Modul-3 - Doing Project

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LESSON 3
DOING THE WORK or

• Assess and Manage Risks
• Execute Project to Deliver Business Value
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• Manage Communications
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• Engage Stakeholders
• Create Project Artifacts
• Manage Project Changes
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• Manage Project Issues

• Ensure Knowledge Transfer to Project
Continuity
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Licensed For Use Only By: Hari Kurnia 9045333 Jun 18 2023 11:12AM
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Assess and Manage Risks

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TOPIC A
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DOING THE WORK > ACCESS AND MANAGE RISKS
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Deliverables and Tools
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or
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Risk Management Plan Organizational Process Assets
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Risk Register Meetings

Expert judgment
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Risk analysis techniques

Update Risk Register
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Risk probability and impact assessment

Monitor and manage risks
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Risk
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D
or
DEFINITION
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An uncertain event or condition that, if it occurs,
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has a positive or negative effect on one or more

project objectives.
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Risk
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Positive risks, or opportunities,
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produce a positive project
outcome.
or Negative risks, or threats, have a
negative impact on the project.
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Trigger Condition
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D
or
DEFINITION
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An event or situation that indicates that a risk is

about to occur.
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Project Risk Management
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D
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DEFINITION
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The project management knowledge area that
includes the processes of conducting risk
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management planning, identification, analysis,

response planning, response implementation,
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and monitoring risk on a project.

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Defining Risk
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Management
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Approach
D
or Consider the likelihood that the risk
event will occur and the potential
impact of the risk.
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RISK
REWARD
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Risk Management Plan
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D
or
DEFINITION
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A component of the project, program, or
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portfolio management plan that describes how

risk management activities will be structured
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and performed.
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Risk Management Plan
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Risk Management
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Plan
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✓ Risk strategy
✓ Methodology
✓ Roles and responsibilities
or
✓ Funding
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✓ Timing
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✓ Risk categories
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✓ Stakeholder risk appetite

✓ Definition of risk probability
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and impact
✓ Probability and impact matrix
✓ Reporting formats
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✓ Tracking documents
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Risk Identification Techniques
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Expert
Judgment
or
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Data Data Analysis

Gathering
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Interpersona
Prompt Meetings
l and Team
Lists
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Skills
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12
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Risk Classification Approaches
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Schedule Cost Quality Scope

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Effect-based Risk Classification

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Risk Classification Approaches
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Non- Industry-
Internal External Technical Generic
technical Specific
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Sourced-Based Risk Classification

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Risk Classifications
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Information that is
Information that is fully understood to exist but is not
studied and well
understood
Known
Known
or
Known
Unknown
in the possession of the
person seeking it
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Unknown Unknown
Unknown Known
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Information that an individual

or organization has in its
Something unforeseeable possession but whose
existence, relevance or value
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has not been realized

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Risk Threshold
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or
DEFINITION
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The maximum amount of risk, and the potential
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impact of that risk occurring, that a project

manager or key stakeholder is willing to accept.
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Risk Appetite
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or
DEFINITION
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The degree of uncertainty an organization or
at
individual is willing to accept in anticipation of a

reward.
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Risk Tolerance
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or
DEFINITION
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The level of risk exposure above which risks are
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addressed and below which risks may be

accepted.
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GUIDELINES
tr
Iteratively Identify, Assess, and Prioritize
is
Risks
D
• Identify risks in every project segment and work package before the project
begins. or
• Perform a structured review with key stakeholders of documentation from
other planning processes to ensure understanding.
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• Identify risks and triggers using risk identification techniques.
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• Be consistent with risk approach but be mindful of emerging special

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circumstances.
• Consult relevant historical information for problems and resolutions e.g.
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risk response plans, final reports, and lessons learned from previous,
similar projects.
• Group identified risks into categories reflecting common, relevant risks.
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• Use analysis results to initiate the risk register.

