorporating the
organization’s quality policy regarding
planning, managing, and controlling
project and product quality
requirements in order to meet
stakeholders’ objectives.
Quality management includes
- Continuous process improvement
- Quality Assurance & Control activities
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Key Concepts
Quality management focusses on PROCESS

delivering a good quality product, - Quality Audit,
service or result to the customer
QA Process Analysis
Q
1. Quality vs Grade - Differences PRODUCT U
2. Prevention vs Inspection QC - Testing, Inspection A
– Proactive vs Reactive L
3. Quality Assurance vs Control- Quality Culture I
Process vs Product
T
4. Cost of Quality – Two Main Types Quality Centers Y
/ 4 Sub types. Investment vs Returns
ISO, CMMi, 6σ
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Conformance to Requirement
Customer Satisfaction - Product & Project Scope - Quality Tools
Fitness for Use
- Satisfies the real needs
- Dashboards
PDCA Cycle (Shewhart &
Continual Improvement Deming) - Waste Reduction
TQM, Six Sigma, LEAN,KAIZEN
Driven by management – Top Down - Metrics

Quality Responsibility Everyone’s responsibility – PM,
Client, Customer, Vendor
- Cost of Fixing
Organization – Supplier quality Defect
Relationship synergy systems
Long Term over Short Term
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Policy
Compliance - Quality Standards - Frequent Quality & review
& Auditing - Tools & techniques
steps
Standards & - Industry Standards - Retrospectives – Focus on
Regulatory - Regulatory checks &
compliances compliances quality
Continual - Quality – Project or Orgn

- Defects detected earlier
Improvement level?
- Early Root Cause Analysis
(RCA)
Stakeholder - Formal / Informal
Engagement - Collaborative
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Accuracy vs Precision
Accuracy A C
Degree of closeness of measurements of
a quantity to that quantity's true value
How closer are the values to the Target?
Precision B
D
Precision is related to reproducibility
and repeatability
Degree to which repeated measurements
under unchanged conditions show the
same results
How closer are the values to each other?
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Quality vs Grade
Quality Grade Airline A : Fare Delhi To Bangalore

INR 4500
The degree to which a set Category assigned to
Terms : Passengers need to buy snacks
of inherent characteristics deliverables having the same
as per price in the menu
fulfill requirements functional use but different
Safety Factor : 95%
technical characteristics
Low Quality is a problem Low Grade may not be a Airline B Fare Delhi To Bangalore INR
problem 4500
Safety Factor : 45%
++++ Price includes lavish Lunch/ Dinner
Quality Grade ++++ Free lounge facility
OK ++++Upgrade to Business Class after 2
Low Not Accepted flights
for customer
Not
High Basic Mandatory
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Plan Quality Management
Quality Plan Cost of Quality

Process of identifying quality requirements
and/or standards for the project and its
Cost Benefit Flowchart
deliverables, and documenting how the Analysis
project will demonstrate compliance with
quality requirements and/or standards.

provides guidance and direction on how
quality will be managed and verified
throughout the project Planning
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Tools – Data Analysis
Cost Benefit Analysis Cost of Quality

- Estimate the strengths and weaknesses
of alternatives in order to determine the
best alternative in terms of benefits
provided
- Effectiveness of planned quality

activities
- Poor Quality – Rework, Lost business,
reputational risk
COQ = Cost of Conformance +

Cost of Non Conformance
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Manage Quality
Process of translating the quality Quality Tools Audits

management plan into executable quality
activities that incorporate the organization’s Quality Flowchart
quality policies into the project. Assurance
The key benefits of this process are that it

increases the probability of meeting the
quality objectives as well as identifying
ineffective processes and causes of poor
quality.
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Tools – Data Analysis
Root Cause Analysis Process Analysis

- Identifies opportunities for process
- Analytical technique used to determine improvements
the basic underlying reason that causes
a variance, defect, or risk. - Examines problems, constraints, and non-
value-added activities that occur during a
- Root cause may underlie more than one process
variance, defect, or risk. - Helps segregate Value added & Non value
added activities
- Uncover all the causes of a problem
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Tools – Data Representation
Cause & Effect Diagram
- Breaks down the causes of the problems - Vertical bar chart showing how often a
identified into discrete branches/categories particular variable occurred
- Used to identify the or root cause of the problem - Height of each column represents the
- Also called as Ishikawa Diagram relative frequency of the variable
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Scatter Diagram Flow Chart
Relationship Between Outbound Sales Calls And Sales Made
100
95
Sales Made in the Month
90
85
80
75
70
760 780 800 820 840 860 880 900 920 940
Outbound Sales Calls in the Month
- Process or system flows from start to end

