Module 2 Start The Project

e
ut
ib
tr
is
D
LESSON 2
or
START THE
e
PROJECT
at
lic
• Identify and Engage
Stakeholders
up
• Form the Team
• Build Shared Understanding D
• Determine Project Approach
ot
N
o
D
Version 3.1 | 2023 Release Copyright 2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
Licensed For Use Only By: Mushunoori Bharani Krishna Murthy 6781292 Jul 2 2023 3:42AM
Learning Objectives
e
ut
ib
tr
• Define and discuss stakeholders and the most effective ways to communicate with them.
is
D
• Explain the best ways to form a team.
or
• Describe how to build the most effective understanding of a project and how doing so relates
to executing a project successfully.
e
• Explain how predictive and adaptive project life cycles work; explain what a hybrid
at
development approach is.
lic
• Decide which kind of development approach or life cycle is best suited for work.
up
D
ot
N
o
D
Copyright 2023© Project Management Institute, Inc. All rights reserved.

2
e
ut
ib
tr
is
D
or
Identify and Engage Stakeholders
e
at
TOPIC A
lic
up
D
ot
N
o
D
3
Typical Project
e
Stakeholders*
ut
ib
tr
is
D
• End users • Sponsors
Can you categorize these
or
• Customers • Business partners
stakeholders?
• Which are typically • Employees • Suppliers and contractors
e
at
project team • Organization • Government
lic
members? Which are
• Managers • Community
not?
up
• Which are typically
active in project work? D
ot
N
o
D

4
Stakeholder and
e
Communications
ut
Management
ib
tr
Overview
is
D
• Stakeholder register
or
• Stakeholder engagement plan
e
• Communications management plan
at
• Stakeholder engagement assessment
lic
matrix (SEAM)
• Assessment grids / matrices / models
up
D
ot
N
o
D
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Thismaterial
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provided
asaspart
partofofa aPMI
PMI®
Workshop.
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5
Stakeholder
e
Identification
ut
Who are they?
• Check the business case and benefits management plan for
ib
names
tr
• Later, check the issue/impediments log, change log or
is
requirements documents to see who else is needed or named
D
or
What’s their relationship to the project?
• Interest
e
• Involvement
at
• Interdependencies
lic
• Influence
up
• Potential impact on project success
D
ot
Identify and engage stakeholders early to

N
avoid surprises later in the project!

o
D

6
Assess
e
Stakeholders
ut
Data Gathering
• Questionnaires and surveys
ib
• Brainstorming
tr
is
Data Analysis
D
• Stakeholder analysis — What are their “stakes” in the project? — i.e.,
or
interest, rights, ownership, knowledge, contribution
• Document analysis
e
at
Data Representation
lic
• Two-dimensional (2D) grids
up
• Power/interest
D • Power/influence
• Impact/influence
ot
• 3D grid — Stakeholder “cube”

N
• Salience model
• Directions of influence
o
D

7
Create the
e
Stakeholder
ut
Register
ib
• Capture and record important stakeholder information
tr
• Factor in OPAs
is
• Update it! Describe the evolving relationship with stakeholders
D
throughout the project
or
Contains the information necessary to execute the
e
at
stakeholder engagement plan
lic
up
D • Refer to stakeholder registers from previous, similar
projects for help
ot
• Remember this is a public document, so ensure the
N
information presented is appropriate

o
D

8
Stakeholder Register
e
ut
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude
ib
On-time completion, successful
1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion
tr
Government partner (liaison); funding Successful completion of facility and
2
is
Oasestown Municipality External Accountability Supporter
contributor; owner of SLC site partnership;
D
Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion
or
Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor
Lead, business High profile tenants, excellent Organizational learning; leadership
e
5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral
at
VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral
lic
7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral
up
8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter
9 Tenants External Income source bespoke spaces high quality Neutral
10 Contractors
D
External Vendors - building clear instructions, contract Neutral
ot
11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor
N
Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion
o
D

9
Know Your
e
Stakeholders
ut
ib
Go Beyond Job Power Level of authority
tr
Titles
is
Interest Level of concern about project outcomes
D
• Ability to influence project outcomes or cause changes to
or
Influence planning or execution
• Magnitude of potential contribution or disruption to project
e
aka
at
attitude or
Use a descriptive term — e.g., champion, supporter, neutral,
lic
impact
detractor
up
D
Tailor stakeholder assessments to suit project needs. The goal of
ot
this exercise is to facilitate your planning of effective
communication with the stakeholders!
N
o
D