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Qualitative Risk Analysis
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D
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DEFINITION
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The process of prioritizing individual project
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risks for further analysis or action by assessing

their probability of occurrence and impact as
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well as other characteristics.

up
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Qualitative Risk
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Analysis
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✓ Focuses on high priority risks
or ✓ Subjective, based on team’s
perception of risks
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✓ Provides the list of prioritized risks
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for further actions

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Probability and Impact Matrix
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D
or
DEFINITION
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A grid for mapping the probability of each risk
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occurrence and its potential impact on project

objectives.
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Probability and Impact Matrix
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Quantitative Risk Analysis
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D
or
DEFINITION
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The process of numerically analyzing the
at
combined effect of identified individual project

risks and other sources of uncertainty on overall
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project objectives.
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Quantitative Risk
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Analysis
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Quantifies overall project risk
exposure.
Provides additional quantitative risk
information to support risk response
planning.
or
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Costly, so best for:
at
✓ Large or complex projects
✓ Strategically important projects

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✓ When required by contract or key

stakeholder.
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Risk Response
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DEFINITION
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An action to address a risk.

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Risk Response
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✓ Assign a person to implement that action.
is
✓ Develop options, select strategies, and
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agree on actions to address overall risk
exposure and response
✓ Address risks by priority–greatest to
least.
or
✓ Add resources and activities to the
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budget, schedule, and project
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management plan to support risk

responses. Assign a response to each
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risk.
✓ Choose from various risk response
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strategies to determine a response for

each risk.
✓ Develop a fallback plan in case the
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primary strategy is not effective. 27
✓ Review secondary risks - These are risks

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that could occur as a result of

implementing a risk response.
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Risk Response
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Strategies Negative Positive
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✓ Prepare strategies for threats
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Escalate Escalate
(negative) as well as
opportunities (positive). or
Avoid Exploit
✓ Plan and implement
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strategies for individual
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project risks and overall Transfer Share

project risk.
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Mitigate Enhance
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Accept Accept
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Contingency Response Strategies
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D
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DEFINITION
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Responses which may be used in the event that
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a specific trigger occurs. Also known as

“contingency plan” or “fallback plan”.
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Contingency Response
Strategies
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✓ Develop strategies in advance,
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before things go wrong.
✓ Use if and when identified risks

become issues.
or
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✓ Allow you to react quickly and
appropriately to the risk event,
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mitigating its negative impact or

increasing its potential benefits.
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✓ Strategies should be holistic,

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including time, cost, and impact

estimates.
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GUIDELINES
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Determine and Implement Risk Responses
is
D
• Examine identified risks to determine causes and effects on project
objectives.
• Brainstorm strategies for each risk. or
• Choose the most effective response strategy for each identified risk.
e
• Ask the project sponsor for help if the rating will exceed organization’s risk
threshold.
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• Identify backup strategies for risks with high risk factor scores.
lic
• Quantify contingency reserve requirement to deal with accepted and

unknown risks.
• Consult the risk management plan to understand the content and format of
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the risk response plan.

• Incorporate the risk response plan into the overall project plan to
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implement and monitor strategies.

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Execute Project
to Deliver Business Value
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TOPIC B
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32
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DOING THE WORK > EXECUTE PROJECT TO DELIVER BUSINESS VALUE
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No specific deliverables No specific tools
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Lead on Value
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Delivery
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✓ Communicate the vision.
or
✓ Model attentive and responsive
behaviors.
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Create a Culture of
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Urgency for Value
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Delivery
D
Establish and cultivate that urgency
or in your culture as an ongoing task.
Lead by communicating the

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project's importance and vision.
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Commit to and be accountable for

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striving towards that vision.
Represent the voice of the

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customer to create relevancy and

personalize the value
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Business Value
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is
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or
DEFINITION
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The net quantifiable benefit derived from a
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business endeavor. The benefit may be tangible,

intangible, or both.
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Business Value
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Financial gain New
customers
or
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First to
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Social Market
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Technologica
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Improvements
Improvement
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N
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Examine Business
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Value
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D
Determine exactly what is of value
through examination, evaluation, and
confirmation. or
Use a variety of means for
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determining what is of value.
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Product Roadmap
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or
DEFINITION
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A strategic document and plan which guides
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why the product will be delivered and how the

product will meet objectives and the product
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vision.
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Product
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Roadmaps
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✓ Vary in appearance and
presentation.
or
✓ Display the strategy and direction of
the product and the value it will
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deliver.
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✓ Lead with the overarching vision of

the product.
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✓ Are progressively elaborated over

time with information and work
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inputs and refinement of vision.

