By: Mohamed Elshahat Hassan

Trainer: Dr. Ahmed alsenosy

PMP#331
Project management is the use of specific knowledge, skills, tools and
techniques to deliver Projects with A value to people. The development of
software for an improved business process, the construction of a building, the
relief effort after a natural disaster, the expansion of sales into a new geographic
market—these are all examples of projects.

Project is defined as a sequence of tasks that must be completed to attain a

certain outcome. According to PMI, the term Project refers to any temporary
endeavor to undertake unique product, service or result with a definite
beginning and end date.

The projects’ benefits may be

tangible or intangible.

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Organizational Process Assets (OPAs):
Plans, processes, policies, procedures, and knowledge bases that are specific to
and used by the performing organization.

•OPA examples include:

•Guidelines and criteria for aligning project work. •Standard templates for
project work.

• Work instructions, proposal evaluation criteria, and performance measurement

criteria.

•Procedures for officially closing a project.

•Corporate knowledge base is a repository for storing project information,

including Project files, Policies, procedures, and guidelines, Human resources
documentation and Lessons-learned repository.

Enterprise Environmental Factors (EEFs):

Conditions, not under the immediate control of the team, that can influence,
constrain, or direct the project, program, or portfolio.

•EEFs examples include:

•Organizational culture, structure, and governance. •Geographic distribution

of facilities and resources.
•Government or industry standards.

•IT infrastructure. •Existing human resources. •Marketplace conditions.

•Stakeholder risk tolerances. •Political climate and

situations.

•Languages, time zones, and other countries' holiday schedules.

Organizational project management (OPM):

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A System for Value Delivery and it is Strategy execution framework that
coordinates project, program, Portfolio to deliver the business strategy.

Collection of projects, programs,

Portfolio Management
Program Management
Project Management
subsidiary portfolios and operations that
managed in a group
Group of related projects, subsidiary
programs and program activities that
managed in a coordinated manner.
Part of a broader program, portfolio or
both.

The Agile Manifesto for Software Development:

“We are uncovering better ways of developing software by doing it and
helping others do it”

Values:
Working software over Comprehensive documentation, Customer collaboration
over Contract negotiation and responding to change over following a plan.

Principles behind the Agile Manifesto:

1- Highest priority is to satisfy the customer through early and continuous
delivery of valuable software.

2- Welcome changing requirements, even late in development. Agile

processes harness change for the customer’s competitive advantage.
3- Frequently deliver of working software, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4- Business people and developers must work together daily throughout the
project.
5- Build projects around motivated individuals. Give them the environment
and support they need and trust them to get the job done.

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 6- The most efficient and effective method of conveying information to and
within development team is face-to-face conversation.

Tailoring:

We adapt methods to the unique project context to determine the most

appropriate ways of working to produce the desired outcomes. Tailor
iteratively and continuously throughout the project.

TOPIC A: Build a Team

Project Resource Management includes:

• Estimate, acquire, and manage teams of people and other resources that
is needed to carry out works.

• Develop the team, improve their competencies, facilitate interactions,

and create an effective teaming environment.

• Track team performance, create and execute improvements based on

feedback, resolve issues, and manage team personnel changes.

Team Member Considerations:

• Need the relevant skill sets to perform the work and produce the desired
results.
• Avoid single-points-of-failure caused by a single resource having a
required skill.
• Use generalizing specialists (T-shape skill) who have a core competency
and general skills that can be used to support other areas of the project.
• Also provide Physical resources, such as equipment and Access rights.

What is a stakeholder in project management?

An individual, group, or organization that may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project.
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Stakeholders are a varied group, with varied interests. They might even have
completely conflicting interests that the project manager need to balance. The
list of stakeholders can change throughout the project’s journey. A certain
stakeholder’s influence might become more or less important depending on
the project phase.
Project manager is to keep all stakeholders informed, involved, and on-board
throughout the project’s progression.
We can identify stakeholders using the below tools:

RACI chart:
A common type of responsibility assignment matrix (RAM) that uses
responsible, accountable, consult, and inform statuses to define the
involvement of stakeholders in project activities.

Activity PM Eng. QM Const PE

M .M
Activity A A R C C
Activity B I C C R A

Activity C I R A R

Activity D C C R A I

Activity E I R C A

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

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- In an agile approach, self-organizing teams assess the work requirements
and determine who will do the work.

- In traditional project management approaches, use a work

breakdown structure to assign work to team members.

Team Improvement objectives include:

• Create an environment that takes advantage of the diversity and builds

climate of mutual trust.
• Enhance team knowledge and skills to reduce cost, time, and to improve
quality.
• Improve trust within the team to reduce conflicts and improve teamwork.
• Create a collaborative culture to improve individual and team performance
and facilitate mutual training and monitoring.
• Empower the team to be engaged in decision making and ownership of
proposed solutions.
TOPIC B: DEFINE TEAM GROUND RULES
Ground rules:
Clear expectations regarding the code of conduct for team members, it
includes all actions considered acceptable and unacceptable in the project
management context.

• Benefits:

• Sets performance and communication expectations.

• Decreases risk of confusion.
• Improves performance.

Team charter:

A document that enables the team to establish its values, agreements, and
practices as it performs the work together.
A good team charter includes:

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 • The team’s shared values.
• Guidelines for team communications and the use of tools.
• How the team makes decisions.
• How the team resolves conflicts when disagreements arise.
• How and when the team meets.
• Other team agreements (such as shared hours, improvement
activities).