10
Stakeholder Mapping
e
HIGH
ut
Use two dimensions to map stakeholders: KEEP MANAGE
ib
SATISFIED CLOSELY
• Power and interest grid
tr
POWER
• Power and influence grid
is
D
• Impact and influence grid
MONITOR KEEP
or
INFORMED
Or use three dimensions – a cube –
e
at
to refine the analysis further! LOW INTEREST HIGH
lic
up
Method:
• Place each stakeholder on the grid (do
D
not use names)
ot
• Use the same quadrant labels, but

N
change the axis labels

o
D

11
Directions of
e
Influence
ut
You should understand the social network of project
ib
stakeholders, specifically the direction of their influence on
the project.
tr
is
D
Parent organization — senior management
or
Upward
(business, financial interests)
e
Downward In the project hierarchy — team or specialists
at
lic
Have a “stake” in the project — client, end-
Outward
user, external
up Friendly or competitive for resources —

D
Sideward project manager's peers, other organizational
ot
departments
N
o
D

12
Salience
e
Model
ut
ib
URGENCY LEGITIMACY
tr
• Level of required Appropriate involvement
is
attention/detail Or proximity, as applied to
D
• Time constraints team stakeholders,
or
Focus on the product indicating level of
owner role. Are they • High stakes
involvement with project
e
familiar, interested
work
at
and engaged enough
lic
with the project to
make decisions and POWER
up
move the project
forward? D Level of
authority
ot
N
o
D

13
Stakeholder Perceptions
e
ut
ib
tr
• Must be holistically understood in
is
customer-centric project
D
management approaches
or
• Can be damaging to a project,
whether they are negative or
e
at
positive
lic
Why do you think it’s important
up
to understand both positive and
negative stakeholder D
perceptions of your project?
ot
N
o
D
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14
Capture
e
Stakeholder
ut
Key stakeholders
Feedback and
ib
• Interview to understand project requirements and
tr
Perceptions vision and communication preferences
is
D
or
All stakeholders
e
• Appropriate, regular project communications
• Interpersonal skills
at
lic
• Active listening
• Emotional
up
intelligence D Large and public groups
• Questionnaires/surveys
• Effective
• Facilitated conversations/sessions — online or in person
ot
communication
• Digital media – email campaigns, websites, group chats
methods
N
• Posters and advertising

o
D

15
Plan to
e
Communicate
ut
with
ib
tr
Stakeholders
is
D
or
Stakeholder engagement plan identifies required management
strategies to effectively engage stakeholders.
e
at
lic
Team fulfills strategies via communications described in the
up
communications management plan.
D
ot
N
o
D

16
Communication
e
Requirements
ut
Analysis
ib
tr
is
D
• Leads to a clear articulation of the stakeholders’
or
communications needs
e
• Enables effective choices about communication topics,
at
frequency, models and technologies
lic
• Output is a grid, questionnaire or survey that documents the
up
communication and technology requirements for each
D
stakeholder
ot
N
o
D

17
Communication:
e
Methods and
ut
Technologies
ib
tr
Meetings/verbal
• Physical (face to face)
is
• Virtual (videoconferencing)
D
• Phone call
or
e
Do you use any other Digital/electronic media
at
communication methods • Websites and social media
• Instant/text messaging via phone or
lic
or techniques on your
projects? platform
up
• Email or fax
Are there types your D
organization does not
Physical
ot
allow? Why?
• Body language and gestures
N
• White boards
o
D

18
Communication
e
Methods
ut
PUSH
ib
tr
PULL
is
D
or
• Conversation (virtual or in
Push — sender determines: person)
e
• Send an email • Workshops/collaboration
at
• Make a phone call • Whiteboarding
lic
up
Pull — receiver determines: Agile teams are
• Post information on team
D colocated whenever
board possible so that they can
ot
• Store reference documents in be highly collaborative.
electronic repository — e.g.,
N
SharePoint
o
D

19
Communication
e
Challenges /
ut
Considerations
ib
• Urgency of need for information
tr
is
• Availability and reliability of technology
D
• Ease of use
or
• Project environment – e.g., language and
formality
e
at
• Sensitivity and confidentiality of information
lic
• Communications OPAs — e.g., social media
up
protocols
• Data protection laws/regulations
D
• Accessibility requirements
ot
N
o
D