✓ Use themes (goals) to provide
structure and associations.
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✓ Provide short-term and long-term

visualization of the product.
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Incremental Delivery
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✓ Enables value delivery sooner.
D
✓ Get higher customer value and
increased market share.
✓ Allows partial delivery (or previews)
or
to customers.
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✓ Enables early feedback for the
at
project team allowing for

adjustments to the direction,
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priorities, and quality of the

product.
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Minimum Viable Product (MVP)
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is
D
or
DEFINITION
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The smallest collection of features that can be
included in a product for customers to consider
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it functional ("bare bones" or "no frills"

functionality in Lean).
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43
N
43
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Minimum Viable Product (MVP)
tr
is
D
or
Channel
feedback and
idea generation
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Allows all Seeing results

stakeholders to quickly provides
inspiration to
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see and
experience the team and
project models
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outcomes. urgency.
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44
N
44
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Minimum Business Increment (MBI)
is
D
or
DEFINITION
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In Disciplined Agile - the smallest amount of
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value that can be added to a product or service

that benefits the business.
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45
N
45
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Minimum Business
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Increment (MBI)
is
D
MBI is more viable when an MVP might
disrupt the users and business, especially
when a basic preliminary product, to gauge
interest, is not necessary.
or
Optimize use of MBIs by:
e
✓ Ensuring the product and functions are
at
understood.
✓ Pinpointing an incremental value
lic
increase.
Advantages of MBIs:
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✓ Enable project team to deliver value

sooner.
✓ Help team validate improvements.
D
✓ Enables team to incrementally build on

success or pivot as needed.
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46
N
46
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Cycles and
ib
Timeboxes
tr
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Benefits:
D
✓ Timeboxes allow for better
telemetry over time.
or
✓ Timeboxes create a sense of
urgency.
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✓ Cycling the project through similar
timeboxes provides progress
at
measurements from one timebox to

the next.
lic
✓ Teams gain more predictable

measurements that can
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communicate expectations of cycle

times, throughput, and velocity.
D
✓ Organize work into release cycles

and working time blocks.
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47
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GUIDELINES
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Measure Ongoing Progress
is
D
• Define value from the customer’s, business, and/or user’s perspective.
• Determine value expectations. or
• Set targets and baselines based on expectations.
• Employ metrics that communicate progress towards value expectations.
e
at
• Use efficient data collection metrics and methods.

• Collect data at regular intervals.
lic
• Present progress data to stakeholders.

• Compare progress with baselines and expectations.
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• Improve on success or correct areas where progress does not meet

expectations.
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Manage Communications
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TOPIC C
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49
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DOING THE WORK > MANAGE COMMUNICATIONS
tr
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D
Communications Management Plan
or Stakeholder analysis
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Project Communications Create and update project
at
Stakeholder Register communications plan

Work performance and change Update documents
lic
updates Understand and practice Sender-

Receiver Model
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Communications
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Project
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Communications
is
D
Consider these dimensions:
✓ Internal and external stakeholders
✓ Formality or informality - content and
or
format
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✓ Hierarchy – adjust tone upward,
at
downward, or horizontally
✓ Official or unofficial need e.g. annual
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reports or governance related vs.

project team communication
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✓ Written or verbal – remember tone,

inflection, and nonverbal gestures are
D
influential!
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52
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Communications Management Plan
tr
is
D
or
DEFINITION
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A component of the project, program, or
at
portfolio management plan that describes how,

when, and by whom information about the
lic
project will be administered and disseminated.

up
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53
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Communications Management Plan Example
tr
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Communication Frequency Responsibility Stakeholder Notes
D
Project Kickoff Start of Both team and client kickoff
PMO Key Stakeholders
Meeting project meetings recommended
Extranet Ongoing PMO

or Includes project schedule, key
project deliverables, meeting
minutes, change request log,
issues log
e
Monthly –
first Review status, milestones met,
at
Executive Steering
Wednesday Account Manager Client Executive earned value indicators, key
Committee
of each issues
month
lic
Status Meetings Weekly – Review project status, schedule,

Project Manager Client Sponsor
Status Report (Email) Friday 2 p.m. change requests, issues
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Weekly –
Provides input for subsequent
Status Meetings Friday 11 Project Manager Development Team
meetings with client sponsor
a.m.
Weekly –
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Newsletter (Email) PMO Client Managers