Guidelines to Manage and Rectify Ground Rule Violations:

1 2 3 4

In the team charter Violations of the ground For serious violations, Team needs to focus on its
rules require the team removing
The ground rules are Core values that include
and project manager to
established. Or replacing the accountability, shared
assess opportunities for
offending team member expectations, and
remediation.
may be required. transparency where
appropriate.

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 Topic D: Empower team members and stakeholders

Estimate Task durations:

• The people doing the work should perform the estimating tasks because
they have the best knowledge of:
• The risks
• Level of effort
• Potential pitfalls
• Traditional project managers use hours of effort.

• Three-point estimating is one example.

• Agile projects avoid using absolute time estimates.

• Story Point technique provides a unit-less measure

estimation.

Team Task Accountability:

• Encourage team members to self-organize in determining:
The work that needs to be done.
How to perform the work.

• Who should perform it?

• In Agile approaches, the team commits to performing work in an
iteration.
• Use Gantt charts and Kanban boards to promote visibility and
collaboration.

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 Gantt charts Kanban boards
Retrospective:
A Retrospective is a time specifically set aside for the team to reflect on its
performance and practices, identify and solve problems, there are literally
hundreds of different methods and techniques for running a retrospective,
but they generally follow a model like this:

Set the Stage

• Check-in activities to engage the team

Gather and Share Data

• Team Performance metrics, Earned Value Analysis, etc.

Generate Insights

• What’s working? Where are challenges? Problem Analysis

Make Decisions

• Agree on 1-2 improvements/changes to try in the subsequent iteration

Close

• New Information, Appreciation, and Thank You

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 TOPIC E: TRAIN TEAM MEMBERS AND STAKEHOLDERS

Training:
It is an activity in which team members acquire new or enhanced skills,
knowledge, or attitudes.
• It Provided to teams, small groups, individuals
• It Covers management, technical, or other topics.
• Delivery models might include:
- Instructor-led classroom -Virtual classroom
- Self-paced e-learning - Document reviews
- Interactive simulations - On-the-job training.

Training and coaching Plan

• Training should be done as close to the point of solution use as possible.

• Scheduling is critical to avoid delaying the overall solution deployment.
• Perform a gap analysis to identify missing knowledge, skills, or required
attributes.
• A training plan for team members can include improvement in
competencies or possibly certification to benefit the project.

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Training Options Description

Virtual Instructor-led • Live online instructor-led training through

training a virtual meeting or virtual training
environment.
• Simulated hands-on labs are often
available using this option too.

Self-paced e-learning • E-learning content made available to

students online and generally consumed
using a browser. This can include rich-
media video, simulated lab exercises, etc.
• A benefit of the self-paced approach is
scalability of the solution to a large
number of potential students.

Document reviews • For simple knowledge transfer, sharing

relevant documents may be sufficient.

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 Training Calendar:
• Project manager needs to publish and support a specific calendar of
training dates and locations.
• Schedule also needs to be published to the customer stakeholders.
• Create a mechanism for registration and sending confirmation messages.
• Manage the training schedule and timing to avoid delaying the project’s
delivery timeline.

Training Learn skills for use Individually or group

in the present aka “upskilling”
On any topic

Coaching Individually or group

Learn how to apply Puts learning into practice
new skills or improve
existing ones.

Mentoring Development of Between a novice and a more

personal and experienced person
professional growth Internal or external to projects or
through long-term organizations.
professional
relationships.

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 TOPIC F: ENGAGE AND SUPPORT VIRTUAL TEAMS

Options for Virtual Team Member Engagement :

• Focus on collaboration and team norms before focusing too much on
tools.
• Recognize that team formation in a virtual environment is difficult, so it’s
critical to reinforce the teams’ mutual commitments, achievements, and
opportunities.

• Virtual teams require a significant amount of feedback and reinforcement

of the team goals and objectives.

• Provide opportunities for members of a virtual team to meet in person to

build relationships that will nurture their shared Commitment to the
project’s goals.

Calendar Tools:

• Shared calendars help virtual teams plan meetings, coordinate

feedback, and improve visibility to goals and activity status.

• Time boxed meetings:

-Improve focus
-Encourage team to set clear agendas and objectives
- Helps keep the work on track.
-The team must decide how best to manage its calendar with an eye
toward the goal of visibility among the team and relevant stakeholders.

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Guidelines to Implement Options for Virtual Team Member
Engagement:
• Focus on collaboration and team norms before focusing too much on
tools
• Recognize that team formation in a virtual environment is difficult, so
it’s critical to reinforce the teams’ mutual commitments, achievements,
and opportunities.

• Virtual teams require a significant amount of feedback and

reinforcement of the team goals and objectives.
• Provide opportunities for members of a virtual team to meet in person
to build relationships that will nurture their shared
• Commitment to the project’s goals.

Task Boards

TO DO ONGOING COMPLETED

• Visualizes the work and enables the team and stakeholders to track
progress as work is performed.
• Promotes visibility and maximizes efficiency.
• Examples: Kanban boards, to-do lists, procedure checklists, and
Scrum boards.
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Guidelines to Continually Evaluate the Effectiveness of Virtual Team
Member Engagement:
• Track the progress of your teams as they carry out the work and
produce deliverables.
• Ensure meetings like daily standups are not just status updates, but
value commitments from the team to itself.
• Use videoconferencing tools.
• Time box your meetings.

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 Topic G: Build a Shared Understanding about a Project
Project Charter is a document issued by the project initiator or sponsor
that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to
project activities.
Purpose

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Scrum
An agile framework for developing and sustaining complex products, with
specific roles, events, and artifacts.

Sprint
A time boxed iteration in Scrum.