- Graph that shows the relationship between and how the elements interrelate
two variables
- Used to identify redundancies and
- Relationship can be a positive or a negative bottlenecks
co-relation
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Pareto Chart
- Also called 80/20 rule. Or Law of

Vital Few
- Helps focus attention to the most

critical issues
- Prioritizes potential causes of the

problem
- Helps identify the critical few from

the uncritical many
Pareto Chart (80-20 RULE)
20% issues cater to 80% of the problems
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Tools & Techniques– Audit
A quality audit is a structured, independent process to determine if

project activities comply with organizational and project policies,
processes, and procedures
The objectives of a quality audit may include:

- Identify all good and best practices being implemented
- Identify all nonconformity, gaps, and shortcomings
- Share good practices introduced or implemented in similar projects in the

organization and/or industry
- Proactively offer assistance in a positive manner to improve

implementation of processes to help the team raise productivity
- Highlight contributions of audit in the lessons learned repository of the

organization
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Tools & Techniques– Design For X
- Set of technical guidelines that may be applied during

the design of a product for the optimization of a specific
aspect of the design
- DfX can control or even improve the product’s final

characteristics.
- X (Excellence) in DfX can be different aspects of

product development, such as reliability, deployment,
assembly, manufacturing, cost, service, usability,
safety, and quality.
- Using the DfX may result in cost reduction, quality

improvement, better performance, and customer
satisfaction.
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Tools & Techniques– Problem Solving
- Set of technical guidelines applied during the design of Problem-solving methods

a product for the optimization of a specific aspect of the
design
generally include
- Defining the problem
- Identifying the root-cause
- Problem solving entails finding solutions for issues or
- Generating possible solutions
challenges. - Choosing the best solution,
- Implementing the solution
- Includes gathering additional information, critical - Verifying solution
thinking, creative, quantitative and/or logical effectiveness.
approaches.
- Effective and systematic problem solving is a

fundamental element in quality assurance and quality
improvement.
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Control Quality
Process of monitoring and recording QC Checks Testing
results of executing the quality
management activities in order to assess Quality Gate Flowchart
performance and ensure the project
outputs are complete, correct, and meet
customer expectations
The key benefit of this process is verifying

that project deliverables and work meet
the requirements specified by key
stakeholders for final acceptance.
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Data Gathering – Tools
Check sheets (Tally
sheets)
- Organize facts in a
manner that will
facilitate the effective
collection of useful
data about a potential
quality problem
- Used for gathering

attributes data while
performing inspections
- Frequency of
occurrence
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Data Representation – Tools
x5 USL= 1010 ml Control Charts
- Used to determine whether
x4 or not a process is stable
x3
or has predictable
Plant UCL= 1005 ml performance
producing y3 y4 y5 y6 y7 y8
x2 Rule of “7”
a 1000 ml x1 y2
- Specification limits are
packaged Mean = 1000 ml
x6 dictated by the customer
water y1 x7
LCL= 995 ml - Control limits are internal

x8 targetsrisk
- Rule of “7” : Seven

x9 LSL= 990 ml consecutive data points falling
on one side of the mean
Specification Control Limits
Limits - Rule of “7” : Process might be
unstable or needs a review
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Task 8 – Plan and manage scope
01 DETERMINE AND PRIORITIZE 02 BREAK DOWN SCOPE (E.G., WBS,

REQUIREMENTS BACKLOG)
03 MONITOR AND VALIDATE

SCOPE
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Project Scope Management
Project Scope Management includes the