Friday
Monthly/end Account Informal (Monthly)
Client Satisfaction Client Sponsor/Key
of each Manager/Project
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Survey Client Stakeholders Formal (End of each phase)

phase Manager
54
N
54
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Communications Management
Plan - Components
tr
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✓ Stakeholder communications requirements
D
✓ Information to be communicated, including
language to be used
✓ Reason
✓ Time frame and frequency
or
✓ Responsible person – i.e. release of confidential
e
information
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✓ Receivers
✓ Methods or technologies of conveyance
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✓ Time and budget allocation

✓ Escalation process for issues that need visibility
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✓ Update method for the plan

✓ Glossary of common terminology
D
✓ Flowcharts depicting flow of information

✓ Constraints due to regulation or policies
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N
55
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Communication
Requirements
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Analysis
is
D
✓ Leads to a clear articulation of the
or stakeholders’ communications
needs.
✓ Enables effective choices
e
regarding the technologies to be
at
recommended.
✓ Takes the form of a grid,
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questionnaire or survey that

documents the communications
up
and technology requirements for

each stakeholder.
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56
N
56
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Communication Types
tr
is
D
Face-to-face
Email
Meetings
or
e
Instant Text
at
Fax Messaging Messaging

(IM)
lic
Print media Video and voice

up
conferencing Social Company

and
(virtual Media website
documents
meetings)
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57
N
57
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Communication Models
tr
is
D
or
DEFINITION
e
A description, analogy, or schematic used to
at
represent how the communication process will

be performed for the project.
lic
up
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58
N
58
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Communication Model
tr
is
D
or
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lic
up
D
Sender-Receiver Model
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59
N
59
o
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Communication Methods
tr
is
D
or
DEFINITION
e
A systematic procedure, technique, or process
at
used to transfer information among project

stakeholders.
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up
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60
N
60
o
D
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Communication Methods
tr
is
D
or
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at
lic
up
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61
N
61
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Feedback
tr
is
✓ Communication is a two-way
street.
D
✓ Both critical and affirming
feedback are key.
✓ Feedback can be positive if
received and understood as
or
intended.
e
✓ Feedback can be negative
at
because of misunderstanding.
lic
✓ No feedback provides an implicit

acceptance of the message by the
receiver.
up
✓ Effective feedback is clear,

specific, and offered in a timely
manner.
D
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62
N
62
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GUIDELINES
tr
Effectively Manage Communication
is
• Gather and distribute contact information for all involved parties.
D
• Determine the communication needs of project stakeholders.
or
• Tailor amount of detail and frequency to recipient needs; project team
members may require more detail on a more frequent basis. Senior
management typically requires summary information on a less frequent
e
basis.
at
• Analyze the value to the project of providing the information.

lic
• Evaluate any constraints and assumptions to determine their possible

impact on communication planning.
• Determine the appropriate communications technologies to use for
up
communicating project information.

• Ensure your communications management plan includes all key elements.
D
• Integrate the communications management plan into the project plan.

• Distribute the plan to project stakeholders.
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63
N
63
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is
D
or
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at
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Engage Stakeholders
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TOPIC D
D
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N
64
64
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DOING THE WORK > ENGAGE STAKEHOLDERS
tr
is
D
or
e
Stakeholder Register Organizational Process Assets
at
Stakeholder Engagement Plan Expert judgment

Work performance information Meetings
lic
assessment Power or Influence vs. Impact Grid

Interpersonal skills
up
Management skills
Stakeholder Register
D
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65
N
65
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D
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Stakeholder Categories
tr
is
D
Customers and Sellers
Sponsors
Users
or
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Functional Organizational
Managers
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Groups
lic
Business Partners Other Stakeholders

up
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66
N
66
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Stakeholder Register
tr
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✓ Main output of the Identify Stakeholders
D
process.
✓ Includes, but is not limited to:

Identification information - Name,
or
position, contact details, etc.
e
Assessment information - Major
at
requirements, expectations, influence on

project outcomes, primary involvement
lic
Stakeholder classification -
− Internal, external
up
− Impact/influence/power/interest
− Upward/downward/outward/sideway
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N
67
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Stakeholder Engagement Strategy
tr
is
D
Involve each project
stakeholder based on
or
needs, expectations,
interests, and potential
impact on the project.
e
at
Enable
lic
Create and
development of
maintain
appropriate
relationships
management
between the
up
strategies to
project team and
engage
stakeholders.
stakeholders.
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68
N
68
o
D
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Stakeholder Engagement
tr
Assessment Matrix
is
D
or
DEFINITION
e
at
A matrix that compares current and desired

stakeholder engagement levels.
lic
up
D
ot
69
N
69
o
D
e
ut
ib
Stakeholder Engagement Assessment
tr
Matrix - Example
is
D
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C
or D
e
Stakeholder 2 C D
at
Stakeholder 3 C D
lic
up
C = Current engagement level