Agile Process

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Daily Standup:
A short 10-15-minute meeting held daily for the team to re-affirm
commitment to its objectives for the iteration, surface potential blockers, and
coordinate the day’s work amongst the team. Often conducted in a circle.
(Also called a daily scrum).

Kick off Meeting:

Purpose is to:

• Establish project context.

• Assist in team formation.
• Ensure proper alignment to the Overall project vision.

Activities during kickoff may include:

• Defining a vision statement

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

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Consensus:
• A decision-making process used by a group to reach a decision that
everyone can support.

** Product backlog:
An ordered list of user-centric requirements that a team maintains for a
product.

Prioritization techniques

Kano Model
MoSCoW (MSCW) Analysis

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 Paired Comparison Analysis
100 Points Method
** Estimation Techniques:

Technique Description

Using the common, ubiquitous knowledge of t-shirts and

T-Shirt Sizing
their sizes, individuals assign values to user stories.
Story Pointing Using a relative measure for the level of difficulty or
complexity of a feature, individuals assign story points,
which are numbers in the Fibonacci sequence, 1, 2, 3, 5, 8,
13, 20, 40 100, ∞

Planning Poker
Used to estimate effort or relative size of development effort.
Using a deck of cards with modified Fibonacci numbers,
individuals vote on user stories. This technique is also called
Scrum poker.

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 Lesson2. Starting the Project

TOPIC A: Determine the project methodology and methods of

practice:
Business case Business needs

• Documented economic • Provides the high-level

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

Project Methodologies, Methods, and Practices

Agile • Modern approach where team works

collaboratively with the customer to
determine the project needs.
• The coordination of the customer and the
team drives the project forward.

Predictive/Plan • Traditional approach where the project

Driven needs, requirements, and constraints are
understood, and plans are developed
accordingly.
• The plans drive the project forward.

Hybrid • A combined approach that uses a strategy

from agile or predictive for a specific need.
• Project might switch approaches based on
need, changing work requirements, or
circumstances

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 Assessment of Project Needs, Complexity, and Magnitude:
Methodology Best Suited When Examples

Agile -Changes are easy, waste not costly. Software projects or

-Complex environment where end product is projects based on
not fully known, and user feedback is Very intellectual property and
valuable. research.

Predictive Changes are expensive due to scrap and Construction projects or

waste. projects that have many
/ Plan
Predictability and coordinated timing is physical assets or have
Driven similar projects that been
important.
completed in the past.
Iterative Dynamic requirements and activities are Projects where learning
repeated until they are deemed correct. and correction is expected
to eventually get to the
ideal solution.
Incremental . Dynamic requirements, as well as frequent Projects where customers
small deliveries. or business is wanting or
-Speed to deliver small increments is a major expecting to see outputs or
goal. partial outputs early and
often.
There are some costs to changes. Projects with a mix of
Stakeholders are interested in resources and experience
Hybrid another method, but not comfortable levels or projects seeking
to fully adopt one method. or willing to learn new
methods or techniques.

Rolling Wave Planning:

An iterative planning technique in which the work to be accomplished in the near

term is planned in detail, while work further in the future is planned at a higher
level.
 Used in agile or predictive approaches.
 A form of progressive elaboration applied to work packages, planning.
packages, and release planning.
 Decompose work down to the known level of detail during strategic planning.
 Decompose work packages into activities as work progresses.

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 Project Definition Characteristic
life cycle
Predictive The project scope, time, and cost -Fixed requirements
Life Cycle are determined in the early phases -Activities performed once
of the life cycle. per project
-Single delivery
-Goal: Manage cost
Iterative The project scope is generally Dynamic requirements
Life Cycle determined early in the project life Activities repeated until
cycle, but time and cost estimates correct
are routinely modified as the project Single delivery
team's understanding of the product Goal: Correct solution
increases.

Incremental An adaptive project life cycle in Dynamic requirements

Life Cycle which the deliverable is produced Activities performed once
through a series of iterations that per increment
successively add functionality within Frequent small deliveries
a predetermined time frame. The Goal: Speed
deliverable contains the necessary
and sufficient capability to be
considered complete only after the
final iteration.

Agile Life A project life cycle that is iterative or Dynamic requirements

Cycles incremental. Also referred to as Combines iterative repetition
change-driven or of activities with incremental
Adaptive. deliveries
Goal: Customer value
Hybrid The hybrid life cycle is a combination Includes adaptive and
of project management approaches predictive components
That typically fuse together to create Shorter, iterative time frames
a new model or approach. High stakeholder
involvement
More in-depth requirements

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 TOPIC B: PLAN AND MANAGE SCOPE

• Measure completion of project scope against the project Management

plan.
• Measure completion of the product scope against product requirements.

Scope Management Plan:

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Plan Scope Management: A component of the project management plan or
program management plan that describes how the scope will be defined,
developed, monitored, controlled, and validated.
• Should include processes to prepare a project scope statement
• Enables the creation of the WBS from the detailed project scope
statement
• Establishes how the scope baseline will be approved and maintained
• Specifies how formal acceptance of the completed project deliverables
will be obtained.
• Can be formal or informal, broadly framed or highly detailed.

Requirements Management Plan: A component of the project or

program management plan that describes how requirements will be
analyzed, documented, and managed.

Components include:
• How requirements activities will be planned, tracked, and reported
• Configuration management activities such as how version control of
project documents and changes to the product will be initiated, how
impacts will be analyzed, how they will be traced, tracked, and
reported, and what authorization level is required to approve these
changes
• Requirement's prioritization process, which defines how project
requirements will be analyzed and prioritized
• Product metrics that will be used and the rationale for using them
• Traceability structure stating which requirement attributes will be
captured on the traceability matrix.

