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1 - Commonly Used Artifacts

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16 views46 pages

1 - Commonly Used Artifacts

Uploaded by

Arthur Lobo
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Commonly used Artifacts in

Project Management
Based on PMBOK 7th edition by Project
Management Institute

Facilitator : Shweta Pandit


STRATEGY ARTIFACTS
Business Case
• Value proposition for the proposed project
• Includes
– Financial Benefits
– Non-Financial Benefits
– Purpose of undertaking the project
Business Model Canvas
• Used in lean-start up situations
• 1-2 page visual summary
– Value proposition
– Infrastructure
– Customer Segments
– Finances
– Channels
• Marketing, Distribution, Supply
Project Brief
• High-level / summarized overview
– Goal of the Project
– Deliverables
– Key processes
Project Charter
• Authorizes a project Manager to utilize the
resources & funds of the organization

• High – level understanding of


– Project Purpose
– Project Description
– Risks
– Assumptions / Constraints
– Stakeholders
– Major Deliverables
– Success criteria
Project Vision Statement
• Meant to inspire the project team so that they
sincerely contribute

• Concise statement of purpose

• Declares what the project team wants to


accomplish with this project

• “Create economic opportunity for every member


of the global workforce.” – LinkedIn
(action) - (deliverable) - (criteria)
• “Design a product catalogue that informs and attracts
new clients”

• “Take to market a copier that is small, inexpensive, and


reliable enough for personal use on a secretary’s desk.”

• “Prepare a prioritized list of low-cost engineering


recommendations that guides the organization to more
energy-efficient operations.”

• “Equipment that stands the test of time”


Product Vision Board
Vision
“The purpose of doing the project actively stated”

Target Segments
Business Goals
“Who would use
Needs Product
the product OR
“How does it
intended service ?”
“What problem does “Functions ?” benefit the business
it solve ?” “Features ?” ?”
“Any indirect
customers ?”
Roadmap
• High-level timeline
– Milestones
– Significant Approvals/Clearances
– Decision Points
– Events
Roadmap
MILESTONE 2 MILESTONE 3 MILESTONE 5

Details Details Details


MILESTONE 1

Details

MILESTONE 4

Details

PROJECT KICK OFF PROJECT END


CURRENT TIMELINE DATE
DD/MM/YYYY
POSITION
DD/MM/YYY
00/00/0000 Y
MAJOR
RISK
MAJOR
RISK
LOGS & REGISTERS
Assumption Logs
• Assumptions are made out of necessity
• Assumption : accepted as certain to happen in
occurrence without proof
• Log file that lists ALL assumptions made in the
project with a track on its validation
Sr. No. Assumption Date of Date of Responsible Observation
Description assumption Validation Person
Change Log
• List the changes
– Requested
– In progress
– Completed
• Track the changes
• Sort the changes
• One – stop to view the changes
Credits: www.projectmanager.com
Issue Log
• Issue: condition or situation that may impact
the project deliverables/objectives.
• Log file lists/ tracks and prioritizes active
issues
Backlog
• ordered list of work to be done
• Pending work is prioritized
• Prioritized work is scheduled for upcoming
cycles/iteration
Backlog To Do In Progress Testing Done
Lessons Learned Register
• To be updated throughout the project cycle
• Lists the tricky situations/
challenges/limitations/ breakthroughs during
the PLC
• Serves as a knowledge addition to the future
projects.
Risk Register
• To be updated in the planning stage at first
• Revised throughout the PLC
• Lists the risks identified, their impacts on
Project & its activities.
Risk Risk P (e) Impact on Impact on Impact on cost Risk
ID scope schedule Response
1 Vendor 0.6 Compromised Delay Additional expense Mitigation.
fails to delivery of $4000 Hedge by
deliver Penalty charged by having 2
client vendors.
Stakeholder Register
• Records the information, contact details,
expectations, influences of external & internal
stakeholders
Proposed way of achieving the target state

PLANS
Project Management Plan
• Describes how the project is to be executed,
monitored & closed.
• Can be a single plan OR may have subsets of
subsidiary plans.
Communication Management Plan
• Different stakeholders may have different
styles of communication that suits.
• Details
– Who will communicate
– To whom will the information be send
– When is the communication required
– How to communicate
Procurement Management Plan
• Subsidiary plan on how the project team will
procure goods & services
HIERARCHY CHARTS
Organization Breakdown Structure
• Project Organization in inverted - tree
structure
– All Roles in the project team
– Reporting structure
Product Breakdown Structure
• Hierarchical structure reflecting products
components & its deliverables
Resource Breakdown Structure
• Hierarchical categorized structure of all the
resources (human + non-human) in the
project
Risk Breakdown Structure
• Hierarchical structure of the risks in a
categorized manner

Project
Technical External Organizational
Management

Funding
Tools related Transport Communication
challenges

Software Regulation may Employee Virtual Team


related change proficiency coordination
Work Breakdown Structure
• Decomposition of all the project work to be
done in the form of manageable tasks
WORK BREAKDOWN STRUCTURE
MAJOR ACTIVITY TASK Sub TASK Work package
1: DESIGN 1.1 HIRE DESIGNER 1.1.1 INTERVIEW Assessment
Results, Shortlists
1.1.2 Onboard & Employee
Induct Agreement
1.2 DEVELOP 1.2.1 Layouts Blueprint of the
DESIGN 1.2.1 Their Drill Design
Down
PROJECT 1.3 FINALIZE THE APPROVED
WORK: DESIGN DESIGN
2: CONSTRUCTION 2.1 Lay Foundation
TOTAL SCOPE
2.2 GND Floor
2.3 Pillar / Slab
2.4 Raise Floors Constructed
Building
2.5 Audit Quality
Certificate
3: ACQUISITION
Credits: www.planacademy.com
Credits: www.planacademy.com
VISUAL DATA & INFORMATION
Affinity Diagram
• Generally preceded by a Brainstorming session
• Observations of a brainstorming session are sorted and grouped together based on
their “affinity”
Brainstorming : Why are operators
leaving job
Affinity Diagram

Credits: www.conceptdraw.com
Cause & effect diagram
Gantt chart
Responsibility Assignment Matrix
(RACI chart)
Use case – user interaction with system
REPORTS
Status Report
• Share the progress with the stakeholders
RAG Reporting system
• RED: The project budget and timescale is beyond 10%
deviation* or scope is carrying unplanned changes.

• AMBER: The project budget or timescale is


approaching 10% deviation* and the scope is within
tolerance.

• GREEN: The project is within tolerance thresholds.

* 10% is the norm. This may change based on the organization’s policy OR client’s
organization policy for project tracking

68
NOTE: Baselines & few other artefacts will be discussed with Project
Performance Domains Module

BASELINES

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