processes required to ensure that the project
includes all the work required, and only the
work required, to complete the project
successfully
Managing the project scope is primarily
concerned with defining and controlling
what is and is not included in the project
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Key Concepts
Scope management consists of 2 parts
1. Product scope -The features and functions that characterize a product, service, or
result.
2. Project scope - The work performed to deliver a product, service, or result with the
specified features and functions.
- In a predictive life cycle, the project deliverables are defined at the S
beginning of the project and any changes to the scope are progressively C
managed O
- In an adaptive or agile life cycle, the deliverables are developed over
P
multiple iterations where a detailed scope is defined and approved for each
iteration when it begins. E
- Predictive Lifecycle – Scope Baseline vs Adaptive Lifecycle – Product
Backlog
- Critical Success Factor - Early involvement of stakeholder in scope mgt.
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Requirement Eliciting, Documenting, managing
- Collaboration with Business Analysts - Automated Tools
Gathering Process
Requirement
Industry Tools - Traceability Matrix
- Doors JIRA, Excel, Rally, Whiteboard
Management Tools - Traceability Matrix, SharePoint etc.
Problem Management
- Validation
Customer Focus &
- Customer Needs, Pain Points, Problems
Alignment - Voice of Customer (VoC)
- Control Scope
Collaboration - BA – PM coordination, responsibilities
- Meeting, Discussions & Interviews
- Business Analyst
Customer Acceptance
Validate Scope - Product Acceptance - Domain Experts
- Delight, Acceptance, Repeat
business
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Knowledge & - Formal or informal
Requirement Knowledge
Mgt. Management systems - Product Backlog
- Requirement reuse
Validation & - Formal or informal validation - Evolving Requirements
Control - Control-related policies,
procedures & guidelines - Schedule Fixed.. Scope Variable
Development - Predictive or Adaptive
Approaches - Waterfall or Agile?
Requirement - Volatile or stable?

Stability - Firmed up or
changing?
- Steering
Governance Committee
- PMO, Reports
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Communication Skills
Important Communication Techniques
A combination of tailored communication skills that

Communication considers factors such as clarity of purpose in key
Competence messages, effective relationships and information
sharing, and leadership behaviors
Information about reactions to communications, a

Feedback deliverable, or a situation.
Use of appropriate body language to transmit
meaning through gestures, tone of voice, and
Non Verbal facial expressions.
Mirroring and eye contact are also important
techniques
Formal delivery of information and/or
documentation.
Presentations Clear and effective presentations of project
information to relevant stakeholders
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Plan Scope Management
Process of creating a scope management Key Person: Product

Project Manager Scope
plan that documents how the project and
product scope will be defined, validated, Scope vs Project
Requirement Scope
and controlled.
This process provides guidance and

direction on how scope will be managed
throughout the project
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Scope & Requirement
Requirement
Scope & Requirement .. Are they Same??
R1 Scope Boundary
Scope Requirements
R2
R1 R6
- Boundary within - Captured by the R3

R2
which all the team as a part of R5
requirements are discussions with R4
materialized the customers,
end users & R5 R7
- Decided by the sponsors
Project R6
Manager - Not all R3 & R4… Out of Scope
requirements fall R7
into the final
scope
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Collect Requirements
Process of determining, documenting, Requirement Traceability
Gathering Matrix
and managing stakeholder needs and
requirements to meet objectives. Discussions Project
Scope
This process provides the basis for

defining the product scope and project
scope.
Planning
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Collect Requirements – T&T
1 Brainstorming
• Technique used to generate and collect multiple ideas related to project
and product requirements. Data Gathering

2 Interviews data and information from a
• A formal or an informal approach to elicit information from stakeholders by variety of sources
talking to them directly. It is typically performed by asking prepared and
spontaneous questions and recording the responses.
3 Focus Groups
• Technique to bring together prequalified stakeholders and subject matter
experts to learn about their expectations and attitudes about a proposed
product, service, or result.
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4 Questionnaire & Surveys

• Written sets of questions designed to quickly accumulate information from Data Gathering
a large number of respondents.
data and information from a
variety of sources
5 Benchmarking
• Comparing actual or planned products to those of comparable organization
• Identify best practices, generate ideas for improvement, provide basis for
measuring performance
• Can be Internal or External
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1 Unanimity / Consensus
• Decision reached whereby everyone agrees on a single course of Decision Making
action Techniques –
Voting
2 Majority
• Decision reached with the support obtained from more than 50% A collective decision-
making technique and an
of the members of the group.
assessment process.
These techniques can be

3 Plurality used to generate, classify,
and prioritize product
• Decision reached whereby the largest block in a group decides, requirements
even if a majority is not achieved.
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Analysis
- Risk levels
- Uncertainty
- Valuation
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1 Nominal Group Technique