• High-level requirements might be documented in the project

charter.
• Project manager must verify all requirements are determined
and documented. Provide the foundation for building the WBS.

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Elicitation Techniques:

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Project Scope Statement The description of the project scope, major
deliverables, assumptions, and constraints.

Guidelines to Develop Project ScopeStatement

• Review the scope management plan for the activities for developing,
monitoring, and controlling the project scope.
• Review the project charter for the high-level project description and
product characteristic and project approval requirements.
• Review the requirements documentation.
• Review the OPAs.
• Use tools and techniques such as expert judgment, product analysis,
alternatives generation, and facilitated workshops to define the project
scope.
• Document the project scope statement and update any project
documents, as needed.

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Work Breakdown Structure – WBS: A hierarchical decomposition of the
total scope of work to be carried out by the project team to accomplish the
project objectives and create the required deliverables.

WBS dictionary: a document that provides detailed deliverable, activity, and

scheduling information about each component in the work breakdown
structure and it may include the items in the below table.

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Scope baseline: is the approved version of a scope statement, WBS, and
its associated WBS dictionary, that can be changed using formal change
control procedures and is used as a basis for comparison to actual results.

Scope baseline components can include:

• Project scope statement.
• WBS (Work package), (Planning package).
• WBS dictionary.

A story map organizes user stories into functional groups and within the
product roadmap's narrative flow (“the big picture”).
Helpful for discovering, envisioning, and prioritizing the product and a way
ahead!
- Story map technique developed by Jeff Patton.

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 TOPIC C: PLAN AND MANAGE BUDGET AND RESOURCES

Cost Estimating:

Advantages and Disadvantages of Estimating Techniques

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Common Estimate Types

Budget Estimates
• Estimating the project budget consists of aggregating the
estimated costs of individual activities or work packages to
establish an authorized cost baseline.
• The project cost performance is then measured against this cost
baseline.

Cost baseline is the approved version of the time-phased project budget,

excluding any management reserves, which can be changed only through
formal change control procedures and is used as a basis for comparison to
actual results.

Funding limit reconciliation the process of comparing the planned

expenditure of project funds against any limits on the commitment of
funds for the project to identify any variances (gaps) between the
funding limits and the planned expenditures.

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Budget Planning

Traditional projects Create a budget in accordance with project

life cycles begin with fixed budget and
amend with change control process
Hybrid projects Hybrid approaches add adaptability around
surety.

Agile projects Use burn rate

Agile teams collaborate with stakeholder
partners and finance stakeholders to
suggest incremental budgeting approaches
(agile mindset).

BURN RATE The rate at which the project consumes financial resources,
representing negative cash flow. Burn rates are often used by agile projects
to budget costs for planned iterations / sprints / increments.
Resource Costs
Traditional Match project need to resource attributes,
projects Create initial estimate based on average rate and Modify as
needed.

Agile Assign a blended rate:

projects -Estimate points (effort) using planning poker or affinity
diagram to find the number of user stories that can be
completed based on team velocity
-Use a simple formula to estimate the cost per point:
– Σ (loaded team salaries for period n) / points
completed in interval n
Use a formula to estimate budget:
– (Cost per point * total point value of items to be
completed) + other expenses = forecast budget

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TOPIC D: PLAN AND MANAGE SCHEDULE

Project schedule an output of a schedule model that presents linked

activities with planned dates, durations, milestones, and resources.

• Includes starting and finishing activities on specific dates and in a

certain sequence.
• Specifies planned dates for meeting project milestones.
• Tracks schedule performance and keeps upper management and
project stakeholders informed about the project’s status.

Schedule management plan a component of the project or program

management plan that establishes the criteria and the activities for
developing, monitoring, and controlling the schedule.

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Iterative Scheduling with a Backlog

• Progressive elaboration (rolling wave) techniques used to

schedule activities.
• Uses a specific time window, often two weeks.
• Requirements defined in user stories.
• Stories prioritized.
• Selected based on priority and time box.
• Remaining stories added to backlog.
• Constructed later based on their priority.
• Delivers business value early and incrementally.
• Allows changes/adaptations during entire project.

On-Demand Scheduling
• Team members “pull” work from a queue when available
• Based on Kanban and Lean methodologies
• Provides incremental business value
• Levels out work of team members
• Works best when activities can be divided into equal amounts
• Does not work well when there are complex dependency relationships

Project Activities
A work package is the lowest level of the WBS.

Activity is a distinct, scheduled portion of work performed during the course

of a project.

A task is used when referring to project management software.

Features:

• Activities and efforts, such as documentation, bug fixes, testing,

and quality/defect repairs.
• Estimating features offers a view of when blocks of functionality
can be released to the business and end users.

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 Progress can be measured based on the features that have been
accepted compared to features remaining

Is a significant point or event in a project, program, or

portfolio.

Activity Dependency
• Activity dependency is a logical relationship that exists between
two project activities.
• Relationship indicates whether the start of an activity is
• Contingent on an event or input from outside the activity.
• Activity dependencies determine the precedence relationships.

Types of Activity Dependencies

Mandatory • A relationship that is contractually required or

inherent in the nature of the work

Discretionary • A relationship that is established based on

knowledge of best practices within a particular
application area or an aspect of the project where
a specific sequence is desired.

External • A relationship between project activities and non-

project activities.

Internal • Contingent on inputs within the project team’s

control.

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Precedence relationship is the logical relationship between activities that
describes the sequence in which the activities should be carried out.