D
D = Desired engagement level

ot
70
N
70
o
D
e
ut
ib
GUIDELINES
tr
Develop, Execute, and Validate a Strategy for
is
Stakeholder Engagement
D
or
• Review the Project management plan, Stakeholder register, EEFs and OPAs
• Use tools and techniques such as expert judgment.
e
• Hold meetings with experts and the project team.
at
• Use analytical techniques to classify stakeholder engagement levels.

• Document the stakeholder engagement plan.
lic
up
D
ot
71
N
71
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Create Project Artifacts

up
TOPIC E
D
ot
N
72
72
o
D
e
ut
ib
DOING THE WORK > CREATE PROJECT ARTIFACTS
tr
is
D
or
e
No specific deliverables No specific tools
at
lic
up
D
ot
73
N
73
o
D
e
ut
ib
Artifacts vs. Deliverables and
Project Documents
tr
is
D
Artifacts
Project teams create
or
artifacts during project
work; these facilitate
management of the
project.
e
at
lic
Project Documents A Deliverable

are integral documents is any unique and verifiable
for a project; they define product, result, or capability
up
and support the work of (tangible or intangible) to

the project. They are perform a service, that is
required to be produced to
regularly updated by
D
complete a process, phase,

project management or project.
74
processes.
ot
N
74
o
D
e
ut
ib
Project Artifact
tr
is
Artifacts enable
D
reconstruction of the history
of the project and to benefit
or other projects.
e
Project teams create and
at
maintain many artifacts

during the life of the project.
lic
up
D
ot
75
N
75
o
D
e
ut
ib
Project Artifact
tr
Examples
is
Project artifacts might include:
D
✓ Acceptance Criteria
✓ Assumptions
✓ Business Case
✓ Change Requests
or
✓ Constraints
e
✓ Lessons learned
at
✓ Minutes of status meetings

lic
✓ Project Charter
✓ Slide decks
up
✓ Requirements
✓ Scope
✓ Scope Baseline
D
✓ Subsidiary project management plans

ot
76
N
76
o
D
e
ut
ib
Project Artifact
tr
Examples
is
D
Artifacts unique to agile projects:
✓ Product Backlog
✓ Product Increment
or
e
✓ Product Roadmap
at
✓ Product Vision Statement

lic
✓ Release Plan
up
✓ Sprint Backlog
D
ot
77
N
77
o
D
e
ut
ib
tr
Configuration Management
is
D
or
DEFINITION
e
A tool used to manage changes to a product or
at
service being produced as well as changes to

any project documents.
lic
up
D
ot
78
N
78
o
D
e
ut
ib
Configuration Management System
tr
is
D
or
DEFINITION
e
A collection of procedures used to track project
at
artifacts and monitor and control changes to

these artifacts.
lic
up
D
ot
79
N
79
o
D
e
ut
ib
Configuration Management
tr
is
D
or
Controls product
iterations.
e
at
lic
Controls the steps for Ensures that

reviewing and product
up
approving product specifications

prototypes, testing are current.
standards, and
D
drawings or blueprints.
ot
80
N
80
o
D
e
ut
ib
Version Control
tr
is
D
or
DEFINITION
e
A system that records changes to a file in a way
at
that allows you to retrieve previous changes

made to it.
lic
up
D
ot
81
N
81
o
D
e
ut
ib
Version Control
tr
is
✓ Each time a file is updated, give it a new
D
version number.
✓ Include a date/time stamp and the

name of the user who made the
or
changes, providing a digital “paper
e
trail” of the document’s history.
at
✓ Use version control for important

lic
artifacts such as the project

management plan, the subsidiary
project management plans, the scope,
up
and other documents.