• This technique enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization. Interpersonal & Team
Skills
2 Observation / Conversations
• A direct way of viewing individuals in their environment and how they perform - Communication
their jobs or tasks and carry out processes. - Listening
• Particularly helpful for detailed processes when the people who use the product - Assertiveness
have difficulty or are reluctant to articulate their requirements
- Empathy
3 Facilitation
• Used with focused sessions that bring key stakeholders together to define
product requirements.
• Workshops can be used to quickly define cross-functional requirements and
reconcile stakeholder differences
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Analysis
- Risk levels
- Uncertainty
- Valuation
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Affinity Diagram
Affinity diagrams allow large
numbers of ideas to be
classified into groups for
review and
analysis.
Picture : Affinity Diagram for a Credit Card

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Mind mapping
Mind mapping consolidates
ideas created through
individual brainstorming
sessions into a
single map to reflect
commonality and
differences in
understanding and to
generate new ideas.
Picture : Mind map for a job search

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Collect Requirements – Output
Requirement
Requirement Traceability Matrix
Documentation
Requirements traceability
Requirements documentation matrix is a grid that links
describes how individual product requirements from
requirements meet the their origin to the
business need for the project. deliverables that satisfy
them
Requirements may start out at
a high level and become Test
Business WBS id Design # Component #
progressively more detailed as Need
Requirement # Case id
more information about the
requirements is known
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Define Scope
Process of developing a detailed Detailed Scope Traceability

Statement Matrix
description of the project and product.
The key benefit of this process is that it Discussions Select/ Reject
Requirements
describes the product, service, or result
boundaries and acceptance criteria.
Initial High level scope is defined in the

charter. In this process a detailed scope
is defined
Planning
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Define Scope – T & T
Data Analysis – Product Analysis Product

Alternative analysis Breakdown
Technique used to evaluate Technique used to define System

different/alternative ways to products and services. Engineering
meet the requirements and - Questionnaire about
the objectives identified in product or service
Value
the charter. Analysis
- Analyzing responses to
describe the use,
characteristics Value
Engineering
Requirement System
Analysis Analysis
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Create WBS
Process of subdividing project deliverables Detailed Scope WBS

Statement
and project work into smaller, more
manageable components. Scope
WBS Dictionary
Baseline

provides a framework of what has to be
delivered
Project Scope Statement
Scope Baseline =
+ WBS + WBS Dictionary
Planning
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Create WBS
Work Breakdown Work Breakdown Decomposition
Structure Structure - Dictionary
Decomposition is a technique used
- The WBS breaks the - Detailed definition of the for dividing and subdividing the
project scope into work (e.g. start date, end project scope and project deliverables
smaller and more date, resource name, into smaller, more manageable parts.
manageable pieces milestones etc.) cannot
called Work Packages be defined in the WBS Till what level decompose?
so this information is - Expert Judgement
- Each level of the WBS is captured in what’s called - Size & Complexity of project
a smaller piece of the as a WBS dictionary - Degree of Control required
level above
WBS Dictionary consists of :- Scope Baseline =
- Work not in the WBS is - Level of Effort Project Scope Statement + WBS +
not part of the Project - Cost Control Numbers WBS Dictionary
and should not be - Resource Assignments
carried out in the project - Responsibility
Assignments
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Create WBS – Tools & Technique
Important WBS Terms
- Work Packages
A deliverable at the lowest level of WBS for cost
& schedule estimation
- Code of Accounts
Numbering system used to uniquely identify
component of the WBS.
- Control Accounts
A management control point to track scope,
budget (resource plans), actual cost, and
Picture : Sample WBS schedule
- Planning Package
A WBS component below the control account
with known work content but without detailed
schedule activities
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Validate Scope
Process of formalizing acceptance of the Accepted Inspection
Deliverables
completed project deliverables.
Validate scope brings objectivity to the Quality Control Voting
acceptance process and increases the
probability of final product, service, or
result acceptance by validating each
deliverable.
This process is performed periodically
throughout the project as needed.
Monitoring
&
Controlling
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Validate Scope – Detailed Process
Comparison (QC vs VS)
Control Validate
Description Quality Scope
Verified Deliverables
Deliverables meet the Formal acceptance of
EXECUTING Validate Purpose
quality the deliverable
Control Scope requirements
Quality Who
Accepted QC Team Customer / Client
Deliverables Performs?
Deliverable
Review
Requirements Acceptance Criteria
Criteria?
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Control Scope
Process of monitoring the status of the Baseline Change

