Support Project Team

e
ut
ib
tr
is
LESSON 5
D
SUPPORT
or
PROJECT TEAM
e
PERFORMANCE
at
• Implement Ongoing
lic
Improvements
up
• Support Performance
• Evaluate Project Progress D
• Manage Issues and
ot
Impediments
N
• Manage Changes
o
D
Version 3.1 | 2023 Release Copyright 2023©Copyright 2023© Project

Project Management Management
Institute, Inc. All Institute, Inc. All rights reserved.
rights reserved.
This material is being provided as
This material is being provided as part of a PMI® course. part of a PMI® course.
Licensed For Use Only By: Miguel Angel Karam Enriquez 8240661 Apr 14 2023 10:06PM
Learning Objectives
e
ut
ib
• Explain the various methods for implementing improvement.
tr
is
• Explain the various methods for performance measurement.
D
• Compare these methods with a focus on communication and accountability.
or
• Identify the methods for implementing a project and the issues and impediments that arise
during a project.
e
at
• Describe the methods for implementing changes during a project.
lic
up
D
ot
N
o
D
Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
2
e
ut
ib
tr
is
D
or
Implement Ongoing Improvements
e
at
TOPIC A
lic
up
D
ot
N
o
D
Continuous Improvement
e
(CI)
ut
ib
tr
• An ongoing effort to improve products,
is
services or processes through small,
incremental improvements or large
D
breakthroughs
or
• A business strategy developed at the
organizational level for projects to adopt and
e
use
at
• Typically implemented by an organization’s
lic
PMO and/or a “structured learning” approach
or CI framework such as Agile or Six Sigma
up
D
ot
N
o
D

4
Kaizen
e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

5
Assess
e
Current CI
ut
Methods
ib
tr
• Is the lessons learned register up to date? Is the team having regular
is
retrospectives? Are team members Lean Six Sigma or certified in an
How well are the team agile method?
D
and organization
• Do they know about Kaizen, Lean, Crystal Methods or Capability
or
equipped for CI?
Maturity Model Integration (CMMI)?
e
• Also check the process improvement plan and the project
at
management plan!
lic
up
Use the risk register to assess current CI measures. It includes how the
D team is prepared to act to address threats to project quality, so it can be a
helpful way of assessing current CI measures.
ot
N
o
D

6
Conduct
e
Retrospectives • Prepare topics for inspiration Went Need to
ut
• On a board, make two columns: Well Improve
ib
Review and “What Went Well” and “What Could
tr
Improve Methods Be Improved”
is
• Ask attendees to add items to • On-time • Retrospective
D
these lists completion method
• Keep
• Allow each participant to identify
or
workspace
the reason for the improvement tidy
e
• Decide common items that need
at
improvement and mark them
lic
• Narrow the list to those
improvement areas that will bring
up
value in the next sprint
• Get team consensus on the plan
D
improvement
ot
• Update these tasks on the backlog

N
after a discussion with the product

owner
o
D
• Implement changes Copyright 2023© Project Management Institute, Inc. All rights reserved.
7
Improve Your
e
Improvement
ut
Methods
ib
In addition to using the lessons learned register and retrospectives
tr
properly, try:
is
D
Experiments
or
• Use A/B testing and team feedback to identify improvements
e
• Experiments provide a way to improve team efficiency and
at
effectiveness
lic
• Apply controls — do them one at a time — to isolate the results
up
D
Pareto chart, or the 80/20 rule
• Directs efforts where they can make the biggest impact
ot
• Takes a big problem and breaks it down into smaller pieces

N
o
D

8
Update
e
Processes
ut
and Standards
ib
tr
is
D
Use what you learned from successful experimentation to fashion and
recommend CI steps
or
Can lessons learned at the project level apply to the organization's
e
continuous improvement process?
at
lic
If so, escalate these lessons as an opportunity for adoption at the
organizational level
up
D
ot
N
o
D

9
Interactive/Discussion
e
ut
ib
tr
is
D
What are improvement procedures in your
or
organization?
e
What methods do you use?
at
lic
up
D
ot
N
o
D

10
Lead With an
e
Improvement Mindset
ut
ib
tr
• Educate yourself
is
• Encourage a “fail fast” mindset
D
• Identify material improvements, training,
or
processes or equipment
e
• Measure the effect of any change
at
• Then repeat!
lic
up
D
ot
N
o
D

11
Topics Covered
e
ut
ib
tr
is
D
or
Continuous Improvement
e
• Plan continuous improvement methods,
at
procedures and tools
lic
• Assess CI framework
up
• Plan CI methods, procedures, tools
• Recommend/Execute CI steps D
ot
N
o
D
12
e
ut
ib
tr
is
D
or
Support Performance
e
at
TOPIC B
lic
up
D
ot
N
o
D
13
Project Team
e
Leadership
ut
Objectives
ib
tr
is
D
Communicate (and re-communicate) the project’s
or
objectives
e
Ensure fluid knowledge-sharing, a continued
at
healthy dynamic on the team, welcome new team
lic
members, realign the team.
up
Focus the team on delivering value
D
ot
N
o
D

14
Manage with
e
Objectives,
ut
Use clear and effective communication with clear objectives throughout
the life cycle for a more productive and driven team.
Tolerances,
ib
tr
Thresholds
is
Know the thresholds and tolerance levels that enable you to effectively
manage a variation without needing to escalate.
D
or
Applies to:
• Budget
e
at
• Schedule
• Quality
lic
AUTHORITY • Nonfunctional requirements
up
Responsible
Stakeholders
D
TOLERANCE
ot
Project
Team
N
PROBLEM
o
D

