PROJECT

MANAGEMENT
MANAGEMENT
 INDEX

TOPIC 1. Project management figure............................8

1.1. PROJECT MANAGEMENT ......................................................................10
1.1.1. Knowledge of the life cycle of a project, the implementation, the
closure, project management processes and integration management

1.1.2. A Guide to the Fundamentals of Project Management

1.2. PROJECT SCOPE DEFINITION AND MANAGEMENT

OF THE PROJECT...................................................................................19
1.2.1. Context: Cynefin model and Conway's law

1.2.2. Waterfall development and its phases

1.2.3. Processes within a project

1.2.4. Work breakdown structure

1.3. SCHEDULE DEVELOPMENT AND MANAGEMENT

OF THE PROJECT...................................................................................28
1.3.1. Gantt chart and Pert chart

1.3.2. Critical Path Method (CPM)

1.3.3. Earned Value Analysis (EVA)

KEY IDEAS ........................................................................................................41

GLOSSARY .......................................................................................................43

BIBLIOGRAPHY ................................................................................................45

TOPIC 2. Team management........................................47

2.1. TEAM'S WELCOME ................................................................................49
2.1.1. Knowledge of the team through the DISC methodology

2.1.2. Coaching, mentoring and training for a PM. When to use and promote
each of the disciplines
2.2. EVALUATION OF COMPETENCIES .......................................................54
2.2.1. What is a competency-based assessment?

2.2.2. How to evaluate the team by competencies

2.2.3. The wheel of competencies

2.3. TEAM COMMUNICATION........................................................................57

2.3.1. Definition of communication within the project team

2.3.2. Conflict management

2.3.3. Delegation by the PM

2.3.4. Elaboration of responsibility assignment matrix

2.4. REMOTE EQUIPMENT MANAGEMENT .................................................64

2.4.1. Dynamic Governance Systems

2.4.2. The Kaizen method

2.4.3. The most commonly used tools for assigning tasks to teams
in remote Jira

2.5. PROJECT STAKEHOLDER MANAGEMENT ..........................................70

2.5.1. What is stakeholder management?

2.5.2. Processes within stakeholder management

2.5.3. Materiality matrix .................................................................................................72

KEY IDEAS ........................................................................................................75

GLOSSARY .......................................................................................................77
BIBLIOGRAPHY ................................................................................................79

TOPIC 3. Team management and communication.....81

3.1. CREATION OF A COST MANAGEMENT PLAN......................................83

3.2. QUALITY MANAGEMENT IN MANAGEMENT

OF PROJECTS.........................................................................................85
3.2.1. Quality management planning

3.2.2. What is gold plating?

 3.2.3. Prevention before inspection

3.2.4. Quality metrics and their variability

3.3. COMMUNICATION WITH THE TEAM .....................................................93

3.3.1. Planning Project Communications Management

3.3.2. Manage Project Communications

3.3.3. Control Project Communications

3.4. FLOWCHART ...........................................................................................98

3.4.1. Flowcharting and work simplification

3.4.2. Process diagramming and management: benefits

3.4.3. Process diagramming

3.4.4. Model and flowchart

3.4.5. How to create a diagram (Case study)

KEY IDEAS ......................................................................................................103

GLOSSARY .....................................................................................................105

BIBLIOGRAPHY...............................................................................................107

TOPIC 4. Project Management...................................109

4.1. AGILE PROJECT MANAGEMENT WITH SCRUM ................................111
4.1.1. Agile Manifesto

4.1.2. Benefits of the agile approach

4.1.3. SCRUM

4.2. METRICS IN AGILE TRANSFORMATION PROCESSES .....................117

4.2.1. Relative estimation, prioritization and prediction

4.2.2. Kanban and other agile frameworks for managing projects

4.3. BUSINESS AGILITY...............................................................................121

4.3.1. Definition and stages of the Deming cycle
 4.3.2. Performance models for understanding: the complex context, the
perception and interpretation and the connection .............................................122

KEY IDEAS ......................................................................................................125

GLOSSARY .....................................................................................................127

BIBLIOGRAPHY ..............................................................................................129
TOPIC 1
Project management figure
 Project management
Topic 1. Project management figure

OBJECTIVES
• List of knowledge and skills to be acquired by the student.

• To know the phases of a project life cycle, its objective, processes and results.

• Know the fundamentals guide for project management.

• To know the scope of the project in order to be able to apply the different development tools.

• Understand the specific processes of each area of knowledge.