Integrity Request
project and product scope and managing
changes to the scope baseline. Scope Control Prevent Scope
Creep
The key benefit of this process is that the

scope baseline is maintained throughout
the project
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Key Concepts
- Involves coordination and unification activities by the Project I
Manager
- Integration and linkages across all Knowledge areas ∑(Scope, N
Time, Cost, Quality…etc.) T
- Alignment of deliverables due dates with benefit management plan E
- Developing a comprehensive project management plan G
- Ensuring that the work is happening as per plan
- Monitoring & Controlling the work and ensuring its alignment with R
the plan A
- Handling changes through an established Change Management T
Process
I
- Managing phase transition, exit gates & toll gates
- Ensuring a proper closure of the project activities at phase end O
and at project closure end N
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Project Management Information
Use ofAutomated
Systems
- Management 3.0
Tools
- Primavera, Microsoft Project, Clarity etc.
- Servant Leadership
Visual Management Information Radiators
Tools - JIRA, Rally, Whiteboard, SharePoint etc.
- Business Agility
Knowledge Management Knowledge Management
Tools - Confluence, Training recordings, Videos
- Trust & Inspire
Scaling up Project
Manager Role
- Business Case preparation, Charter, - Digital Economy
Benefit Realization plan
Best of all the worlds

Hybrid Methodologies - Agile, Iterative, Requirement - Knowledge Worker
Management , Business Analysis,
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Project - Phases, Toll Gates etc. Change - Change Management

Lifecycle - Phase End Review Handling - Change Control Board
Development - Iterative, Predictive Governance - Steering Committee

- Agile, Hybrid - PMO, Reports
Lifecycle Structure
- Micro Management TH X
Management Lessons - Risk Repository,
- Delegation, Servant Leader
Approaches Learnt - Historical Database
- Theory Y
- Tools, Techniques - Measurement Criteria

Knowledge Benefit
- Knowledge - Frequency of measure
Management Management
Repository
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Task 10– Manage Project Changes
01 ANTICIPATE AND EMBRACE THE 02 DETERMINE STRATEGY TO HANDLE

NEED FOR CHANGE (E.G., CHANGE
FOLLOW CHANGE
MANAGEMENT PRACTICES)
03 EXECUTE CHANGE 04 DETERMINE A CHANGE RESPONSE

MANAGEMENT STRATEGY TO MOVE THE PROJECT FORWARD
ACCORDING TO THE
METHODOLOGY
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Perform Integrated Change Control
Process of reviewing all change requests; Decision Change Log

approving changes and managing changes to
deliverables, organizational process assets, project Change Control Plan
documents and the project management plan and Board updates
communicating their disposition
- Influencing & Coordinating the factors

that circumvent integrated change
control so that only approved changes
are implemented Monitoring
- Preventing unnecessary changes &
Controlling
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Change Control Board – Members
What is a Change Control / Advisory

Business Board (CCB /CAB)?
SPONSOR CLIENT A committee who decide whether to
Analyst
implement proposed changes to a project
or not.
Factors affecting a CCB's decision can

PROJECT END OTHER include
MANAGER USER STAKHOLDERS - Current phase of the project
- Budget utilize /available
- Schedule Data
- Quality goals
- Scope Baseline
CHANGE CHANGE CHANGE
INITATOR EVALUATOR VERIFIER
(SME) (QA /QC)
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Change Control Process - Details
CR STATUS
Change Log REJECTED / UPDATE
Impact Update DEFERRED
Analysis
ACCEPTED
Impact
Analysis
Report
SME CHANGE
Assignment LOG
UPDATED
Discussion
on CR Project
Plan Update
Change CCB /CAB
Request Meeting
Raised
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Perform Integrated Change Control
1 What is a Change Request?

• Any changes sought to the original project plan which impacts (1)
one or many baselines is classified as a change request (CR) CR
Raised
(5) (2)
Plan Assigned
2 Who can raise a Change Request? updates to SME
• Any stakeholder can issue a Change Request (CR). The issued CR

is assigned to a Subject Matter Expert for preparing an Impact (4) (3)
CR CCB
analysis document Decision Meeting
3 Who approves/rejects a CR?