15
The Project Manager’s Role
e
Centralized Model
ut
ib
PROJECT
tr
MANAGER
is
• Ensures alignment of due dates — project • Measures and monitors progress, and takes
D
deliverables, project life cycle and benefits appropriate action
or
realization plan
• Collects, analyzes and communicates project
• Provides a project management plan
e
information to relevant stakeholders
at
• Ensures creation and use of appropriate • Ensures completion of all project work and
lic
knowledge to/from the project formally closes each phase, contract and the
project as a whole
up
• Manages project performance and changes to
project activities D • Manages phase transitions when necessary
• Makes integrated decisions about key
ot
changes that impact the project These tasks cannot be delegated.
N
o
D

16
Team Roles and Responsibilities to Support Performance
e
Review Exercise
ut
ib
tr
is
PROJECT project manager
In this hybrid project, the __________________oversees project
D
MANAGER
management plan integration, but delegates control of detailed product
product owner
planning and delivery to the ________________.
or
e
project manager focuses on building a cross-functional team, a
The _________________
at
collaborative decision-making environment and ensuring the team can
respond to changes.
lic
up
scrum master/agile coach
The process role of ___________________________ helps the team to
SCRUM understand the agile mindset and use scrum processes. To develop the
D
MASTER /
AGILE COACH team is the local domain expert that plans how to do
SLC product, the ______
product owner looks after value creation.
the work and the _______________
ot
N
PRODUCT
o
OWNER
D

17
Optimize
e
Communication
ut
ib
• Use retrospectives purposefully — discuss how to improve ways of
tr
working
is
• Communicate in both group and face-to-face settings — especially
D
important for remote or virtual teams
or
• Make communication positive and regular with internal and external
team members and stakeholders
e
• Use technology and tools; get feedback about them and tailor for
at
optimization
lic
up
D
Where did the team record expectations about communication?
ot
In the team charter!

N
o
D

18
Use Feedback to Support
e
High Performance
ut
ib
tr
• Feedback is crucial for any team, using
is
any method, in any environment
D
• Communicate in detail about technical
and “soft” performance aspects
or
• Use appropriate methods — e.g., public
e
or private, individual or group, written or
at
verbal
lic
• Give feedback in a timely manner
up
• Request feedback regularly, as and
when needed
D
ot
N
o
D

19
Support Team Task
e
Accountability
ut
ib
tr
Encourage team members to self-organize
is
in determining:
D
• What work needs to be done
• How to perform the work
or
• Who should perform it
e
at
Use kanban boards to promote visibility
and collaboration.
lic
Agile teams commit to performing work
up
listed on a backlog during an iteration.
D
ot
N
o
D

20
Show Roles and
e
Responsibilities
ut
Responsibility assignment matrix (RAM):
• Describes participation by various project roles in completing work or
ib
RAM/RACI deliverables
tr
• Clarifies roles and responsibilities
is
D
Uses RACI nomenclature:
or
Some accountabilities • Responsible: Does the work
are set and
e
• Accountable: Approves completion
at
nontransferable, even on
agile teams. Can anyone • Consult: Gives expert opinion
lic
give an example? • Inform: Kept up to date
up
Project manager creates RAM/RACI.
D
Project manager or team lead works with team to make decisions
ot
about roles and responsibilities.

N
o
D

21
Curate Knowledge as an
e
Asset
ut
ib
tr
Document explicit knowledge for archival
is
and sharing.
D
Encourage individuals to share tacit
or
knowledge and collaborate.
e
Treat knowledge as an asset to the team
at
and organization.
lic
up
D
ot
N
o
D

22
Incorporate Knowledge
e
Transfer Opportunities
ut
ib
tr
• Networking
is
D
• Special interest groups — e.g.,
Communities of Practice
or
• Meetings, seminars or other in-person
e
and virtual events
at
• Training
lic
• Work/job shadowing
up
D
ot
N
o
D

23
Knowledge
e
Management
ut
Individual
ib
Three Levels What do team
tr
members need to Acquire required knowledge through research and
is
know to perform collaboration with other team members
D
project work?
or
Project
e
What’s required to
at
Transfer knowledge from other projects and
achieve project consult the project management office (PMO)
lic
goals?
up
Organization
D
What’s required to Adapt knowledge from other programs/portfolios
and tailor
ot
manage programs
or portfolios?
N
o
D

24
Learn the
e
Right Way to
ut
Motivate Your
ib
DO DON’T
tr
Team
is
• Inspire and motivate yourself • Overwhelm with meetings and
D
and the team – provide work interruptions
or
opportunities, not obligations
• Distract with non-project work
e
• Give virtual teams constant
at
and regular contact • Force group activities
lic
• Provide appropriate training
up
opportunities
D
• Try self-assessment and
ot
reflective moments for
N
professional growth
o
D

25
Continuously
e
Realign Team
ut
Efforts with
ib
tr
Value Delivery Prioritize team cohesion and focus on value delivery
is
D
As team members or external parties join or depart, or during change or
disruption, support the team as it realigns itself
or
• Welcome each new member as a potential source of new knowledge
e
and motivation
at
• Ensure shared understanding of project goals and agreements
lic
Tuckman’s ladder
up
• Collaborate to find out how they can add value
• Navigate disruptions and conflict constructively

D
ot
N
o
D

This material is being provided as part of a PMI® course. 26
Check on Artifact
e
Maintenance
ut
ib
tr
is
• Make it part of regular quality checks
D
• Keep file storage organized and
or
versioned
• Ensure compliance with data protection
e
and security mandates
at
• Maintain artifacts in preparation for
lic
archiving during project closure
up
D
ot
N
o
D