• To know and apply the Waterfall methodology and its phases.

• To know which processes are basic for the success of the project.

• Understand the work breakdown structure for its application in real projects.

• To know the development of the project.

• Know the different project planning techniques.

• Learn to apply planning diagram techniques.

• Know the tools and techniques for successful project management.

• Apply the PMBOK guide to real projects.

• Know the five major groups of processes defined in the PMBOK.

• Know techniques to make specific consultations according to each group.

8
The merger of two Spanish banks, Bankia and CaixaBank, carried out in 2021, posed a
challenge when it came to integrating the branch networks of both entities under the same
umbrella. This included unifying the image of these branches, implementing the CaixaBank
image.

The project they had to face consisted of carrying out the change of image in a very tight time
frame, specifically, eight weeks. The project manager (PM) included image implementation
manuals so that the Bankia offices would be fully adapted to the new brand image.

Within the stipulated period, actions were carried out to ensure that more than 2,000 offices
throughout Spain were fully integrated into the new image, both on the outside and inside of
the premises.

The ability to deliver projects on time, on budget and aligned with business objectives is key
to gaining an advantage in the business environment. This is where project managers come
in. PMs have a complex job, combining organizational skills with an analytical mind and
interpersonal skills. As defined by the Project Management Institute (PMI)1 , a project is "a
time-consuming effort undertaken to create a unique product, service or result".

We must take into account some key aspects of this definition:

• The word "temporary" implies that projects must have a definite beginning and end. This
means that each project must include timing, scope and resources.

• The purpose of a project should be to "create a unique product, service or result". This
means that a project will be initiated to achieve a specific objective that is generally
outside the scope of normal day-to-day business activities. This implies that the project
team may consist of people who do not usually work together and who require resources
usually outside the scope of day-to-day activities.

Project management is the practice of applying knowledge, skills, tools and techniques to
complete a project according to specific requirements. It involves identifying the problem,
developing a plan to solve it, and then executing that plan until the problem is solved. It may
sound easy, but there are many factors that come into play at each stage of the process.

There are, therefore, five stages or groups of processes in project management:

• Start-up: the objective of this phase is to define the project.

• Planning: this phase includes the development of a roadmap.

• Execution and monitoring: This is where the work team and deliverables are created. PMs
will monitor and measure project performance to ensure that the project stays on track.

• Closing: the project is completed, delivered and a balance sheet is drawn up.

1 Project Management Institute (2004) A guide to the project management body of knowledge (PMBOK®).
Project Management Institute.

9
 Project management
Topic 1. Project management figure

1.1. PROJECT MANAGEMENT

1.1.1. KNOWLEDGE OF THE PROJECT LIFECYCLE, IMPLEMENTATION,
CLOSURE, PROJECT MANAGEMENT PROCESSES AND
INTEGRATION MANAGEMENT

KNOWLEDGE OF THE LIFE CYCLE OF A PROJECT

DEFINITION

The project life cycle comprises the various phases of the project from
A-Z start to finish.

The life cycle of a project shares a number of common characteristics:

a. Its phases are usually sequential and opposing. However, it should be noted that the
number of phases, as well as their concept, will depend on the needs of the
organizations involved in the project, as well as the nature of the project and its area of
application.

b. It is based on a specific methodology, by virtue of the industry itself, as well as the

technology used.

c. Generally, the transition from one phase to the next involves the delivery of some type of
product or result, and its approval. However, the specific deliverables may vary according
to the nature of the project.

Within the life cycle, the different phases can be understood as a project within the life cycle,
and every project requires certain processes. It should be borne in mind that not all
processes need to be used in all cases. Depending on the characteristics of the
organizations and the project, a certain number and intensity of projects will be required. This
is a strategic approach to project management.

When starting a new project and considering its life cycle, three factors must be taken into
account:

COSTS AND THE This section tends to grow throughout its phases, reaching
NUMBER OF PEOPLE a maximum level in its intermediate phases and declining
ASSIGNED as it nears its closure.

UNCERTAINTY IN THE
At the beginning of the project it is higher. As the project
ACHIEVEMENT OF
project, it increases the confidence in closing it successfully.
OBJECTIVES

THE POWER OF THE As an influence to influence the final result and the
CUSTOMER project costs.

10
For the new image of the Caixabank branches after the merger, the definition of the project
corresponded to the study of the client's needs, taking into account what the client wants and
the objectives set within a situation such as that of a banking merger of one of the main
groups in the country.