D
ot
82
N
82
o
D
e
ut
ib
Storage and Distribution
tr
of Artifacts
is
✓ Store artifacts in an accessible location for
D
users.
or
✓ Use a storage and distribution system that
matches the complexity of the project –
e
✓ Use cloud-based document storage and
retrieval systems for larger projects,
at
especially where team members are

geographically distributed.
lic
✓ Typical systems may include:

up
− Built-in version control
− Document check-out and check-in
− User-based document security

D
− Automatic email notification to specified

users when a document is created or
ot
edited
83
N
83
o
D
e
ut
ib
Project Artifact
tr
Management
is
D
An effective archive management
system includes:
or✓ A simple way to produce and

control documents
✓ Standardized formats and
e
templates
at
✓ A structured process for the review

and approval of documents
lic
✓ Version control and security

✓ Timely distribution of documents
up
D
ot
84
N
84
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Manage Project Changes

up
TOPIC F
D
ot
N
85
85
o
D
e
ut
ib
DOING THE WORK > MANAGE PROJECT CHANGES
tr
is
D
or
e
Issues Log Manage and update Issues Log
at
Risk Register PMIS

Stakeholders Register Communicate with stakeholders
lic
Updated Issues Log Negotiate with stakeholders

up
D
ot
86
N
86
o
D
e
ut
ib
Projects are about CHANGE.
tr
is
D
or
e
at
lic
up
D
ot
87
N
87
o
D
e
ut
ib
Causes of Project Changes
tr
is
D
Inaccurate initial
estimates or New regulations
e
at
Specification Missed
changes requirements
lic
up
D
ot
88
N
88
o
D
e
ut
ib
Change Control Systems
tr
is
D
or
DEFINITION
e
A set of procedures that describes how
at
modifications to the project deliverables and

documentation are managed and controlled.
lic
up
D
ot
89
N
89
o
D
e
ut
ib
Change Control Systems
tr
is
D
or
e
Approval
at
Tracking levels
Forms Processes
methods
lic
up
D
ot
90
N
90
o
D
e
ut
ib
Change Control Board (CCB)
tr
is
D
or
DEFINITION
e
A formally chartered group responsible for
at
reviewing, evaluating, approving, delaying, or

rejecting changes to the project, and for
lic
recording and communicating such decisions.

up
D
ot
91
N
91
o
D
e
ut
ib
Change Management Process Flowchart
tr
is
D
Change Change initiators Log change request Send rejection notice
Request Form
Change
or
request
passes
filter?
Rejected
Accepted
e
at
Deliverable No
affected?
lic
Yes
Prepare impact statement
up
Minor impact - Moderate impact - PM & Major impact PM, sponsor,

PM reviews stakeholder review and stakeholder review
Rebalance the project
D
Build and
Execute the change communicate the
Yes Change No
authorized?
change
ot
92
N
92
o
D
e
ut
ib
tr
Approved Change Requests
is
D
or
DEFINITION
e
Requests that have been received and approved
at
in accordance with the integrated change

control plan and are ready to be scheduled for
lic
implementation.
up
D
ot
93
N
93
o
D
e
ut
ib
Change Requests
tr
is
Types of change requests:
D
Corrective action Preventive action
Adjusts the performance of
the project work with the
or
Ensures future performance
of the project work with the
project management plan. project management plan
e
at
lic
Defect repair Update

up
Modifies a non-conformance Modifies a project document

within the project. or plan.
D
ot
94
N
94
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Manage Project Issues

up
TOPIC G
D
ot
N
95
95
o
D
e
ut
ib
DOING THE WORK > MANAGE PROJECT ISSUES
tr
is
D
or
e
Issue log No specific tools
at
lic
up
D
ot
96
N
96
o
D
e
ut
ib
Issues
tr
is
D
or
DEFINITION
e
A current condition or situation that may have
at
an impact on the project objectives - an action

item that the project team must address.
lic
up
D
ot
97
N
97
o
D
e
ut
ib
Issues
tr
is
Quality Risk
D
Communications
or Schedule control
e
at
Procurement Cost Control

lic
up
Scope change control Project variance analysis

D
ot
98
N
98
o
D
e
ut
ib
Risks and Issues
tr
is
D
Focused on the future
Risks
or
Can be positive or negative
Are documented in the Risk Register
e
Response is called a “risk response”
at
lic
Issues Focused on the present

Will always be negative
up
Are documented in the Issue Log

Response is called a “workaround”
D
ot
99
N
99
o
D
e
ut
ib
Issue Log
tr
is
D
or
DEFINITION
e
at
A document where information about issues is

recorded and monitored.
lic
up
D
ot
100
N
100
o
D
e
ut
ib
Issue Log
tr
is
D
ID Description Opened Due Date Priority Owner Response Status Comments
25 Truck strike 10/15/20xx 11/01/20xx High or R. Smith TBD Open