27
ECO Coverage
e
ut
2.2 Manage communications
ib
• Communicate project information and updates effectively (2.2.3)
tr
• Confirm communication is understood and feedback is received (2.2.4)
is
1.4 Empower team members and stakeholders
D
Support team task accountability (1.4.2)
• Evaluate demonstration of task accountability (1.4.3)
or
1.6 Build a team
e
• Continuously assess and refresh team skills to meet project needs (1.6.3)
at
• Maintain team and knowledge transfer (1.6.4)
lic
1.11 Engage and support virtual teams
• Continually evaluate effectiveness of virtual team member engagement (1.11.4)
up
2.11 Manage project artifacts
• Continually assess the effectiveness of the management of the project artifacts (2.12.3)
D
2.13 Determine appropriate project methodology/methods and practices
ot
• Use iterative, incremental practices throughout the project life cycle (e.g., lessons learned,
N
key stakeholder engagement, risk) (2.13.4)

o
D
28
e
ut
ib
tr
is
D
or
Evaluate Project Progress
e
at
TOPIC C
lic
up
D
ot
N
o
D
29
Guidelines to
e
Tailor performance measurement to the project context and stakeholders:
Measuring
ut
• Scope
Performance
ib
• Percentage of work completed
tr
• Change requests
is
• Schedule
“Only Measure
D
• Actual duration of work against projected start and finish dates
What Matters” •
or
Budget
• Actual costs
- John Doerr • Check procurements are sufficient for needs
e
at
• Resources
lic
• Team allocations/availability/procurement
• Performance appraisals – team, including vendors
up
• Contract management
• Quality
D
• Technical performance
ot
• Defects
N
• Risk
• Risk register
o
D

30
Report on Milestone schedule High-level visualization of progress on
e
work against planned dates
Performance
ut
Quality reports Charts and reports based on the
ib
Tailor If quality metrics collected
tr
Required Earned value management (EVM) Graphs and values based on EVM
is
reports equations
D
Variance analysis reports Graphs and their analysis comparing
or
actual results to expected results.
Work performance reports Physical or electronic representation
e
at
of work performance information
compiled in project documents,
lic
intended to generate decisions,
up
actions, or awareness.
Dashboards
D Physical or electronic progress
summaries, usually with visuals or
ot
graphics to represent the larger data
set
N
o
D

31
Monitor Scope
e
Description of Scope Method
ut
ib
Scope baseline is:
• Approved version of the project scope
tr
Measure completion of project
statement
is
scope against the scope baseline.
• Work breakdown structure (WBS)
D
• Associated WBS dictionary
or
Scope evolves from:
e
• Initial product roadmap to
at
• Release backlog to Check user stories and DoD
lic
• Iteration backlogs against customer feedback and
up
Backlogs (including product features and product requirements
functions and user stories) reflect identified,
D
updated and reprioritized product needs
ot
N
Any combination of the above

o
D

Scope Validation
e
Customer Accepts Completed Deliverables
ut
ib
In a predictive development approach, which
tr
artifact helps determine the acceptance criteria?
is
D
a. Responsibility traceability matrix
Acceptance criteria
b. Scope statement
or
c. Team charter
d. Stakeholder engagement plan
e
• Definition of ready (DoR)
at
• Definition of done (DoD)
lic
• Acceptance criteria In an adaptive development approach, what
• Iteration reviews
up
helps determine that the acceptance criteria
for user stories has been met?
D
Any combination of the above a. Product roadmap
ot
b. Definition of done
c. Release plan
N
d. Kanban board
o
D

33
Measure Schedule Performance
e
Methods
ut
ib
tr
is
Gantt charts: Schedule performance tracking over time
D
or
Earned value: Cost and effort performance tracking against planned value (PV)
e
Quality metrics: Track quality deliverables, defects and acceptable output
at
Variance analysis: Shows where the project is against where it should be
lic
up
• Compare work delivered and accepted to estimations for the current iteration/sprint
• Review completed work in regular sprint demos
D
• Determine production, validation, and acceptance rates for deliverables in
ot
retrospectives
N
• Conduct scheduled reviews to record retrospective discoveries

o
D

34
Schedule Management
e
Tools
ut
ib
tr
• Adjust schedule to reflect resource
is
supply/demand
D
• Use smoothing and leveling
or
• Use schedule compression techniques,
e
including fast tracking and crashing
at
lic
up
D
ot
N
o
D

35
Visualize
e
Performance
ut
ib
• Display visuals or graphics on team dashboards (electronic or physical)
tr
• Show product backlog progress on burndown and burnup charts
is
• Display project data and progress on graphic information radiators in
Show committed versus
D
completed work prominent places
or
• Measure performance with lead and cycle times with a cumulative flow
diagram
e
at
• Agile approaches may use kanban or task boards to visualize project
lic
work
up
• Continuous flow approaches include throughput, cycle time and lead
Dtime
• Timeboxed approaches include velocity
ot
N
o
D

36
Information
e
Radiators
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

37
Burn Charts
e
Burndown (Iteration)
ut
ib
tr
is
• Tracks the work to be completed in the iteration
D
• Used to analyze variance to ideal burndown of work committed to during planning
or
200
e
180
Diagonal line is
at
160
ideal burndown
lic
140
against which
daily actual 120
up
remaining is 100
charted. 80
D
60
ot
40
20
N
0
June 1 June 2 June 3 June 4 June 5 June 6 June 7 June 8 June 9 June 10 June 11 June 12 June 13 June 14 June 15 June 16 June 18 June 19 June 20
o
D