The expected timeframe for carrying out the project (eight weeks) and the pre-assumption
established were stipulated. These references provided a framework in which to work. For
the project, possible solutions to the client's needs were analyzed, taking into account the
architectural elements of the offices, the materials that could be used, as well as the situation
of the brand image elements that had to be visualized. At this point, the image
implementation manual developed was used.

With this information and respecting the time and budget, it was possible to prepare a
detailed estimate of the materials and labor required, as well as the planning of the phases
necessary for each action and the methodology for communication and control.

THE IMPLEMENTATION

The implementation stage follows the preliminary phase and is situated between the planning
and execution phase. It consists of carrying out the implementation of the actions established in
the plan and correcting them if necessary. The information gathered in the initiation and
planning phase will be used to achieve the objectives within the established timeframe.

Implementation requires a proactive role of the PM (project manager), since it is the beginning of
the project management. In the implementation phase, the PM will assume activities such as:

• Establish the work environment.

• Assign and execute tasks.

• Review plans and approve progress.

• Ensure the quality of the work.

• Reschedule work if necessary.

• Respond to requests for changes.

• Direct and supervise the execution.

In the CaixaBank and Bankia project, upon reaching this point, all the processes were
prepared in order to be able to carry them out. This included:

• To train the companies or collaborators that were going to carry out the actions.

• Prepare the actions with the company and the departments involved.

• Communicate and coordinate all actions.

• Review the proposals to ensure their correct application.

11
 Project management
Topic 1. Project management figure

• Follow up on the daily actions and solution of incidents or requests for changes from the
client.

• Validate the work performed in each office.

THE CLOSING

Closure is the last phase of the project life cycle and its management process.

• What types of closure can the PM encounter?

1. Final closure. It is understood that the project has been successfully completed, or that it
has been cancelled.

2. Partial closure. The project is divided into specific packages, which generates the
possibility of The project will have to be documented for partial closures, even if the project

3. Intermediate closure. The project is closed as its phases are completed, since they are
independent. With what has been delivered up to a certain point, the client can now work.

• What is the PM looking for with project closure?

1. Retrieve project information and documentation.

2. Objectively analyze the result.

3. Classification and custody of documentation for future projects.

• What does project closure mean for the PM?

– First of all, to have concluded with the agreed scope and agreements with the client.
This implies that any request from the client will be understood as a new project.

– Disaffection of the team. That is, releasing the different teams that have worked in
each of the stages.

– Closing the project administratively, contractually and financially within the company's own
organization.

Closure is often the most neglected process, since it is common to think that once the
deliverable is accepted, the work is finished without a formal closure. For this reason, the
project closure documentation must be done officially. In this regard, the PMBOK
methodology - to be discussed later - offers a "certificate of acceptance", the purpose of
which is to provide documentary proof that the project has been completed.

In the case project, a final closure was performed, since it was successfully carried out, without
to be continued at a later date.

In the image integration project, the client was accompanied at all times. The PM ensured,
through its monitoring and management, that the project organization followed the established
phases by coordinating all its members and informing the client of its development.

12
 DID YOU KNOW
THAT...? PMBOK is the acronym for Project Management Body of Knowledge
and takes the form of a glossary of best practices, which determines
procedures for approaching project management, gaining a broad
perspective and improving performance and control over results.

PROJECT MANAGEMENT PROCESSES

The PMBOK guide mentions five groups of processes, integrated in turn by replicated
processes and knowledge areas:

Follow-up and control

Initiation Planning Execution Closing

Source: own elaboration.

4. Startup. The processes integrated in the initiation define the objectives of the project,
and their main objective is to authorize the project as a whole.

The initial phase of any project is usually concluded with a bid. It is highly recommended
that the project manager is also involved in this phase as a consultant.

5. Planning. It consists of determining the scope and refining the objectives of the project. In this
process, the integrated team will be responsible for the project management roadmap.

The planning phase in real projects must be adapted to the project itself, which is why
the PMBOK becomes flexible. In small projects, for example, quality management,
communications management, procurement management and human resources
management plans are often omitted.

6. Execution and control. At this point, the PM is responsible for coordinating resources
for the implementation and management of the project.

In this phase, regardless of the actual size of the project, it is necessary to implement the
control of schedule, cost, scope and quality of internal and external resources.

The resources to be allocated will be adapted to the size of each project. In the execution
phase of real projects, control and communication are applied within the project, sized
according to its size. In real projects, the control of invoicing within the project and the
agreed deliverables is very important.