20
Communication
e
Model*
ut
Cross-Cultural Communication Model
ib
tr
is
D
or
e
Think of an example of a
at
transmission. Depending on
the method, what kinds of
lic
noise can play a part?
up
D
ot
N
o
D

This material is being provided as part of a PMI® course. 21
Stakeholder
e
Engagement
ut
Strategy
ib
• Involve stakeholders
tr
• Enable appropriate management strategies
is
• Create and maintain relationships
D
or
e
at
lic
up
D
ot
N
o
D

22
22
Example Stakeholder Engagement Assessment Matrix
e
(SEAM)
ut
ib
tr
is
Stakeholder Unaware Resistant Neutral Supportive Leading
D
Tailor labels for 1 D C
or
stakeholder levels 2 C D
of engagement to
e
3 C D
your context, team
at
or organization.
lic
4 C D
Don’t use names
up
5 C D
on the matrix –
refer to D
stakeholders by 6 C D
ot
number.
N
C – Current engagement level | D – Desired engagement level

o
D

23
ECO Coverage
e
ut
ib
1.9 Collaborate with stakeholders
tr
• Evaluate engagement needs for stakeholders
is
(1.9.1)
D
2.4 Engage stakeholders
or
• Analyze stakeholders (power interest grid,
influence, impact) (2.4.1)
e
• Categorize stakeholders (2.4.2)
at
• Develop, execute and validate a strategy for
lic
stakeholder engagement (2.4.4)
up
2.2 Manage communications
• Analyze communication needs of all D
stakeholders (2.2.1)
ot
• Determine communication methods,
channels, frequency and level of detail for all
N
stakeholders (2.2.2)
o
D
24
e
ut
ib
tr
is
D
or
Form the Team
e
at
TOPIC B
lic
up
D
ot
N
o
D
25
Create a
e
Collaborative
ut
Team Culture
ib
tr
Project manager:
is
• Builds team agreements, structures and processes that
D
support a culture that enables individuals to work together
and benefit from interactions
or
(Optional) • Tailors a resource management plan
e
How do you think a
at
collaborative team
lic
culture can be created in
a hybrid approach? Give
up
some examples!
• The team assembles and self-organizes to support project
D requirements.
ot
N
o
D

26
Project Team
e
Formation
ut
Video
ib
tr
is
Tuckman’s
D
Ladder of Team
or
Development
e
at
Dr. Bruce Tuckman
lic
up
D
ot
N
o
D

27
Project Team
e
Formation
ut
ib
Key Concepts
tr
is
D
Self-organizing team: A cross-functional team in which people fluidly
assume leadership as needed to achieve the team’s objectives.
or
e
Servant leadership: The practice of leading the team by focusing on
at
understanding and addressing the needs and development of team
lic
members in order to enable the highest possible team performance.
up
D These concepts can be applied in any kind of project team.
ot
N
o
D

28
Project
e
Manager Role
ut
in Adaptive
ib
Leadership and management models:
tr
Teams
is
• Centralized: All team members practice leadership activities and
D
accountability is usually assigned to one individual, such as the project
or
manager or similar role (team lead).
e
• Distributed: One project team member (may shift) serves as facilitator
at
to enable communication, collaboration and engagement on accountable
lic
tasks.
up
If a team is self-organizing, is a project manager needed?
D • If not, which of these models works best?
• If yes, what does that role look like?
ot
N
o
D

29
Hybrid Team Formation
e
ut
Example
ib
tr
Centralized coordination by a project
is
manager or team lead and self-organized
project teams for portions of the work
D
or
e
at
lic
up
D
ot
N
o
D
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30
Project Team
e
Composition
ut
ib
tr
is
D
• Refers to team’s makeup and how team members are brought together
or
• Varies based on organizational culture, location and scope
• Can be full-time or part-time members
e
at
• Includes varied knowledge and expertise — i.e., generalists and
lic
specialists
up
D
ot
N
o
D

31
Project Team Roles
e
ut
ib
tr
• Project management staff
is
• Project work staff
D
• Supporting experts
or
• Business partners
e
at
lic
up
D
ot
N
o
D
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32
Identify
e
Project
ut
Resource
ib
tr
Requirements Provision team members, external contractors and suppliers and physical
is
and intangible assets:
Guidelines
D
• Ensure relevant skill sets
or
• Avoid single points of failure — e.g., a single resource has a required
e
skill
at
• Create cross-functional teams
lic
• Use generalizing specialists, or T-shaped people, whenever possible
up
to support other areas of the project
• Ensure appropriate physical resources and other requirements — e.g.,
D
equipment and access rights
ot
N
o
D
Copyright 2023© Project Management Institute, Inc. All rights reserved. 33