38
Burn Charts
e
Burnup (Release)
ut
ib
aka Feature Complete Graph
tr
in feature-driven development (FDD)
is
D
or
140
• Show accumulated 120
progress of completed
e
100
at
work 80
lic
• Update after each 60
iteration 40
up
20
D 0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8
ot
Total
Completed
N
o
D

Task Board
e
Work in Progress
ut
To Do (WIP) Done
ib
Item B
tr
Item A Item C
Estimate:
is
Estimate: Estimate:
8
• Organize work into tasks on cards 4 6
D
Actual: 8
• Display task information at every stage
or
of the workflow Item D
Item F
Estimate:
• Tailor your task board workflow stages Estimate: 18
e
2
at
Item J
Item E
lic
Task board types include Kanban, Estimate:
Estimate:
to-do lists, procedure checklists 1
up
8
and scrum boards Unplanned
D Item G
ot
Estimate: 20
N
o
D

40
Estimate Velocity
e
ut
Aim for Constant Rate
ib
(with optional discussion) Velocity Chart
velocity: 90.44
tr
1k
is
• Team’s estimated rate of progress of
D
completed work
or
• Calculate by estimating number of story 100
points that can be completed during an
e
iteration
at
• Then modify during subsequent
lic
iterations 10
up
• Goal: Achieve constant velocity from one
iteration to the next D
ot
Velocity is a unique metric to a 1
project; it can’t be used to 14 Jan 21 Jan 28 Jan 04 Feb 11 Feb 18 Feb 25 Feb 03 Mar 10 Mar 11 Mar
N
compare the performance of

o
teams.
D

41
Continuous Flow Diagram
e
ut
Measure Throughput, Lead
ib
and Cycle Time
The Cumulative Flow Diagram
tr
is
Done BACKLOG
D
Started
• WIP - Measure of work in progress but Queued
not completed
or
• Lead time - Length of time work item
e
goes through entire process WIP
at
• Cycle time - Length of time work item is
lic
being worked on CYCLE TIME
up
• Throughput - Number of items entering
or exiting the system D LEAD TIME
ot
N
o
D

42
Budget Challenges
e
ut
ib
tr
• New/changed project requirements
is
• New risks, or changes to the
D
probabilities or impacts of existing risks
or
• Changes to cost estimates
e
at
lic
up
D
ot
N
o
D

43
Earned Value
e
Management
ut
(EVM)
ib
tr
is
D
• Measure project progress by comparing actual schedule and cost
or
performance against planned performance, per the schedule and cost
baselines
e
at
• Evaluate progress of schedule and budget
lic
• Prevent further degradation of budget or schedule
up
D
ot
N
o
D

44
Earned Value Management (EVM)
e
Visual
ut
ib
tr
VARIABLES
EV = % work complete to date x budgeted cost
is
Planned Value
D
The authorized budget
PV assigned to scheduled work 400
or
Earned Value
e
300
The measure of work
at
performed expressed in
EV
$ (K)
terms of the budget
lic
authorized for that work 200
up
Actual Cost
The realized cost incurred
D
A for the work performed on 100
C an activity during a specific

ot
time period
0
N
Planned Value (PV)

Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC)
o
Time (months)
D

45
EVM Measures for Schedule Control
e
ut
ib
tr
Is the project progressing on How efficiently is the team working?
is
schedule?
D
Schedule performance index measures
efficiency by calculating the ratio of EV to PV
or
Schedule variance measures performance
– by calculating the difference between EV
e
and PV SPI = EV / PV
at
lic
SV = EV - PV
up
project BEHIND project project BEHIND project
schedule D AHEAD of schedule AHEAD of
schedule schedule
ot
SV value = 0 SPI value = 1.0
N
project on schedule project on schedule

o
D

46
EVM Measures for Cost Control
e
ut
ib
Is the project on budget? How efficient is my project?
tr
is
Calculate cost variance (CV) to find the current Calculate cost performance index (CPI) to
D
amount of budget deficit/surplus measure the cost efficiency of budgeted resources
or
(CPI = EV / AC)
e
CV = EV - AC
at
lic
up
project OVER project UNDER project OVER project UNDER
budget budget budget budget
D
CV value = 0
ot
CPI value = 1.0
project on budget project on budget
N
o
D

47
EAC/ETC
e
Analysis
ut
ib
What will the project cost in How much more cost is required
tr
total? to complete the remainder of the
is
project?
D
Use Estimate At Completion
(EAC) Use Estimate To Complete (ETC)
or
Based on:
Based on:
e
Are more funds • CPI
• CPI: current spending efficiency
at
required? • AC – actual cost
• BAC: budget at completion
lic
Formula
up
Formula
BAC
D EAC =
CPI ETC = EAC - AC
ot
N
o
D

48
EVM
e
ut
Example Process:
ib
1. Establish a performance measurement
tr
Enables comparison of release baseline (PMB) to create a reference point for the
is
plan against the actual work done metric
D
2. Answer three questions:
Helps teams spot any problem
or
• How many iterations are planned?
areas and ensure they stay on
• How many story points are there?
e
schedule and within budget.
• What is the release budget?
at
lic
3. Collect data at the end of every iteration:
• Planned value (PV): Budget for planned
up
work in an iteration
D • Earned value (EV): Budget for completed
work in an iteration
ot
• Actual cost (AC): Actual cost incurred to

N
complete an iteration deliverable

o
D

49
Manage and Lead
e
Resources
ut
ib
tr
• Include team and external contractors
is
• Monitor for risks — e.g., cost overruns,
D
schedule delays or potential disputes
or
• Conduct checks on contracts:
• Procurement process compliance
e
• Periodic progress or activity reports
at
• Required advance notification and
lic
acknowledgment to suppliers
• Formal acceptance of contracted
up
deliverables
• Notify accounts payable of completed
D Consult the communications management
work so that payments can be made plan and contract terms and conditions for
ot
vendor/supplier working provisions.