7. Closing. Formal acceptance of the client for the delivery of the project. In this phase it is
very important to properly document the conclusions in order to improve future projects.
It is necessary to dedicate a last effort to carry out a productive closure.

13
 Project management
Topic 1. Project management figure

In the initial phase: offer

Flexibility in PMBOK application

Implementation Execution phase: implementation

of real projects schedule

Adaptation of resources to the project

Closing phase: document well

Source: own elaboration.

It is important to keep in mind that each of the process groups are interrelated. While it is true
that we must pay attention to the nature of the project, it may not be necessary for one group
to finish its work for the next group to begin.

DID YOU KNOW NASA uses project management methods and techniques in its space
THAT...? projects, since this is a very complex development sector and allows for
high efficiency in planning, control and execution time. According to
Howard E. McCurdy, it is also necessary to coordinate all the efforts of
those involved in the development of a space project in order for it to be
successful.

There are five techniques to perform specific queries according to each process group:

a. Consultation by process group. This is done to find out which are the best practices
and which processes should be used in each process group.

b. Consultation by area of knowledge. This is done to know which are the best practices
and the generally recognized processes to carry out the chronogram.

c. Query by process. It is performed to know the inputs, tools and/or techniques, and
outputs of a particular process.

d. Consultation to apply agile. It is done to know how the approach can be applied.
agile in a specific area of knowledge.

e. Consultation to adapt the best practices. This is done to find out what considerations
should be taken into account to adapt the PMBOK best practices to the specific project.

14
 Query by
Consultation
area of
by process
expertise
groups HOME

PLANNING
CLOSING
Process
management

Consultation
to adapt Query by
best MONITORING process
AND EXECUTION
practices
CONTROL

Consultation
for agile
application

Source: own elaboration.

IMPORTANT
Process groups are not understood as areas independent of each other,
but as interrelated areas. They must therefore be treated as a group.

INTEGRATION MANAGEMENT

For a project to be successful, the PM must incorporate a good overview of all processes,
which is also global.

Integration management comprises six processes, as defined in the PMBOK guide, that
are as follows:

HOME PLANNING EXECUTION CONTROL CLOSING

4. Controlling
Articles of the work
2. Project Plan 3. Project 6. Close the
Incorporation management project
5. Control
changes

15
 Project management
Topic 1. Project management figure

1. The articles of incorporation. Drawing up a formal authorization document that collects

and documents the initial needs, in accordance with the expectations of the interested
parties.

2. The project plan. It consists of documenting the actions necessary to define, pre-stop,
integrate and coordinate all subsidiary plans.

3. To direct the project. To develop the actions planned to meet the objectives.

4. Control the work. Follow up and control progress in order to meet the performance
objectives defined in the project management plan.

5. Control changes. Oversee change requests, implement and manage them.

6. Closing the project. Finalize the activities, implementing the processes to complete the
project.

Control and monitoring

Control and changes

Home Planning Closing

Articles of Incorporation Project management plan Management closing

Execution
Directing and managing

Source: own elaboration.

IMPORTANT It is essential to differentiate between production processes and project

management processes. The former are oriented to the design and
creation of the product or service, while the latter are aimed at
coordinating the entire work of the project, including the production
process.

Initial Final
Intermediate phases
phase phase

Planning Execution

Construction
Feasibility Plant design - Delivery of
of common
study engineering spaces
areas

Example of a project for the construction of common areas in a housing development. Source: own elaboration.

16
In this particular case, in the implementation phase, once the initial phase (feasibility study) is
completed, the planning and execution phases (intermediate phases) arrive. At this point,
once the design of the facilities has been obtained, the implementation of this design will
begin with their construction. The PM shall:

• Establish the work environment.

• Assign and execute tasks.

• Review plans and approve progress.

• Ensure the quality of the work.

• Reschedule work if necessary.

• Attend to change requests.

• Directing and controlling the execution.

Once the intermediate phases have been completed, it is time for closure. As discussed in
previous sections, upon delivery of the spaces, the PM must obtain acceptance of the project
closure and then manage the various closures (contractual, administrative and financial) and
disengage the work team so that it can start a new project. Finally, the project closure must
be documented, its success analyzed and, if necessary, the internal audit managed.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Fifth Edition, Project Management
Institute, Inc (2012).

17
 Project management
Topic 1. Project management figure

1.1.2. GUIDE TO THE FUNDAMENTALS OF PROJECT MANAGEMENT

DEFINITION
The Project Management Fundamentals of Project Management, also
known as PMBOK or body of knowledge, is a standard for project
A-Z management developed by the Project Management Institute (PMI).