Tasks are on the
critical path
e
at
lic
up
Use it to track problems, inconsistencies,

or conflicts that occur during the life of
D
the project and require investigation in

order to work toward a resolution.
ot
101
N
101
o
D
e
ut
ib
Issue Resolution
tr
is
✓ As issues arise, promptly add them to the
D
issue log.
✓ Assign an owner to each issue. The owner
is responsible for tracking the progress of
the workaround and reporting back.
or
e
✓ Give realistic due dates and make every
at
reasonable attempt to meet it.

✓ Issues should be a regular topic of every
lic
status meeting.
✓ Limit the number of open issues to a
up
manageable number.
✓ Don’t hesitate to escalate an issue to the
project sponsor if it begins to have a
D
major effect on the project.

ot
102
N
102
o
D
e
ut
ib
GUIDELINES
tr
Resolving Issues
is
D
• Use your organization’s Issue Log template; in the absence of one, create
an Issue Log.
or
• Train project team members to promptly report potential issues.
• Enter the issue into the Issue Log and assign an owner and a due date.
e
• Monitor progress and discuss each open issue at every project status
at
meeting.
• Develop a response (also known as a workaround) to the issue.
lic
• Assess the impact of the response.

• Approve the response.
up
• Close the issue.

D
ot
103
N
103
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Ensure Knowledge Transfer For

Project Continuity
up
TOPIC H
D
ot
N
104
104
o
D
e
ut
ib
DOING THE WORK > ENSURE KNOWLEDGE TRANSFER FOR PROJECT CONTINUITY
tr
is
D
or
e
Lessons Learned Register No specific tools
at
lic
up
D
ot
105
N
105
o
D
e
ut
ib
Knowledge Types
tr
is
D
Explicit or Tacit
Personal knowledge
Can be codified using that can be difficult to
e
symbols such as words, articulate and share
numbers, and pictures.
at
such as beliefs,
experience, and
Can be documented and insights.
lic
shared with others.

Essential to provide
the context of the
up
explicit knowledge
D
ot
106
N
106
o
D
e
ut
ib
Knowledge Management
tr
Level Description
is
Each team member needs to know how to perform their work
D
in accordance with each assigned task’s scope, schedule, and
cost.
Individual or
Acquire required knowledge by:
• Research
• Collaboration with team members
e
• Examination of the project’s or organization’s knowledge
at
repository
• Focus on achieving the goals of the current project.
lic
• Solicits knowledge about other projects that can be applied

to the current project.
Project • Project Management Office (PMO) is an excellent source of
up
knowledge, as it exists for the purpose of defining and

maintaining standards for project management within an
organization.
D
• Focus on managing programs or portfolios.

• The program manager or portfolio manager seeks
Organization
information from peers who manage other programs or
ot
portfolios, to adapt this knowledge to their specific need. 107

N
107
o
D
e
ut
ib
Lessons Learned
tr
is
D
or
DEFINITION
e
The knowledge gained during a project which
at
shows how project events were addressed or

should be addressed in the future for the
lic
purpose of improving future performance.

up
D
ot
108
N
108
o
D
e
ut
ib
Lessons Learned
tr
is
✓ Knowledge gained during a project
D
can be useful to subsequent phases
of a project and to other projects.
✓ Include both positive and negative
experiences that occur throughout
or
the project life cycle.
e
✓ Avoids “reinventing the wheel”
at
✓ Long-term learning tool.

lic
up
D
ot
109
N
109
o
D
e
ut
ib
Considerations for
tr
Lessons Learned
is
D
Schedule at the right time
Include topics on:

or
✓ Conflict management
e
✓ Vendor relationships
at
✓ Customers
✓ Strategy
lic
✓ Tactics
up
D
ot
110
N
110
o
D
e
ut
ib
Lessons-Learned Register
tr
is
D
or
DEFINITION
e
A project document used to record knowledge
at
gained during a project so that it can be used in

the current project and entered into the lessons-
lic
learned repository.
up
D
ot
111
N
111
o
D
e
ut
ib
tr
Lessons-Learned Repository
is
D
or
DEFINITION
e
at
A store of historical information about lessons