T-Shaped People and
e
Self-Organizing Teams
ut
T
ib
T
tr
• Provide individual value and versatility
is
on project teams
D
• Lend flexibility to organizations
• Help avoid key resource shortages or
or
work stoppages due to availability
e
• Train and coach team members to
at
become T-shaped, combining breadth
and depth of knowledge
lic
up
D
ot
N
o
D
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Diversity, Equity and
e
Inclusion Standards
ut
ib
tr
• Teams are global and diverse in culture,
is
gender, physical ability, language and
D
many other factors.
• The project environment optimizes the
or
team’s diversity and builds a climate of
e
mutual trust.
at
lic
up
D
ot
N
o
D
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35
Experts and Expert
e
Judgment
ut
ib
tr
People from other areas of the organization
is
• Consultants
D
• Stakeholders
or
• Professional and technical associations
• Historical data
e
at
• Project manager
lic
up
D
ot
N
o
D
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36
Focus on Team Strengths
e
ut
ib
tr
• Organize around team strengths
is
• Be aware of weaknesses
D
• Identify threats to team success and
or
opportunities to improve team
performance
e
at
SWOT analysis
lic
up
D
ot
N
o
D
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37
Team Norms
e
ut
ib
• Together, establish expected team behaviors at the beginning of the
tr
project
is
• Enable teams to handle challenges later
D
• Include guidelines and techniques for:
or
• Meetings
• Communications
e
• Conflict management
at
• Shared values
lic
• Decision-making
up
D
• Align team values with the PMI Code of Ethics and Professional Conduct
ot
N
o
D

38
PMI®
e
Code of Ethics
ut
RESPONSIBILITY
and Professional Conduct
ib
tr
is
D
Can you remember the four values
RESPECT FA I R N E S S
that drive ethical conduct for the
or
project management profession?
e
at
lic
HONESTY
up
D
ot
N
o
D
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39
Team Charter*
e
and Ground
ut
Rules*
ib
• A document – electronic or paper, or a poster of the ground rules
tr
• Created together with the team
is
• Includes:
D
• Shared values
or
• Behavior guidelines
• Guidelines for communications and use of tools
e
at
• Decision-making guidelines
lic
• Performance expectations
• Conflict-resolution measures
up
• Meeting time, frequency, and channel
D
• Other team agreements — e.g., shared hours, improvement
ot
activities
N
o
D

40
Team Charter Example
e
ut
ib
tr
is
D
or
e
at
lic
up
D GROUND RULES
ot
N
o
D

41
Team
e
Communication
ut
• Effective communication • Include communication
ib
includes: expectations and details in the
tr
team charter
o Verbal
is
• Organize communications:
o Written
D
o Facilitate team and
o Behavioral
or
stakeholder collaboration
o Physical (notice boards) Manage expectations
e
o Virtual o Check regularly to make sure
at
it’s working!
lic
o Plan and use retrospectives
up
to discuss communications
D improvements
ot
N
o
D

42
Colocated,
e
Virtual or
ut
Virtual Team* Colocated Team*
Both?
ib
tr
• “Normal” in most workplaces • Interaction is easy
is
• Create opportunities for the • Better bonding is facilitated
D
organization:
• Use of physical tools,
or
What kind of team are • Better skills at lower costs collaboration and boards
e
you on? possible
• Avoids relocation
at
expenses
lic
• Work/life balance
up
• Rely on communication
technology
D
• May have bonding challenges
ot
N
o
D