• A formal body called Change Control Board (CCB) is created in a
project. CCB meets at predefined frequency to scrutinize all CR’s
raised with their Impact analysis document.
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Manage project artifacts
01 DETERMINE THE 02 VALIDATE THAT THE PROJECT

REQUIREMENTS (WHAT, WHEN, INFORMATION IS KEPT UP TO DATE
WHERE, WHO, ETC.) FOR (I.E., VERSION CONTROL) AND
MANAGING THE ACCESSIBLE TO ALL STAKEHOLDERS
PROJECT ARTIFACTS
03 CONTINUALLY ASSESS THE

EFFECTIVENESS OF THE
MANAGEMENT OF THE
PROJECT ARTIFACTS
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Develop Project Management Plan
Process of defining, preparing and Author: Baselines

Project Manager
coordinating all plan components and
consolidating them into an integrated Guiding Subsidiary
Document Plans
cohesive plan
- Guiding document
- How the project is executed,
monitored, controlled & close?
- Basis of all the work to be carried out
Planning
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Project Management Plan
Subsidiary Plans Additional Components
- Scope Management Plan
- Requirement Management Plan
- Change Management Plan
- Schedule Management Plan - Configuration Management
- Cost Management Plan Plan
- Quality Management Plan - Performance Measurement
- Resource Management Plan Baseline
- Communications Management Plan - Project Lifecycle
- Risk Management Plan - Development Approach
- Procurement Management Plan
- Management Reviews
- Stakeholder Management Plan
Project Baselines
1. Scope Baseline
2. Schedule Baseline
3. Cost Baseline
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Project Documents Project Documents
Activity attributes Quality metrics Forecasts Source selection criteria
Activity cost Responsibility Issue log Stakeholder analysis
estimates assignment matrix Stakeholder
Milestone list
Requirements management strategy
Activity list
traceability matrix Performance Stakeholder register
Reports
Assumption log Resource breakdown
structure Project Funding Stakeholder
Basis of estimates Resource calendars Requirements requirements
Change log Resource requirements Proposals Statement of work
Charter Risk register Procurement documents Teaming agreements
Contracts Roles and responsibilities Project Organizational Team performance
Duration estimates Sellers list Structure assessments
Quality control Work Performance
measurements information
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Determine appropriate project methodology/methods and practices
01 DETERMINE APPROPRIATE 02 RECOMMEND PROJECT EXECUTION

PROJECT STRATEGY (E.G., CONTRACTING,
METHODOLOGY/METHODS FINANCE)
AND PRACTICES
03 RECOMMEND A PROJECT 04 USE ITERATIVE, INCREMENTAL

METHODOLOGY/APPROACH PRACTICES THROUGHOUT THE
(I.E., PREDICTIVE, AGILE, PROJECT LIFE CYCLE (E.G., LESSONS
HYBRID) LEARNED, STAKEHOLDER
ENGAGEMENT, RISK)
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Manage Project Knowledge
Process of using existing knowledge and Information Knowledge

Management Repository
creating new knowledge to achieve the
project’s objectives and contribute to the Lessons Knowledge
Learnt Management
organizations knowledge base
Objective is to leverage the existing

knowledge in the organization to help
achieve project objective and use the
project learning to enrich the existing
Knowledge base
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Knowledge Management
Knowledge Management
Explicit Easy to codify - Objective is to ensure
Knowledge - Words, pictures, images
- Text, Literature
skills, expertise &
knowledge is used, before,
Knowledge during and after the project
is over
Tacit
Difficult to codify
Knowledge
- Beliefs, Insights, experience - More than documentation
or Lessons learnt
Sharepoint Sessions User Manual
- Knowledge Sharing &
Integration
Training Videos Documentation Risk Database
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Direct and Manage Project Work
Process of leading and performing the Resources Change

Request
work defined in the project management Project Data
plan and implementing approved Deliverables
Manage
Suppliers
changes to achieve the project’s
objectives
Objective is to execute the work as

defined, thereby increasing the probability
of success of the project
Executing
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Monitor and Control Project Work
Process of tracking, reviewing, and Tracking Information /

Report
regulating the progress to meet the
Change Control Corrective/
performance objectives defined in the Board Preventive
project management plan
- Current State of the project

- Change Request
- Planned vs Actual analysis
Monitoring
&
Controlling
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Close Project or Phase
Close Project or Phase is the process of Lessons OPA

Learned Updates
finalizing all activities for the project, phase,
or contract Archival Final Report
The key benefits of this process are the

project or phase information is archived, the
planned work is completed, and
organizational team, resources are released
to pursue new endeavors or projects
Closing
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FROM COORDINATION TO COLLABORATION
5 Trademarks of an Agile Organization
1. North Star embodied across the

organization
2. Network of Empowered Teams
3. Rapid decision and learning cycles
4. Dynamic people model that ignites

passion
5. Next-generation enabling
technology
How to be an Agile leader ?