learned in projects.
lic
up
D
ot
112
N
112
o
D
e
ut
ib
Project Responsibilities Within the Team
tr
is
D
or
e
Leadership to Political awareness Networking to
Facilitation to
at
communicate the to keep the project facilitate relations

effectively guide a
organization’s manager aware of among project
group to a
vision and inspire the organization’s stakeholders so
lic
successful solution
the project team to political that knowledge is
to a problem.
focus on the goals environment. shared at all levels.
of the project.
up
D
ot
113
N
113
o
D
e
ut
ib
Working Environment
tr
Expectations
is
✓ Knowledge is not constant, what we knew
D
yesterday can change based on what we did today.
✓ Continuously evaluate the project environment for
new risks and follow the risk management plan to
proactively address them before they become or
issues that will affect the project objectives.
✓ Don't hoard knowledge; follow the communications
e
management plan and inform stakeholders of
changes affecting their work.
at
✓ Use appropriate tools to share knowledge with

stakeholders:
lic
− Face-to-face during formal meetings
− Face-to-face during informal meetings and

up
discussions
− Telephone
− Email
D
− Wikis
− Intranet
ot
− Printed documents
114
N
114
o
D
e
ut
ib
Knowledge Transfer
tr
Approach
is
Connect individuals, in person or
D
virtually, to share tacit knowledge
and collaborate together.
or
e
at
lic
up
D
ot
115
N
115
o
D
e
ut
ib
Knowledge Transfer
tr
Techniques
is
D
✓ Networking
✓ Facilitating special interest groups
or✓ Meetings, seminars, and various
other types of in-person and virtual
events that encourage people to
e
interact and exchange ideas and
at
knowledge.
✓ Training that involves interaction
lic
between attendees.
✓ Work shadowing and reverse
shadowing provide a more
up
individualized method to the

exchange of specialized knowledge.
D
ot
116
N
116
o
D
e
ut
ib
GUIDELINES
tr
Maintain Team and Knowledge Transfer
is
D
• Follow your PMO’s guidelines on documenting new knowledge.
or
• Be alert to new sources of project knowledge and follow the
communications management plan to convey that knowledge to
stakeholders.
e
• Proactively seek new knowledge.
at
• Compile a lessons-learned register throughout the project’s lifecycle and

add it to a lessons-learned repository with registers from other projects.
lic
up
D
ot
117
N
117
o
D
e
ut
ib
tr
is
D
or
End of
e
Module 3
at
lic
up
D
ot
118
N
118
o
D

Modul-3 - Doing Project

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Modul-3 - Doing Project

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e

DOING THE WORK or

• Manage Project Issues

Assess and Manage Risks

Risk Register Meetings

Risk analysis techniques

Risk probability and impact assessment

has a positive or negative effect on one or more

An event or situation that indicates that a risk is

management planning, identification, analysis,

and monitoring risk on a project.

portfolio management plan that describes how

✓ Stakeholder risk appetite

Data Data Analysis

Schedule Cost Quality Scope

Effect-based Risk Classification

Sourced-Based Risk Classification

Information that an individual

has not been realized

impact of that risk occurring, that a project

individual is willing to accept in anticipation of a

addressed and below which risks may be

• Be consistent with risk approach but be mindful of emerging special

• Use analysis results to initiate the risk register.

risks for further analysis or action by assessing

well as other characteristics.

for further actions

occurrence and its potential impact on project

combined effect of identified individual project

✓ Large or complex projects

✓ Strategically important projects

✓ When required by contract or key

An action to address a risk.

management plan to support risk

strategies to determine a response for

primary strategy is not effective. 27

✓ Review secondary risks - These are risks

that could occur as a result of

project risks and overall Transfer Share

a specific trigger occurs. Also known as

✓ Use if and when identified risks

mitigating its negative impact or

✓ Strategies should be holistic,

including time, cost, and impact

• Quantify contingency reserve requirement to deal with accepted and

the risk response plan.

implement and monitor strategies.

Lead by communicating the

Commit to and be accountable for

striving towards that vision.

Represent the voice of the

customer to create relevancy and

business endeavor. The benefit may be tangible,

why the product will be delivered and how the

✓ Lead with the overarching vision of

✓ Are progressively elaborated over

inputs and refinement of vision.

✓ Provide short-term and long-term

project team allowing for

priorities, and quality of the

it functional ("bare bones" or "no frills"

Allows all Seeing results