43
Virtual Team Challenges
e
ut
ib
tr
• Individual performance tracking
is
• Diversity - language, technological skill
D
• Solo working prohibits bonding
or
e
at
lic
up
D
ot
N
o
D
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Running Virtual Teams
e
ut
ib
tr
• Check in with people individually as
is
often as possible
D
• Conduct positive network-building
or
activities
e
What are your tips for creating a
at
positive virtual team experience?
lic
up
D
ot
N
o
D
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Virtual Team
e
Communication
ut
Technology
ib
tr
is
• Plan team communication and
D
collaboration methods
or
• Consider working hours, geographical
dispersion and security requirements
e
• Use appropriate tools:
at
• Task boards
lic
• Messaging and chat
up
• Calendars
• Document storage
D
ot
• Knowledge repositories
N
• Videoconferencing
o
D
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46
Address Virtual Team
e
Member Needs
ut
ib
tr
Facilitate and ensure collaboration as a
is
priority
D
Address the basic needs of a virtual team,
or
including:
• Cohesion
e
at
• Shared goals
lic
• Clear purpose
• Clarity on roles and expectations
up
D
ot
N
o
D
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ECO Coverage
e
ut
ib
tr
1.4 Empower team members and stakeholders
is
• Organize around team strengths (1.4.1)
D
2.16 Ensure knowledge transfer for project
continuity
or
• Discuss project responsibilities within team
(2.16.1)
e
at
• Outline expectations for working environment
lic
(2.16.2)
1.11 Engage and support virtual teams
up
• Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
D
(1.11.1)
ot
• Investigate alternatives (e.g., communication

N
tools, colocation) for virtual team member

engagement (1.11.2)
o
D
48
e
ut
ib
tr
is
D
or
Build Shared Understanding
e
at
TOPIC C
lic
up
D
ot
N
o
D
49
Seek Consensus for the
e
Project Among the Team
ut
and Stakeholders
ib
tr
is
• Demonstrate leadership behaviors
D
• Focus on value
or
• Be a diligent, respectful and caring
steward
e
at
• Navigate complexity
• Embrace adaptability and resiliency
lic
up
Create artifacts: D
• Project charter
ot
• Project vision statement
N
o
D
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50
Building a Shared
e
Understanding
ut
ib
Guidelines
tr
is
• Share the project agreements (vision
D
statement and project charter) with
stakeholders and the team
or
• Agree or negotiate to reach agreement
and “buy-in”:
e
• Project agreements — stakeholders
at
• Roles and responsibilities, priorities
lic
and assignments — team
up
• Uphold the agreements throughout the
project D
ot
Use open and reliable
communication methods and your
N
leadership “power skills”

o
D
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Project Vision
e
Statement
ut
ib
tr
is
D
• Created by project sponsor or executive
or
• Includes a clear vision of the desired objectives and alignment with
the organization’s strategic goals
e
at
• Refer to it throughout the project to maintain alignment
lic
up
D
ot
N
o
D

52
Holistic
e
Understanding
ut
of the Project
ib
tr
Negotiation Goals
is
First, find out...
D
• The boundaries of negotiation for the project agreement
or
• What, if anything, is eligible for discussion or troubleshooting
e
• The desired objectives of the project
at
lic
Then:
• Apply critical thinking and business acumen
up
• Discover how the project fits in the organizational landscape and
D
business objectives
ot
N
o
D

53
How to Create
e
a Holistic
ut
ib
Understanding
tr
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,
is
including asking the sponsor to clarify the vision statement!
D
• Existing agreements may contain initial intentions for, or describe, a
or
project:
• Contracts with external parties
e
• Memorandums of understanding (MOUs)
at
• Service-level agreements (SLAs)
lic
• Letters of agreement or intent
up
• Verbal agreements
D • Communication (especially emails) between key stakeholders
• Statements of work (SOW)
ot
N
o
D

54
Refer to
e
Business
ut
Case and
ib
Business case:
tr
Business • A documented economic feasibility study
is
Needs • Establishes benefits of project work
D
• Provides a basis for authorization of further project activities
or
e
at
lic
Business needs documents:
up
• Identifies high-level deliverables
• A prerequisite of a formal business case
D
• Describes requirements — what needs creating and/or performing
ot
N
o
D

55
Negotiate and
e
Agree on • Interview stakeholders
ut
Project • Gather expert judgment on technical success criteria
ib
tr
Success • Check:
is
Criteria • Organizational (program, operations) key performance indicators
D
(KPIs)
or
• Lessons learned and historical data
• Quality policy
e
at
• User acceptance testing (UAT) requirements
lic
up
• Reporting and verification criteria for objectives
D • Identification of deliverable and objective acceptance criteria
for each
ot
• A definition of done (DoD) may be specified for the project, in

N
addition to iteration outputs

o
D

56
Help Everyone
e
Understand
ut
the Vision
ib
• Use interpersonal and leadership “power skills” and open communication
tr
Guidelines channels with stakeholders and team members
is
• Get creative with agile methods!
D
• A product box exercise to internalize the vision from the
or
customer’s point of view and emphasize product/project value
e
at
• Example: Here is why Oasestown residents will choose to
lic
spend their time and money at SLC (followed by
explanation of what it offers to customers)
up
D • The XP metaphor technique explains a complex idea in simple,
familiar terms, using common language and vocabulary
ot
• Example: SLC is the living room of Oasestown!