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Elapsed time the actual calendar time required for an activity from start
to finish.

Effort the number of labor units required to complete a scheduled activity or

WBS component, often expressed in hours, days, or weeks. Contrast with
duration.

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Three-Point Estimation

Gantt chart is a bar chart of schedule information where activities are listed on
the vertical axis, dates are shown on the horizontal axis, and the activity
durations are shown as horizontal bars placed according to start and finish
dates.

Milestone Chart
• Provides the summary level view of a project’s milestones.
• Useful for upper management who are not interested in fine details.

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What is a project network?

A project network is a graph that shows the activities, duration, and

interdependencies of tasks within the project.

Critical path is the sequence of activities that represents the longest path
through a project, total float in the critical path is zero.

Total float the amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish date.

Measuring the project’s progress with respect to the schedule consists of:

• Monitoring the status of the project to update the project schedule.

• Managing changes to the schedule baseline.

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Agile Release Planning

In an agile approach, evaluate progress by:

• Compare the total amount of work delivered and accepted to the

estimate of the work to be completed for the current time period.
• Review completed work in regular Sprint demos.
• Conduct scheduled reviews to record lessons learned
(retrospectives).
• Determine the rate at which deliverables are produced, validated, and
accepted.

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RESOURCE CALENDAR A calendar that identifies the working days and
shifts for which each specific resource is available.

Hardening iteration / iteration-H:

Specialized increment/ iteration/sprint dedicated to stabilizing the code
base so that it is robust enough for release. No new functionality is
added. Primarily used for refactoring and/or technical debt.
“Go Live” at the end of the project timeline Negotiate black-out times as
project approaches release.
Iteration H or hardening sprint – conducted prior to final release

Agile Release Planning

Story Mapping:
• Group stories by sequence and priority.

• Sequence features and functions for the release.

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 • Prioritize user stories in the release backlog and associate them with
features and functions.

TOPIC E: PLAN AND MANAGE QUALITY OF PRODUCTS

AND DELIVERABLES

Quality The degree to which a set of inherent characteristics

fulfill requirements.

Standard A document established by an authority, custom, or general consent

as a model for example.
Regulations Requirements imposed by a governmental body. These
requirements can establish product, process, or service characteristics,
including applicable administrative provisions that have government-mandated
compliance.

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Cost of Quality:
All costs incurred over the life of the product by investment in preventing
nonconformance to requirements, appraisal of the product or service for
conformance to requirements, and failure to meet requirements.

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Quality Control Tools:

1- Data Gathering • Checklists/Check Sheets

• Statistical Sampling
• Questionnaires and Surveys

2- Data Analysis • Performance Reviews

• Root Cause Analysis

3- Data Representation • Cause-and-Effect Diagram

• Control Charts
• Histograms
• Scatter Diagrams

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Data Analysis:

Performance Reviews Root Cause Analysis

Technique that is used to measure, Analytical technique used to
compare, and analyze actual determine the basic underlying
performance of work in progress on reason that causes a variance,
the project against the baseline. defect, or a risk.
• Earned value management
• Using gathered data, identify the
• Trend analysis cause of the problem.
• Critical path method
• Goal is to pinpoint the exact
Cause.
• Follow issue back to the initial
trigger.
Use RCA tools - Failure Modes and
Effects Analysis (FMEA), a fishbone
diagram, a Pareto chart, a scatter
diagram
Control Charts and Variability:

• Measurements that exceed the range between the upper and lower
control limits are considered to be an indication of instability.
• The variability expressed is atypical for the process and may be an
indication of a special source of variance.

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 TOPIC F: INTEGRATE PROJECT PLANNING ACTIVITIES

Expert judgment Data gathering Interpersonal and

team skills

- Determine the appropriate methodology -Brainstorming -Conflict management

approach. -Checklists -Facilitation
-Develop technical and management details. -Focus groups -Meeting management
-Determine the resources and skills needed. -Interviews -Meetings
-Prioritize the work to allocate resources
appropriately.

Scrum of Scrums A technique to operate Scrum at scale for multiple teams

working on the same product, coordinating discussions of progress on their
Interdependencies, and focusing on how to integrate the delivery of software,
especially in areas of overlap.

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 TOPIC G: PLAN AND MANAGE PROCUREMENT

Procurement is the acquisition of goods and services from an external

organization, vendor, or supplier to enable the deliverables of the project.
Make-or-buy analysis the process of gathering and organizing data about product
requirements and analyzing them against available alternatives including the
purchase or internal manufacture of the product.
Make-or-buy decisions is made regarding the external
Purchase or internal manufacture of a product.

STATEMENT OF WORK (SOW) A narrative description of products, services, or

results to be delivered.

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Bidder Conferences Also known as vendor conferences, pre-bid conferences,
pre-proposal conferences, and contractor conference that held by the Buyer to
ensures all prospective vendors have a clear and common understanding of
the technical and contractual requirements of the procurement.

Tradational contract types:

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Contract Types/ Cost Reimb:

Agile Contract Types:

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Control Procurements Process:

Contract Change Control System contract may be modified. It includes the

paperwork, tracking systems, dispute resolution procedures, and approval levels necessary
for authorizing changes.

Types of Contract Changes:

Component Description

Administrative Non-substantive changes, which are the most common

changes changes to the way the contract is administered.

Contract A substantive change to the contract requirements such as a

modification new deadline or a change to the product requirements.

Supplemental An additional agreement related to the contract but negotiated

agreement separately.

Constructive Changes that the buyer may have caused through action or
changes inaction.