Source: https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-
of-agile-organizations https://www.youtube.com/watch?v=va792VC3tQ4
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Redesign Our Organizations
The Challenge
Can we redesign our organizations free of
politics, bureaucracy, free of stress,
burnout, free of resignation, resentment,
and apathy?
Is it possible to reinvent organizations, to
devise a new model that makes work
productive and meaningful and can take up
the challenges of the 21st century?
What do organizations for the next stage of
consciousness look and feel like?
Could we invent a more powerful, more

soulful, more meaningful way to work
together?
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Reinventing Organizations
TEAL promotes purpose driven self-management and

replaces formal hierarchy's with internal motivation
(e.g. Patagonia)
GREEN: includes through participation (e.g. Ben &

Jerrys)
ORANGE: motivate through individual incentives (e.g.

multinational corporations)
AMBER: control through formal hierarchy (e.g. Military)
RED: Exercise power to create fear (e.g. Mafia)
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TEAL Principles: Self-Management

TRUST: We relate to one another with an assumption of
positive intent so until we are proven wrong, trusting co-
workers is our default means of engagement.
INFORMATION & DECISION-MAKING: All information is open

to everyone. Belief in the power of collective intelligence so
all decisions will be made with the advice process.
RESPONSIBILITY & ACCOUNTABILITY: All full responsibility for

the organization. If we sense that something needs to
happen, we have a duty to address it. Everyone must be
comfortable with holding others accountable to their
commitments through feedback and respectful
confrontation.
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Readiness to TEAL
purpose
Teal
participation
Green incentive
Orange control Love / Belonginess
Amber reflex Safety
Red
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Data Representation - Tools
Responsibility Assignment matrix (RAM) /RACI Chart

- Grid that shows the project
resources assigned to each
work package
- It is used to illustrate the

connections between work
packages or activities and
project team members.
RACI matrix is one type of

Responsibility Assignment
Matrix
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Data Representation - Tools
Organizational Breakdown Structure

(OBS) Organizational Theory
- Breakdown according to an organization’s
existing departments, units, or teams, with
the project activities or work packages listed - Provides information regarding the
under each department way in which people, teams, and
organizational units behave.
- Provides information regarding the way in
which people, teams, and organizational units - Organization Culture, Ways of
behave Working, Systems
- Department can view their project roles &

responsibilities from an OBS
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Resourcing Tools
Pre Assignment Virtual Teams Colocation

- Blocking a physical or a - Groups of people with a - Opposite of Virtual teams
human resource in advance shared goal who fulfill their
roles with little or no time - All Team members
- Can occur if the project is the spent meeting face to face located at the same
result of specific resources physical location
being identified as part of a - Relies on technology tools
competitive proposal or like Audio conferencing, - War room, common
Skype, Webex etc. meeting room
- Pre assignment is also done
is the project is dependent - Work From Home - Temporary or permanent
upon the expertise of
particular persons - Resources with mobility
constraints
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Key Concepts
Project team consists of individuals with

assigned roles and responsibilities who Physical Resources R
work collectively to achieve a shared - Just in Time Procurement
project goal.
E
- Supplier agreement S
1. PM as a Leader and Manager O
- Focus on quality resources
2. Part Time/ Full Time Employees
- Inventory Management
U
3. Involvement of Team Members R
in Planning & Decision making Resource Demand C
4. Team Building activities Procurement & HR E
5. Motivation, Team environment, Org Resource Management S
Culture, Beliefs, Politics,
Communication
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- Cultural, Regional
Diversity - Team Diversity – Developer,
Tester
- Core Working Hours - Frequent feedback loops

Physical - Ground Rules
Location - Colocation, Virtual Teams - Retrospectives – Focus on quality
Team - Job sites, competitor, - Team motivation