N
o
D

50
Physical
e
Resource
ut
Management
ib
• Means physical resources (not human)
tr
• Equipment
is
• Materials
D
• Facilities
or
• Infrastructure
e
• Ensures assigned resources are available “just in time” (JIT) and released
at
when no longer needed
lic
• Ensures physical resources assigned are available as planned
up
• Monitors planned vs actual utilization of resources
D
• Performs processes throughout the project
ot
N
o
D

51
Update
e
Resource
ut
Allocation
ib
• What has been used to date?
tr
• What is still needed?
is
D
• Review performance usage to date, including:
• Monitoring expenditures
or
• Identifying and dealing with resource shortage/surplus in a timely
e
manner
at
• Ensuring resource use and release
lic
• Informing stakeholders of issues with relevant resources
• Influencing factors that can create changes in resource utilization
up
• Managing changes as they occur
D
• Changes that impact schedule or cost baselines must be approved
ot
through Perform Integrated Change Control.

N
o
D

52
Handle Contract Changes
e
and Disputes
ut
ib
tr
is
When change is required, follow your
D
project’s change process:
or
Perform Integrated Change
e
Control
at
lic
Backlog reprioritization
For contract disputes, consult OPAs and

up
the contractual agreement first
D
ot
N
o
D

53
Quality Management
e
Guidelines
ut
ib
tr
is
• Assess quality of project approaches
and activities
D
• Evaluate deliverable quality through
or
inspection and testing
e
• Evaluate quality of project activities and
at
processes through reviews and audits
lic
• Focus on detecting and preventing
errors and defects
up
D
ot
N
o
D

54
Evaluate and Manage Quality
e
ut
• Project manager uses Control Quality process to:
ib
• Verify that deliverables meet functional and nonfunctional requirements
tr
• Identify and suggest improvements
is
• Verify alignment with compliance requirements
D
• Give feedback on any identified variances
or
• Identify potential approaches to cure defects or other noncompliance
• And continuously monitors quality reports and recommendations!
e
at
• Team, customer and product owner are responsible for setting and meeting
lic
quality goals and metrics
up
• Feedback from iterations continuously monitor quality
• Measure performance of quality with:
D
• Service-level agreements (SLAs)
ot
• KPIs
• Contractual measures
N
• Quality methods/frameworks — e.g., Lean Six Sigma

o
D

55
Quality Audit*
e
ut
ib
tr
May be scheduled or conducted ad hoc
is
D
Topics include:
• Quality management policy
or
• Collection and use of information
e
• Analytical methods
at
• Cost of quality
lic
• Quality process design
up
D Use audits to enhance or formalize the quality
management complement in adaptive development
ot
approaches.
N
o
D

56
Control
e
Quality Tools
ut
Data gathering
ib
• Checklists/check sheets
tr
• Statistical sampling
is
• Questionnaires and surveys
D
Data analysis
or
• Performance reviews
• Root cause analysis
e
at
Data representation
lic
• Cause-and-effect diagram
• Scatter diagrams
up
• Control charts
D
• Histograms
• Pareto chart
ot
N
o
D

57
Control Quality Process
e
ut
Example
ib
tr
1. Use check sheets to collect data
is
2. Plot data on a histogram
D
3. Understand the significant ones using
or
the Pareto chart (80/20 rule)
e
4. Use the cause-and-effect analysis on the
at
chosen problems/solutions
lic
5. Finally, perform a scatter analysis to
understand the correlation
up
D
ot
N
o
D

58
Data
e
Visualization
ut
ib
Quality Tool -
tr
Cause and
is
Effect Diagram
D
or
Break down the problem
e
statement to identify
at
causes in discrete
lic
branches
Keep asking “why” to
up
help identify the main or
root cause of the D - Kaoru
problem Ishikawa
ot
N
Example fishbone diagram (aka Ishikawa or Why-Why)

o
D

59
Data
e
Visualization
ut
Quality Tool
ib
tr
QUALITY CHARACTERISTICS
Scatter Diagram
is
D
or
Shows the relationship
e
between two variables
at
Demonstrates
lic
relationships among any
element of a process,
up
environment, or activity
on one axis and a quality D
defect on the other
ot
N
PROCESS INPUT
o
D

60
Data Visualization Quality
e
Tool
ut
ib
Control Chart
tr
is
D
• A tool used to determine the predictability, SPECIFICATION LIMIT
or
behavior and stability of a process over time CONTROL LIMIT
• Ideal for repetitive processes with predictable
e
MEAN
results
at
• Shows a mean and established control
lic
limits and specification limits
up
• Follow the “rule of seven” = investigate
increases/decreases of seven consecutive
D
points, indicating a trend/potential issue
ot
N
o
D

61
Data
Visualization
e
100%
ut
Quality Tools 90%
ib
Histogram and
oResults of Oasestown Residents Survey
tr
80%
Pareto Chart
is
70%
D
• A Pareto chart is a 60%
or
type of histogram
50%
e
• Uses 80/20 rule
at
40% 44
• Demonstrates More trees,
lic
frequency of problem improved
30% Less road landscaping
occurrence
up
traffic New play- Better
• Analyzes data sets D 20%
23 ground community More
related to a specific center space nearby Better
problem or issue, but 10% shops nightlife
ot
14
does not define the 9
0% 6 4
N
root cause of a
problem Local Resident Needs
D