N
o
D

57
Got Agreement on the
e
Project Agreements?
ut
ib
tr
There is no single way to create a
is
project charter, but every project
D
needs to have one!
or
e
at
lic
up
D
ot
N
o
D
Copyright
Copyright2023©
58
This
Thismaterial
materialis isbeing
beingprovided
provided
asaspart
partofofa aPMI
PMI®
Workshop.
course.
58
Project
e
Charter*
ut
ib
tr
What it does and why it’s important:
is
• Authorizes project
D
• Enables project manager to apply resources to project work
or
• Defines rationale and business need
e
• Verifies alignment with strategic goals
at
lic
• Keeps everyone focused on a clear project vision
up
D Usually created by project sponsor or project manager with
executive/stakeholder approval. Sometimes a statement of work
ot
can serve as project charter.

N
o
D

59
Project
e
Charter
ut
ib
Contents
tr
What’s included:
is
• Names - project sponsor, project manager, key
D
stakeholders
or
• Project description, including preliminary requirements,
measurable objectives
e
at
• Business needs, including financial goals or milestones
lic
• Summary schedule and milestones
up
• Assumptions, boundaries and constraints, including
D
overall risk, approval requirements and approved budget
ot
• Information from the business case, including success and
exit criteria
N
o
D

60
Project
e
Charter:
ut
Example
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

61
Kickoff Meeting
e
ut
ib
Purpose Internal/Team – held after agreements are
tr
finalized
is
• Establishes project context
• Give project charter overview
D
• Assists in team formation
• Clarify team member roles and
or
• Aligns team and stakeholders with project
responsibilities (may include the initial
vision
e
team charter)
at
• Present results of planning efforts
lic
Organizational/Public
• Announce project initiation • Initiate product backlog
up
• Share understanding of high-level vision,
D • Present product roadmap
purpose and value
• Identify sponsor, key stakeholders and
ot
project manager
N
• Include high-level items from the project

o
charter
D

62
ECO Coverage
e
ut
1.2 Lead a team
ib
• Set a clear vision and mission (1.2.1)
tr
1.8 Negotiate project agreements
is
• Analyze the bounds of the negotiation for agreement
D
(1.8.1)
• Assess priorities and determine ultimate objective(s)
or
(1.8.2)
• Participate in agreement negotiations (1.8.4)
e
at
• Determine a negotiation strategy (1.8.5)
lic
1.10 Build shared understanding
• Survey all necessary parties to reach consensus
up
(1.10.2)
D
• Support outcome of parties’ agreement (1.10.3)
ot
1.12 Define team ground rules
• Communicate organizational principles with team and
N
external stakeholders (1.12.1)

o
• Establish an environment that fosters adherence to

D
ground rules (1.12.2) 63
e
ut
ib
tr
is
D
or
Project Approach
e
at
TOPIC D
lic
up
D
ot
N
o
D
Licensed For Use Only By: Mushunoori Bharani Krishna Murthy 6781292 Jul 2 2023 3:42AM 64
First, Understand How and
e
Why Approaches Differ
ut
ib
tr
is
• Changing perceptions of value — e.g.,
D
sustainability, customer-centricity
or
• Dynamic and perpetual global change
• Increasing complexity and risk
e
at
• Need to innovate and be dynamic
lic
Which project management
up
frameworks do you use?
Do you have a preference?
D
ot
N
o
D
Copyright
Copyright2023©
65
This
Thismaterial
materialis isbeing
beingprovided
provided
asaspart
partofofa aPMI
PMI®
Workshop.
course.
65
Tailored
e
Development
ut
Approaches
ib
• Support dynamic work environments
tr
• Discover value delivery requirements early
is
• Put stakeholders and the team in close collaboration
D
or
Advantages:
e
at
• Provide better feature or capability assessment — continuous
improvement and quality
lic
• Improve organizational tolerance for change
up
D
Servant leaders influence projects and encourage
ot
the organization to think differently.