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Legal Concepts when Managing Disputes
• If the buyer and seller cannot agree that the terms of a contract
have been met by both parties, legal advice might be sought to
resolve the dispute.
• Negotiated settlements might be undertaken to arrive at a final
equitable settlement of all outstanding issues, claims, and
disputes by negotiation.

Legal Issue Description

Warranty A promise, explicit or implied, that goods or services will meet

A pre-determined standard. The standard
May cover reliability, fitness for use, and safety.

Waiver The giving up of a contract right, even inadvertently.

Breach of contract Failure to meet some or all of the obligations of a contract. It

may result in damages paid to the injured
Party, litigation, or other ramifications.

Cease and desist A letter sent to an individual or a business to stop (cease)

(C&D) letter allegedly illegal activities and to not undertake them again
(desist). Often used as a warning of impending legal action if it
is ignored.

Closing Procurements:

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 TOPIC H: ESTABLISH PROJECTGOVERNANCE STRUCTURE

Project Governance The framework, functions, and processes that guide

project management activities to create a unique product, service, or result
to meet organizational, strategic, and operational goals.

Project phase is a collection of logically related project activities that

culminates in the completion of one or more deliverables.

Phase gate a review at the end of a phase in which a decision is made to

continue to the next phase, to continue with modification, or to end a
project or program.
• Synonyms include governance gate, tollgate, and kill point.
• Software development projects use a specialized type of phase
gate called a quality gate.

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Governance in Adaptive Projects:

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 DOING THE WORK (3)

TOPIC A) ASSESS AND MANAGE RISKS:

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

negative effect on one or more project objectives.

Trigger condition an event or situation that indicates that a risk is about to

occur.

Risk Management Plan:

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Risk Identification Tools:

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Agile projects include risks in user stories and as part of backlog work items
Teams discuss risks at planning meetings, during the normal course of work.

Teams place risks in a risk register, use information radiators to ensure visibility
and a backlog refinement process that includes constant risk assessment

Probability and Impact Matrix:

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Risk Responses:

TOPIC B EXECUTE PROJECT TO DELIVER BUSINESS VALUE:

Creating a Culture of Urgency:

Establish and cultivate that urgency in your culture as an ongoing

task.

Commit to and be accountable for striving towards that vision.

Represent the voice of the customer to create relevancy and personalize

the value.

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Business value the net quantifiable benefit derived from a business
endeavor. The benefit may be tangible, intangible, or both.

Product Roadmap service as a high level visual summary of the products

in the project.

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MMF, MVP AND MBI:

TOPIC C MANAGE COMMUNICATIONS

Project Communications:

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Communications Management Plan:

Components of the Communications Management Plan:

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Communications’ types:

Communication Models:

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Communication Methods:

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 TOPIC D: ENGAGE STAKEHOLDERS

Stakeholder Categories:

Stakeholder Engagement Strategy:

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Stakeholder Engagement Assessment Matrix is a matrix that compares
current and desired stakeholder engagement levels.

TOPIC E: CREATE PROJECT ARTIFACTS

Project artifact any document related to the management of a project. The

project. Team will create and maintain many artifacts during the life of the
project, to allow reconstruction of the history of the project and to benefit
other projects.

Artifacts are living documents and updated to reflect changes in project

requirements and scope.

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Project artifacts might include:

Traditional Agile

Configuration management a tool used to manage changes to a product or

service being produced as well as changes to any project documents.

Configuration management is used to:

• Control product iterations.
• Ensure that product specifications are current.
• Control the steps for reviewing and approving product prototypes,
testing standards, and drawings or blueprints.

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Version Control:

Storage/Distribution of Artifacts:

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 TOPIC F: MANAGE PROJECT CHANGES

Change Management Plan a component of the project management plan

that establishes the change control board, documents the extent of its
authority, and describes how the change control system will be
implemented.

Change Control Systems A set of procedures that describes how

modifications to the project deliverables and documentation are managed
and controlled.
Change control systems can include:
• Forms
• Tracking methods
• Processes
• Approval levels required for authorizing or rejecting requested
changes

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Change Control Board (CCB) A formally chartered group responsible for
reviewing, evaluating, approving, delaying, or rejecting changes to the
project, and for recording and communicating such decisions.

Change Control Strategy:

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Approved changes can include:
• Corrective action—adjusts the performance of the project work
with the project management plan.
• Preventive action—ensures the future performance of the project
work with the project management plan.
• Defect repair-modifies a non-conformance within the project.
• Update-modifies a project document or plan.

TOPIC G: MANAGE PROJECT ISSUES

Issue: A current condition or situation that may have an impact on the

project objectives. In other words, it is an action item that the project team
must address.
Common areas include:
• Scope change control * Schedule control
• Cost control * Project variance analysis
• Quality * Risk
• Procurement * Communications

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Issue log: A document where
information about issues is
recorded and monitored. It is used
to track problems, inconsistencies,
or conflicts that occur during the life
of the project and require
investigation in order to work
toward a resolution.
TOPIC H: ENSURE KNOWLEDGE TRANSFER FOR
PROJECT CONTINUITY
Issue Resolution
• Each issue should have an
owner who is responsible for
tracking the progress of the
workaround.
• Issues should be a regular
topic of every status meeting.
• Don’t hesitate to escalate an
issue to the project sponsor if
it begins to have a major
effect on the project.
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Lesson Learned:

Knowledge transfer consists of connecting individuals, in person or

virtually, to share tacit knowledge and collaborate together.
Techniques include:
• Networking.
• Facilitating special interest groups.
• Meetings, seminars, and various other types of in- person and
virtual events that encourage people to interact and exchange
ideas and knowledge.
• Training that involves interaction between attendees.