62
Ensure Quality of
e
Processes and Product
ut
ib
tr
is
D
Quality is closely linked to the product
acceptance criteria, as described in the
or
statement of work (SOW) or other design
documents.
e
at
Update these criteria as experimentation
lic
and prioritization occur and then validate
them as part of the acceptance process.
up
D
ot
N
o
D

63
Verify
e
Deliverables
ut
• Project team verifies deliverables based on quality standards and
ib
requirements:
tr
• Quality metrics
is
• Tolerance
D
• The verified deliverables are presented to and accepted (validated) by
or
the customer – resulting in accepted deliverables
e
at
• Measure products and outputs against the project’s quality standards
lic
• Implement corrections and controls when quality standards are neither
met nor within acceptable ranges
up
• Iteration H (agile) – quality assurance cycle
D
• Sprint/iteration review in Scrum
ot
N
o
D

Evaluate and Manage Risk
e
ut
ib
tr
is
Adaptive development approaches
D
incorporate risk management in
iterative and incremental practices.
or
e
Predictive risk management
at
approaches are methodical.
lic
(Optional)
up
Can you identify some typical risk
management practices or use cases D
for each approach?
ot
N
o
D

65
Monitor Risks
e
ut
GUIDELINES QUESTIONS TO ASK
ib
• Enable decision-making based • Are project assumptions still
tr
on current information about valid?
is
overall risk exposure and
• Have risks changed or been
D
individual risks
retired?
or
• Continuously monitor status,
• Are risk management policies
probability and impact
and procedures being followed?
e
• Identify new risks
at
• Have contingency reserves
• Reassess current risks
lic
been modified?
• Close outdated risks • Do we need a risk audit?
up
• Perform on a regular basis
D
• Continuously improve risk
ot
effectiveness
N
o
D

66
Review your
e
Reserves
ut
ib
tr
is
D
Reserve analysis:
or
• Establishes the amount of contingency and management reserves
needed
e
at
• Is performed throughout the project
lic
• Compares amount remaining to determine if adequate
• May be communicated with a burndown chart
up
D
ot
N
o
D

67
Risk Register
e
ut
ib
tr
• Add risks raised during status meetings,
is
standups or daily scrums, iteration
reviews, retrospectives – or even
D
informally – to the risk register
or
• Update newly identified and existing
risks based on the current knowledge
e
and situation
at
lic
Agile teams may use a risk list or
up
log, similar to a risk register
D
ot
N
o
D

68
e
ut
ib
tr
is
D
or
When you think about risks in a project,
which do you think are the most serious?
e
at
lic
How do you know?
up
D
ot
N
o
D

69
Manage
e
Compliance
ut
as the Highest
ib
tr
Priority • Test and validate deliverables (continuously and at project/ phase end)
is
• Identify authorized stakeholders to approve
D
or
• Remediate compliance issues to avoid:
• Negative impact on the timeline
e
• Cost overruns
at
• Increased risks
lic
• Benefits of compliance sign-off:
up
• Early warning of potential threats to compliance
D
• Ability to capture variances and take action
ot
N
o
D

70
Examine Business Value
e
ut
ib
tr
• Connects Ways of Working with
is
Business Acumen
D
• Tailor work processes, approaches and
tools along with leadership skills to
or
examine and improve value delivery
e
at
How often and how well does your
lic
project team really focus efforts on
examining the business value of
up
the project?
D
ot
N
o
D

71
ECO Coverage
e
ut
2.8 Plan and manage scope
ib
• Monitor and validate scope (2.8.3)
tr
2.6 Plan and manage schedule
is
• Measure ongoing progress based on methodology (2.6.4)
D
• Modify schedule, as needed, based on methodology
or
(2.6.5)
• Coordinate with other projects and other operations (2.6.6)
e
2.5 Plan and manage budget and resources
at
• Monitor budget variations and work with governance
lic
process to adjust as necessary (2.5.3)
up
2.1 Execute project with the urgency required to deliver
business value
•
D
Examine the business value throughout the project (2.1.2)
ot
2.7 Plan and manage quality of products/deliverables
•
N
Continually survey project deliverable quality (2.7.3)

• Recommend options for improvement based on quality
o
gaps (2.7.2)
D
72
e
ut
ib
tr
is
D
Manage Project Issues and
or
Impediments
e
at
TOPIC D
lic
up
D
ot
N
o
D
73
Problem Vocabulary
e
ut
Impediments, Obstacles and Blockers
ib
tr
is
Obstacle removal. Since it is the project team Remove obstacles (Step 5 in the Process for
D
who generates the majority of business value, Leading Change)
or
a critical role for the servant leader is to
maximize delivery by removing impediments All change comes with obstacles. Sometimes
e
to their progress. This includes solving the obstacles are outdated processes,
at
problems and removing obstacles that may sometimes they are based on the
lic
be hampering the project team’s work. By organizational structure, and sometimes they
solving or easing these impediments, the are people resistant to change. Regardless, all
up
obstacles need to be addressed.
project team can deliver value to the business
faster. D - PMBOK® Guide – 7th Edition
ot
‘Impediment’ and ‘blocker’ are synonyms; they both mean, “an

N
obstacle that prevents the team from achieving its objectives.”

o
D

74
Issue or
e
Impediment?
ut
• Issue: A condition or situation that may have an impact on the project
Just Solve the
ib
objectives.
tr
Problem!
• Impediment: An obstacle that prevents the team from achieving its
is
objectives. Also known as a blocker.
D
or
e
Predictive teams use the term issue log
at
lic
Adaptive teams tend to use an impediment log.
up
D This term is related to Scrum.
ot
N
o
D