Acquisition Internal movement
- Resource Release
- Generalist specialist vs Individual
- Training, Competency building heroes
Team
Management - Motivation, special needs,
regulatory Compliance
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Resource Breakdown Structure
- Hierarchical representation of
resources by category and
type
- Examples of resource
categories include labor,
material, equipment, and
supplies.
- Resource types may include

the skill level, grade level,
required certifications, or
other information as
appropriate to the project.
Figure : Resource Breakdown Structure
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Interpersonal & Team Skills
Emotional Intelligence Influencing Leadership
Ability to identify, assess, and Project managers may or may not have Ability to a team and
manage the personal direct authority over team members in a inspire them to do their
emotions of oneself and other matrix environment, their ability to jobs well
people, as well as the collective influence stakeholders on a timely basis
emotions of groups of people. is critical to project success. It encompasses a wide
range of skills, abilities and
- Team uses emotional intelligence - Ability to be persuasive actions.
to reduce tension and increase - Clearly articulating points and positions
cooperation - High levels of active and effective listening Leader needs to
- Identifying, assessing and skills communicate the vision to
controlling the sentiments of - Awareness of, and consideration for, the the team
project team members various perspectives in any situation
- Anticipating actions of Team - Gathering relevant information to address
members and acknowledging issues and reach agreements while
their concerns and following up maintaining mutual trust
on their issues
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Other Important Terms
Powers of a Project
Need Theory Power
Manager
Proposed by psychologist David People in this category
McClelland, is a motivational model enjoy work and place a Formal or Power which comes with position
that attempts to explain how high value on discipline Legitimate or designation
the needs for achievement, power,
Power with the ability to reward a
and affiliation affect the actions of Reward good performance
people from a managerial context
Penalty Power with the ability to punish a
Achievement /Punishment poor performance
Affiliation
Prefer working on tasks People who have a need for Expertise power with the Project
Expert
of moderate difficulty, affiliation prefer to spend time creating manager
prefer work in which and maintaining social relationships, Power available due to respect or
the results are based enjoy being a part of groups, and have Referent admiration others hold for the
on their effort rather individual, credibility gained
a desire to feel loved and accepted
than on anything else,
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Project Managers Information Essential Scrum: A Project The Project

01 What is a Project? 05 Project Phases

Importance of Project Project Management Process

03 Project, Program & 07 Project & Operations

- Temporary means that a

Construction of a Mall Improving electricity supply

- a capability to perform a service (e.g.5G

- a result such as an outcome or document

Business value is defined as the entire value of the business:

Tangible Intangible Business

- Monetary - Brand Equity - Realized

Projects drive Transformational Changes…

Projects create Value Intermediate State

- Tangible :- Monetary assets, Stock As Is State

Requirement Design Development Testing Go Live

- Division of a project into logical tasks

Managing a Project typically requires:

e.g. Program can be constructing a township

Portfolio Management focusses on

- Ongoing operations are outside

Project Lifecycle is a collection of

Project lifecycle can be adaptive

Within a project lifecycle exist

Predictive Iterative Incremental Adaptive Hybrid

Multiple constraints exist in a project, few of which are

Project Manager needs to balance the competing constraints Constraint Wheel

Work Performance - Collected

Project Management methodologies are :-

- Developed by experts within the

Project Management approach needs to be aligned with the business

Documented economic feasibility study the validity of the benefits of the

A business case consists of

the end of the project against project objectives

- Analysis of the situation

Commonly used techniques

Payback Period (PBP) / Break Even Point Choose a project

Benefit Cost Ratio (BCR)

Opportunity Cost (OC) Project A Project B Project B selected

Internal Rate of Return (IRR) Higher the IRR,

Return on Investment (ROI)

Net Present Value (NPV)

FV = PV * (1 + r)^t What is the Present Value for a return of $900,000 expected

Enterprise Environmental Factors (EEF)

Organization Process Assets (OPA)

- Organization specific templates, checklists,

- EEF’s may either constrain or

- EEF’s vary widely in type and

Internal External - EEF’s need to be controlled and

Org Culture Social

Infrastructure Political & Legal

Resource Availability Economic & Environmental

CONSTRAINTS | DIFFERENT SOURCES TO IDENTIFY

OPA - OPA’s are grouped in 2 categories

- OPA assets influence that way

Project files from old

Other factors contributing/impacting project success are :-

- Organization’s level of project management maturity and

- Leadership attitude towards project management

- Organizations code of conduct, working style & ethics

- Projects with External entities or joint ventures or strategic

- Very limited role for a Project

- Control is the hand of the Owner,

- No career path for a Project Manager