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 (4) KEEPING THE TEAM ON TRACK
TOPIC A: LEAD A TEAM

The project manager is the visionary leader for the project.

The project vision should be:

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Leadership styles:

Style Characteristic

Hierarchical, with project manager making

Direct
all decisions

Consultative Leader factors in opinions, but makes the

decisions

Servant
Leadership Leader models desired behaviors

Consensus/
Collaborative Team operates autonomously

Situational Style changes to fit context and

maturity/experience of team

Servant leadership:
• Focus on accomplishments.
• Remove work impediments.
• Provide coaching and training.
• Facilitate rather than manage.

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Salience model: A classification model that groups stakeholders based
on their level of authority, their immediate needs, and how appropriate their
involvement in the project.

TOPIC B: SUPPORT TEAM PERFORMANCE

Keeping the Team on track:

Lead a Team
Lead

Support Support Team Performance

Address and Remove Address and Remove Impediments,

Obstacles, and Blockers

Manage Manage Conflict

Collaborate Collaborate with Stakeholders

Mentor Mentor Relevant Stakeholders

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Empowering the team

Guidelines to Measuring Performance:

Scope
• Percentage of work completed.
• Change requests.

Schedule
• Actual duration of work against projected start and finish dates.

Budget

• Actual costs.
• Check procurements are sufficient for needs.

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Monitor Scope:

Monitor scope Description of Scope Method

Traditional Scope baseline is: Measure completion of

project scope against the
Approved version of the project scope baseline.
scope statement

Work breakdown structure (WBS)

Associated WBS dictionary

Agile Scope evolves from: Check user stories and

DoD against customer
Initial product roadmap to feedback and product
requirements
Release backlog to

Iteration backlogs

Backlogs (including product

features and functions and user
stories) reflect identified, updated
and reprioritized product needs

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Measure Throughput, Lead and Cycle Time:

Team Development Stages:

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Earned Value Management (EVM):
Variances:

Cost Variances (CV) How much under or over budget

CV = EV-AC NEGATIVE is over budget, POSITIVE is under

budget.

Schedule Variances (SV)

How much ahead or behind schedule

SV = EV-PV NEGATIVE is behind schedule, POSITIVE is

ahead of schedule.

Variance at Completion (VAC)

Variance of TOTAL cost of the work and expected cost

VAC = BAC - EAC

Performance Indices:
• Cost Performance Index.
• CPI = EV / AC
• Over (< 1) or under (> 1) budget.
• Schedule Performance Index.
• SPI = EV / PV
• Ahead (> 1) or behind (< 1) schedule.

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TOPIC C: ADDRESS AND REMOVE IMPEDIMENTS,
OBSTACLES, AND BLOCKERS

Impediments: reference situations, conditions, and actions

that slow down or hinder progress. (For example, the team
not coming to a decision on a file saving location).

Obstacles reference barriers that should be able to be moved, avoided, or

overcome with some effort or strategy. (For example, the construction crew
is unable to arrive at the worksite before permits are signed).

Blockers reference events or conditions that cause stoppages in the work

or any further advancement. (For example, the company.

• Methods for tracking impediments might include Impediment task

boards and Software applications.
• Servant leaders aim to clear an unobstructed path for the project team
so they may contribute and deliver.
• Project managers want to optimize the workplace to be free of
obstacles and other impediments.
o Physical team space
o Shielding the team from non-value activities
• Removing distraction, randomization, and other confusion enables the
project team to be more effective and efficient.
• Project managers can take on most of the burden of addressing and
removing impediments so the team can do their best work on the
project to achieve its desired objectives.
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TOPIC D: MANAGE CONFLICT:
Levels of Conflict:

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Conflict Management Approaches:

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TOPIC E: COLLABORATE WITH STAKEHOLDERS
Stakeholder register a project document including the identification,
assessment, and classification of Project stakeholders.

Activities to encourage stakeholder collaborations:

• Daily stand-up meetings.
• Co-locating teams for face-to-face communication.
• Scheduled sessions, such as milestone reviews, backlog grooming
sessions, and project update meetings.

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TOPIC F: MENTOR RELEVANT STAKEHOLDERS

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Coaching and Mentoring:

• Coaching and mentoring others helps them become more

proficient team members.
• Raising the abilities of the team increases their output and their

value.
• Increasing the knowledge base and the skill sets of all project
stakeholders promotes more successful and effectively managed
projects.

Determining Relevant Stakeholders:

• When refining the backlog, mentoring the product owner on

grooming best practices.
• When onboarding a new project team member, guiding her on the
processes used by the team.
• When a team member must purchase material for the project,
showing them the procurement best practices and process for the
organization.

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TOPIC G: APPLY EMOTIONAL INTELLIGENCE TO PROMOTE TEAM
PERFORMANCE
Emotional intelligence:

Personality Indicators:

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Self-Awareness:

Social Skills:

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Organizational Theories:

1) Maslow’s Hierarchy of Needs

2) Herzberg’s Motivation Theory

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 (5)-Keeping the business in mind

Topic A: Manage compliance requirements

Compliance Requirements:

• Most projects have aspects of their solutions that are subject to

legal or regulatory constraints.
• The requirements for compliance must be identified, tracked, and
managed throughout the project.
• Might include requirements for specific practices, privacy laws,
handling of sensitive information, and many other areas.

Compliance Categories:

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Potential Threats to Compliance:

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How to Support Compliance?