75
Risks and
e
Issues
ut
ib
tr
• Focused on the future
is
• Can be positive or negative
D
RISKS
• Are documented in the risk register
or
• Response is called a “risk response”
e
at
• Focused on the present
lic
ISSUES*
• Will always be negative
up
• Are documented in the issue log
D • Response is called a “workaround”
ot
N
o
D

76
Issues
e
ut
ib
QUALITY RISK
tr
is
SCHEDULE
D
COMMUNICATIONS CONTROL
or
PRONE TO
e
ISSUES COST
at
PROCUREMENT CONTROL
lic
up
SCOPE CHANGE PROJECT VARIANCE
D CONTROL ANALYSIS
ot
N
o
D

77
Issue
e
Resolution
ut
• As issues arise, promptly add • Discuss issues at every status meeting
ib
Guidelines them to the issue log.
• Limit open issues to a manageable
tr
• Assign an owner to each issue number
is
D
• Give realistic due dates • Don’t hesitate to escalate if effects are
Track problems, major!
or
inconsistencies or
conflicts and conduct
e
investigation towards
at
ID Description Opened Due Date Priority Owner Response Status Comments
resolution
lic
Tasks are on
15 Jan 01 Feb
25 Truck strike High A. Fen TBD Open the critical
20xx 20xx
path
up
Glazing Looking into
D 15 Jan 01 Feb Gen
26 service Med working open another
20XX 20xx Contractor
down supplier
ot
Risks board
Josie Bynoe 15 Jan 01 Feb withholding
N
27 High A. Fen working open

dissatisfied 20xx 20xx operating
funds
o
D

78
Discover and Solve
e
Impediments Using Scrum
ut
ib
tr
is
D
Steps:
• Discover the problem/cause
or
• Solve it. The scrum master is
e
responsible for finding a resolution with
at
concerned parties:
lic
• Often involves dealing with conflict
somewhere in the organization
up
• Resolution can help the
organization grow in agility D
ot
N
o
D

79
Remove Impediments
e
ut
Overview
ib
tr
is
D
• Track impediments
or
• Reprioritize product backlog
• Use daily standup meeting
e
at
• Be a servant leader
lic
up
D
ot
N
o
D

80
Discussion
e
ut
ib
tr
is
D
or
e
How does your team solve
at
problems?
lic
up
D
ot
N
o
D

81
ECO Coverage
e
ut
ib
2.15 Manage project issues
tr
• Recognize when a risk becomes an issue (2.15.1)
• Attack the issue with the optimal actions to
is
achieve project success (2.15.2)
D
• Collaborate with relevant stakeholders on the
or
approach to resolve the issues (2.15.3)
1.7 Address and remove impediments, obstacles, and
e
at
blockers for the team
• Determine critical impediments, obstacles, and
lic
blockers for the team (1.7.1)
• Prioritize critical impediments, obstacles, and
up
blockers for the team (1.7.2)
• Use network to implement solutions to remove
D
impediments, obstacles, and blockers for the team
ot
(1.7.3)
• Re-assess continually to ensure impediments,
N
obstacles and blockers for the team are being

addressed (1.7.4)
o
D
82
e
ut
ib
tr
is
D
or
Manage Project Changes
e
at
TOPIC E
lic
up
D
ot
N
o
D
83
e
ut
ib
tr
is
• What constitutes a change in a
D
project?
or
• Can a change can come from
e
anywhere?
at
lic
• How does the life cycle and
development approach affect
up
our response to change?
D
ot
N
o
D

84
Causes of Project
e
Changes
ut
ib
tr
• Inaccurate initial estimates
is
• New regulations
D
• Missed requirements
or
• Specification changes
e
at
Are any of these also causes of
lic
changes in adaptive projects?
up
D
ot
N
o
D

85
Be a
e
a. Be a diligent, respectful and caring steward
Changemaker
ut
b. Recognize, evaluate and respond to system interactions
and a Change
ib
tr
Leader c. Navigate complexity
is
d. Create a collaborative project team environment
D
e. Demonstrate leadership behaviors
or
f. Optimize risk responses
e
at
g. Effectively engage with stakeholders
lic
h. Tailor based on context
Which of the project
up
management principles i. Embrace adaptability and resiliency
deal with the subject of D
j. Focus on value
change?
ot
k. Build quality into processes and deliverables
N
l. Enable change to achieve the envisioned future state

o
D

86
Monitor
e
ut
the External
ib
Business Change can bring negatives as well as positives, such as opportunities to
tr
Environment add or extend value!
is
D
• Monitor the external environment
or
• Remain vigilant for threats
•
e
Constantly update the risk register and thresholds
at
• Use tools
lic
• PESTLE
up
D • TECOP
• VUCA
ot
N
o
D

87
Manage Change
e
Overview and Controls
ut
ib
tr
Overview Controls
is
Perform Integrated Change
D
• Perform Integrated Change Control process
Control linear process • Change request process
or
• Change control board (CCB)
• Artifact management (updates)
e
at
Feedback and development •
lic
Product owner role - key decision maker and runs backlog
cycle • Everyone participates in backlog refinement
up
• Use demos to understand requirements
D • No changes allowed during a sprint
ot
Any of the above

N
o
D

88
Change Management Process Flowchart
e
ut
Change
ib
Change initiators Log change request
request form
tr
Send rejection notice
is
Change request
passes filter?
D
Rejected
or
Accepted
e
Deliverable
No
at
affected?
lic
Yes
up
Prepare impact statement
Rebalance the project