N
o
D

66
Project Management Development Approaches
e
ut
Certainty About
ib
Characteristics Change and Risk
Requirements
tr
is
• Plan-driven
• Change possible, but
• Linear sequence of
D
controlled
activities, in phases High, from beginning
• Risks carefully studied
or
• Phase completion governed
and managed
by phase gates
e
at
• Change-driven • Built on assumption of
lic
• Iterative or incremental Unclear or customer- high degree of change
• Timeboxed cadence driven, so needs further • High tolerance of risk
up
(iterations/sprints) or discovery with guardrails for risk
continuous flow D management
ot
Tailored development approach, combining these elements

N
o
D

67
Project or
e
Product?
ut
ib
A product is part of a
tr
project; products have
is
their own life cycles.
D
Product management
or
represents a key
integration point within
e
program and project
at
management.
lic
Product owners are
responsible for
up
maximizing the value of
the product and D
accountable for the end
ot
product.
Can you explain why projects often have both a project
N
manager and a product owner?

o
D

68
Life Cycle and
e
Development
ut
Approach
ib
tr
is
D
or
Which type of life cycle is
e
depicted here?
at
lic
up
D
ot
N
o
D

69
Predictive Life
e
Cycle
ut
ib
FEASIBILITY
Visual
tr
is
DESIGN
D
or
BUILD
e
at
TEST
lic
up
D DEVELOPMENT DEPLOY
ot
CLOSE
N
o
D

70
Adaptive Life
e
Cycle
ut
Initial Project and
Product Vision
ib
Example
tr
is
D
or
Note the iterations on the ITERATION 1 ITERATION 2 ITERATION 3
Product /
e
graphic, then describe Service
at
how this life cycle uses Delivered
an incremental Feedback Feedback
lic
Backlog Backlog
approach.
Prioritization Prioritization
up
D
ot
N
o
D

71
Cadence
e
ut
ib
tr
Refers to the timing and frequency of
is
delivery of project deliverables.
D
• Single: One delivery at the end of the
or
project
• Multiple: Delivery separated into parts,
e
at
not necessarily sequentially
lic
• Periodic: Like multiple deliveries, but on
a fixed schedule — e.g., monthly or
up
bimonthly
D
ot
N
o
D

72
Adaptive Development Approaches
e
ut
ib
ITERATION OR SPRINT
INITIAL
tr
TEAM
VISION MVP(s) WORKS
is
D
INCORPORAT DEFINITION
PRODUCT USER E FEEDBACK DELIVER TO OF DONE MET DELIVER
or
BACKLOG STORIES CUSTOMER PRODUCT
e
at
SUBSTANDARD
PIVOT IDEA
lic
up
DROP
D
ot
Cadence can be time-boxed with

N
sprints/iterations or a continuous flow.

o
D

This material is being provided as part of a PMI® course. 73
Development
e
Approach and
ut
development approach
Project professionals use a _______________________ or method, which
Life Cycle
ib
can be predictive, iterative, incremental, adaptive, or hybrid, to create and
tr
Terminology deliverable which is a unique and verifiable product, result, or
evolve a ___________,
is
Quiz
D
capability to perform a service.
or
• Deliverable
A project passes through a series of logically related activities, called
e
• Development
at
approach phases from its start to its completion. This entire process is called a
_______
lic
• Phases life cycle
_________.
• Life cycle
up
D deliverable is required to complete a process, phase, or
Acceptance of a ___________
ot
project.
N
o
D

74
Hybrid Life
e
Cycle and
ut
Development
ib
tr
Approach
is
D
• Accomplished by tailoring
or
• Combines adaptive and predictive life cycles and/or development
approaches
e
• Useful when requirements are uncertain or risky
at
• Also useful when deliverables can be modularized, or when deliverables
lic
can be developed by different project teams
up
• Uses iterative and incremental development
D
ot
N
o
D

75
Hybrid Project
e
Approaches:
ut
Examples
ib
tr
is
• Use agile or iterative practices within a predictive framework
D
• Use predictive artifacts or processes within an adaptive life cycle
or
• Business analysis techniques assist with requirements
e
management
at
• New tools help identify complex elements in projects
lic
• Organizational change management methods prepare for
up
transitioning project outputs into the organization
D
ot
N
o
D

76
What Can Be
e
Tailored?
ut
ib
tr
is
• Project life cycle
D
• Development life cycle components
or
• Way of working (WoW)
e
at
• Knowledge management
lic
• Change management
up
• Project governance
• Benefits management
D
ot
N
o
D

77
Development
e
Approaches
ut
ib
Guidance and • Deliverable type and the development approach influence the number
tr
Probing and cadence for project deliveries.
is
• The development approach and the desired delivery cadence determine
Questions
D
the project life cycle and its phases.
or
• How much unplanned work?
e
• How does the team prefer to work?
at
• What cadence suits our work?
lic
• What does the customer want? Is incremental value delivery even
up
important to them?
• What’s our schedule? Do we want a steadier, building approach or a faster
D
pace?
ot
• What’s our risk appetite/threshold?