Signoff and approvals:

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Tools to Identify and Manage Compliance:

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Quality Assurance Outputs:

Compliance Execution:

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Measure of Compliance

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Topic B: evaluate and deliver project benefits and value
Strategic Management Elements and Frameworks:

External Business Environment:

• PESTLE: Political, economic, socio-cultural, technical,

legal, environmental
• TECOP: Technical, environmental, commercial,
operational, political
• VUCA: Volatility, uncertainty, complexity, ambiguity

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OKRs (Objectives and Key Results) is a goal-setting framework used
by individuals, teams, and organizations to define measurable goals
and track their outcomes. It helps clarify investment ideas and the
metrics used to measure success.

OKR best practices:

• Support each objective with between 3-5 measurable key results.

• Aim for 70% success rate to encourage competitive goal-making. A

100% success rate should be re-evaluated as not challenging
enough.

• Write OKRs that are action-oriented and inspirational and include

concrete, measurable outcomes

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Prioritize Business by Value:

Value Analysis: The goal is to cost-effectively improve the components to

increase the overall business value.

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Benefits management plan: A document that describes how and when
the benefits of a project will be derived and assured.
DEVOPS: A collection of practices for creating a smooth flow of delivery
by improving collaboration between development and operations staff.

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

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Define an approach for subsequent releases driven by the following:
• Availability of a set of features or capabilities.
• Organizational tolerance for changes.
• A time cadence for subsequent releases.

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Net Present Value: The present value of all cash outflows minus the
present value of all cash inflows.

Internal Rate of Return: The interest rate that makes the net present value
of all cash flow equal to zero.

AB Testing:

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Net Promoter Score (NPS):

Decision Tree Analysis:

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 Topic C: Evaluate and address internal and external business
environment changes
Internal Business Environment External Business Environment

• Organizational changes can

dramatically impact the scope
• PESTLE is an acronym to
identify the external business
of a project.
environment factors that can
• Internal business changes
affect the value and desired
might cause: outcomes of a project.
• Need for new
deliverables
• Reprioritization of
existing deliverables
• Elimination of
deliverables no longer
required

In Traditional project plans, the completed initial plan is the baseline. As

changes occur in the project, the baseline should be updated to reflect any
new requirements.

In Agile: product owner re-prioritizes the Backlog as stories or

requirements change. The business value determines the priority of the
changes.

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Product Owner Duties:

Updated Roadmaps: Swimlane roadmaps provide high-level visibility to

the overall project tasks, deliverables, and milestones. Roadmap should
reflect changes made to the backlog.

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 Topic D: support organizational change

Change Management Framework:

Organizational change requires individual change

The ADKAR model names five milestones an individual must achieve

®

in order to change successfully:

• A – Awareness of the need for change
• D – Desire to support the change
• K – Knowledge of how to change
• A – Ability to demonstrate new skills and behaviors
• R – Reinforcement to make the change stick

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Plan for Change: Define the knowledge transfer, training and readiness
activities required to implement the change brought by the project.

Roll out Plan: Once a change is approved and built, the project manager
needs to plan for its successful implementation. Roll out plans enable the
project manager to define:
• The knowledge transfer.
• Training.
• And readiness activities required to implement the change.

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Organizational Structures:

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Project Management Office (PMO) A management structure that
standardizes the project-related governance processes and facilitates the
sharing of resources, methodologies, tools, and techniques.

(PMO)Types: supportive-controlling- directive

TOPIC I: PLAN AND MANAGE PROJECT/PHASE CLOSURE

Close Project or Phase is the process of finalizing all activities for
the project, phase, or contract. 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.

ACCEPTANCE CRITERIA: A set of conditions that is required to

be met before deliverables are accepted.
DEFINITION OF DONE (DOD): A team’s checklist of all the
criteria required to be met so that a deliverable can be considered
ready for customer use.
FINAL REPORT: A summary of the project’s information on
performance, scope, schedule, quality, cost, and risks.

Transitions (Handovers):

In Traditional project: Deliverables are handed to the customer or

owner. Transition/handover specifications for deliverables are in
the project management plan.
In Agile projects: Every iteration output is handed to the
product owner.
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Final Report: Summary of project or phase performance result:

Description Describe activity undertaken, including deliverables or

milestones

Scope Document scope evaluation criteria and give

objectives evidence of met completion criteria

Quality Describe evaluation criteria for project and product

objectives quality. Verify objectives are met, give actual milestone
delivery dates and reasons for any variances

Cost objectives
Restate acceptable cost range, give actual costs
and reasons for any variances

Include required approvals for final product, service or

Validation result—e.g., user satisfaction survey results
information

Verify project objectives were completed on time;

Schedule report on any variance and effects of the variance
objectives

Benefits State how the final product, service or result achieved

realization the business needs and expected benefits; if partial,
give details of variance and fulfillment schedule

Risks or issues List risks and issues and state how they were addressed

encountered

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Knowledge management during project or phase closure consists of
finalizing the lessons-learned register, which is compiled throughout the
project life cycle. This document should then be added to the lessons-
learned repository, which is a database of lessons learned from multiple
projects.

Close-Out Meetings: Sessions held at end of project or phase it involve

discussion about the work done and lesson learned.

Topic E: Employ continuous process improvement

Continuous improvement: An ongoing effort to improve products,

services, or processes.
Continuous Improvement Approaches:

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Continuous Improvement Tools:
• Lessons Learned Register Use it as a source of improving the
processes in other projects.

• Retrospectives Help the team look back at an iteration and plan

Improvements for the next one.

• Experiments Some techniques include AB testing and team

feedback to identify improvements. Perform experiments one at
a time to isolate the results.

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