D Minor impact - Moderate impact - PM Major impact PM, sponsor
PM reviews & stakeholder review and stakeholder review
ot
N
Yes No
o
Build and communicate Change

Execute the change authorized?
the change
D

89
Change
e
Requests
ut
ib
Four Types
tr
• Corrective action - Adjusts the performance of the project
is
work with the project management plan
D
or
• Preventive action - Ensures future performance of the project
work with the project management plan
e
Can you think of
at
examples of each kind
lic
for the Shawpe project? • Defect repair - Modifies a nonconformance within the project
up
• A change - Modifies a project baseline
D
ot
N
o
D

90
Change
e
Control
ut
Systems
ib
tr
Change
is
Control Board
D
Forms, tracking methods, processes, and approval levels required for
or
authorizing or rejecting requested changes.
e
at
One approval level may be the Change control board (CCB) which
handles some change requests based on the approval levels
lic
documented in the change management plan.
up
D
ot
N
o
D

91
Manage
e
Contract
ut
Changes and
ib
tr
Resolve
is
Problems
D
• Work with the vendor to manage contract changes
or
• Work with partners in the organization (procurement, finance, functional
departments) and take action within the project manager’s or team’s
e
at
domain/threshold
lic
• Legal problems that are serious enough to cause issues may need
expert help
up
D
ot
N
o
D

92
Contract
e
Change
ut
Control
ib
tr
System
is
• Might be a component of the integrated change control or a separate
D
organizational system
The system used to
• Specifically dedicated to control contract changes
or
collect, track, adjudicate
and communicate • Specifies contract change
e
changes to a contract • Includes documentation, dispute-resolution processes and approval
at
levels
lic
up
D
ot
N
o
D

93
Types of
e
Contract
ut
Changes
ib
Component Description
tr
Administrative Non-substantive changes, usually about contract
is
changes administration method
D
Substantive change to contract requirements or
Contract modification
or
product requirements
Which kinds of changes
do you think are more
e
Supplemental An additional agreement related to the contract but
at
likely to cause conflict? agreement negotiated separately
Why? How can these be
lic
avoided? Changes made by the buyer through action or
Constructive changes
up
inaction
Termination of contract Vendor default or buyer’s need changes

D
ot
N
o
D

94
Legal
e
Concepts
ut
Legal Issue Description
When
ib
tr
Managing A promise, explicit or implied, that goods or services
is
Warranty will meet a pre-determined standard. The standard
Disputes may cover reliability, fitness for use, and safety.
D
A legally binding provision in which one party in a
or
Seek legal advice if Waiver contract agrees to forfeit a claim without the other
e
the terms of a party becoming liable, even inadvertently.
at
contract have not
been met. Failure to meet some or all the obligations of a
lic
Breach of contract contract. It may result in damages paid to the injured
Negotiate
up
settlements to arrive party, litigation or other ramifications.
at a final equitable D A letter sent to an individual or a business to stop
settlement of all
outstanding issues, Cease and desist (cease) allegedly illegal activities and to not
ot
claims, and disputes (C&D) letter undertake them again (desist). Often used as a
N
by negotiation. warning of impending legal action if it is ignored.

o
D

95
Process,
e
Adjudicate
ut
and
ib
tr
Communicate
is
Claims • Contested changes and potential constructive changes, including:
D
• Lack of agreement on compensation for change
• Lack of agreement that change occurred
or
•
e
If not resolved, handle through alternative dispute resolution (ADR)
at
established in contract
lic
• Settlement through negotiation is preferred
up
• The ”last resort” is litigation
D
ot
N
o
D

96
Update Project
e
Management Plan
ut
ib
tr
is
Based on the scope of changes, you may
D
need to update:
or
• Scope
• Time lines
e
at
• Work packages
lic
• Team member assignments
up
Agile teams might remove lower- D
value deliverables from the scope
to make room for the change.
ot
N
o
D

97
ECO Coverage
e
ut
3.3 Evaluate and address external business
ib
environment changes for impact on scope
tr
• Survey changes to external business environment
is
(e.g., regulations, technology, geopolitical, market)
(3.3.1)
D
• Assess and prioritize impact on project
or
scope/backlog based on changes in external
business environment (3.3.2)
e
• Recommend options for scope/backlog options (e.g.,
at
schedule, cost changes) (3.3.3)
lic
• Continually review external business environment for
impacts on project scope/backlog (3.3.4)
up
2.10 Manage project changes
•
D
Anticipate and embrace the need for change (e.g.,
follow change management practices (2.10.1)
ot
• Execute change management strategy according to

N
the methodology (2.10.3)

•
o
Determine a change response to move the project

D
forward (2.10.4)
98
e
ut
ib
tr
is
D
or
e
End of Lesson 5
at
lic
up
D
ot
N
o
D
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Version 3.1 | 2023 Release Copyright 2023©Copyright 2023© Project

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• Update these tasks on the backlog

after a discussion with the product

• Takes a big problem and breaks it down into smaller pieces

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In the team charter!

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about roles and responsibilities.

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• Navigate disruptions and conflict constructively

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key stakeholder engagement, risk) (2.13.4)

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Any combination of the above

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• Conduct scheduled reviews to record retrospective discoveries

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points that can be completed during an

compare the performance of

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C an activity during a specific

Planned Value (PV)

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project on schedule project on schedule

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• Actual cost (AC): Actual cost incurred to

complete an iteration deliverable

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vendor/supplier working provisions.

Copyright 2023© Project Management Institute, Inc. All rights reserved.

Copyright 2023© Project Management Institute, Inc. All rights reserved.