N
• Are sprints helpful?

o
D

78
Assess
e
Complexity:
ut
Far from
ib
agreement
The Stacey CHAOS
tr
Fundamentally
Complexity risky
is
Model
D
-Ralph D. Stacey COMPLEX
Requirements
or
Adaptive
e
approaches
at
COMPLICATED work well here
lic
Linear
up
SIMPLE approaches
Close to
D work well here
agreement
Close to Far from
ot
certainty Technical Capability
certainty
N
o
D

79
Suitability
e
Filter:
ut
ib
A Diagnostic
tr
Visual Based on
is
Survey Data
D
or
e
at
lic
up
D
ot
N
o
D

80
Iterative and Incremental: Overview
e
ut
ib
Development Approaches
tr
is
D
Predictive Hybrid Adaptive
or
e
at
lic
Increasingly Iterative and Incremental
up
D
ot
• Compatible with each other
• Used in hybrid and adaptive projects
N
• Break down development cycle to enable early value delivery

o
D

81
Iterative Way of Working: Video
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

82
Scrum
e
ut
ib
tr
is
• This is a commonly used agile framework that offers suggestions for how
D
work can be organized to maximize value to the end user.
• Scrum is implemented at a product development team level.
or
• Roles include a scrum master/senior scrum master who facilitates
e
ceremonies (meetings); iterations are called sprints.
at
lic
up
Remember that Agile frameworks focus on influencing the entire
D organization, including leadership and company culture.
ot
N
o
D

83
Scrum
e
• Sprint planning
Ceremonies
ut
• Team collaborates with product owner to plan work for current sprint
• Scrum master/senior scrum master facilitates
ib
Overview
tr
• Daily scrum
is
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal
D
• Not a status meeting
or
• Sprint review – can include Demo
e
• Held at end of sprint
at
• Team, product owner and stakeholders attend, or customers review progress
lic
and give feedback to adapt product
up
• Sprint retrospective
• Team identifies improvements to performance and collaboration
D
ot
N
o
D

84
Agile
e
Ceremonies
ut
ib
tr
• Product strategy meeting – product owner shares product vision
is
D
• Daily standup or standup
• Team status meeting
or
We've discussed the
ceremonies over the last • 5 to 15 minutes, timeboxed
• Not necessarily daily
e
few slides. Do you use
at
them in your
organization? How • Backlog refinement
lic
effective do they seem to • Product owner prioritizes items on backlog
be to you?
up
• Project retrospective
D
• Held at the end of a project to review work and processes
• Like lessons learned
ot
N
o
D

85
ECO Coverage
e
ut
ib
tr
is
D
2.13 Determine appropriate project methodology/
or
methods and practices
• Assess project needs, complexity and magnitude
e
at
(2.13.1)
• Recommend project execution strategy (e.g.,
lic
contracting, financing) (2.13.2)
up
• Recommend a project methodology/approach
(i.e., predictive, adaptive, hybrid) (2.13.3)
D
ot
N
o
D
86
e
ut
ib
tr
is
D
or
e
End of Lesson 2
at
lic
up
D
ot
N
o
D
87

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e

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Identify and engage stakeholders early to

avoid surprises later in the project!

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• 3D grid — Stakeholder “cube”

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information presented is appropriate

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Lead, business High profile tenants, excellent Organizational learning; leadership

9 Tenants External Income source bespoke spaces high quality Neutral

Oasestown Community Community group operating in

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• Use the same quadrant labels, but

change the axis labels

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up Friendly or competitive for resources —

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• Posters and advertising

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C – Current engagement level | D – Desired engagement level

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• Investigate alternatives (e.g., communication

tools, colocation) for virtual team member

leadership “power skills”

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• A definition of done (DoD) may be specified for the project, in

addition to iteration outputs

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• Example: SLC is the living room of Oasestown!

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can serve as project charter.

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• Include high-level items from the project

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external stakeholders (1.12.1)

• Establish an environment that fosters adherence to