The PMBOK establishes guidelines for project management processes, tools and techniques.
The guide is structured into five basic process groups, ten knowledge areas and 49
processes that occur at the intersection of the process groups. In addition to the standard set
by processes, tools and techniques, the PMBOK contains the internationally applicable Code
of Ethics and Professional Conduct, which details the essential elements of responsibility,
respect, fairness and honesty.

The PMBOK is not understood as a methodology in itself, but as a guide to global standards
for professionals.

First published
by the Project
Management
Institute in
1987

It is structured in
Reference
5 process
Guide for
PMBOK groups, 10
Project
knowledge
Management
areas and 49
processes.

Contains Code
of Ethics and
Professional
Conduct

Source: own elaboration.

18
 DID YOU KNOW The Project Management Institute (PMI) was born 50 years ago from a
THAT...? team of managers who met to discuss their operations and share
concepts and situations. The exchange of knowledge that took place in
these sessions became a recognized set of best practices, which
continues to evolve.

1.2. PROJECT SCOPE DEFINITION AND

PROJECT MANAGEMENT
1.2.1. CONTEXT: CYNEFIN MODEL AND CONWAY'S LAW

DEFINITION
The Cynefin model was developed by David Snowden. It presents five
situations that an organization may encounter, each of which
A-Z determines a course of action. The model compares five domains of
different levels: simple, complicated, complex, chaotic and disorderly.

Emerging
Good practices
practices

Comple Complicate
x domain d domain

Chaotic Simple
domai domain
n

Innovative
practices Best practices

Representation of the phases of the Cynefin model. Source: own elaboration.

• SIMPLE DOMAIN. Simple problems arise in this domain. Snowden defines it as a

domain in which it is easy to know the causes and their effects.

19
 Project management
Topic 1. Project management figure

Within this domain, the most efficient processes are those that describe the processes in
logical series and are executed systematically. Systematized and well-defined processes
are more efficient.

An example of a simple domain could be the serial work in a factory or the systematic
entry of information into a database.

• COMPLICATED DOMAIN. In this domain there are complicated problems, good

practices and expert profile. In this context it is necessary to involve a team of experts to
identify solutions.

Examples of complicated domains would be addressing a technical problem in a boiler,

integrating the energy efficiency of a facility, or managing a problem in the access control
of a facility.

• COMPLEX DOMAIN. In this domain there are complex problems, which present
unpredictable results to a greater degree. This domain requires adaptation, creativity,
communication, experimentation with low impact of error, innovation and interaction.

An example of a complex domain would be the handling of a serious customer complaint.

• CHAOTIC DOMAIN. This is where chaotic problems occur that require an immediate
response; it is the domain of improvisation. The situation requires urgent action to bring
about a way out of the chaos and then, once a certain stability has been regained, an
evaluation can be made and a more effective solution, if possible, can be undertaken.

An example of a chaotic domain would be when a city's traffic light system stops working
or when a company's computer system suffers a serious computer attack that
compromises customer data.

• DISORDERED DOMAIN. It is not possible to determine the domain in which we find

ourselves. It is understood as a dangerous situation because of the inability to assess
the situation and determine the action, which can lead to erroneous actions.

An example of a disorderly domain is an organization in which the different professionals

do not know who to turn to when faced with a situation, nor do they have a clear internal
organization; they do not even have their functions well defined.

20
Conway's law, on the other hand, is based on the reasoning that for a software module to
work, several authors must communicate frequently with each other. Therefore, the structure
of a system's software interface reflects the social boundaries of the organizations that
produced it, across which communication is more difficult. Conway's law was conceived as a
valid sociological observation.

According to Conway, the resulting product or service of a company is, in a way, a mirror in
which its organization chart is reflected. In this sense, when designing the organization chart,
it is necessary to take into account the value generation flow of the company's operations
and the needs of its customers in order to design an efficient organization that satisfies the
needs of the latter.

IMPORTANT The Conway model argues that a bureaucratized organization with

complex processes can only create bureaucratized and complex
systems. Conway's law is usually associated with software, but it also
applies to organizations and systems, which means that the design of
any system is influenced by the communications structure of the
organization that develops it.

Simple domain. Best practices.

Complicated domain. Best practices.

CYNEFIN Complex domain. Emerging practices.

MODEL
Chaotic domain. Innovative practices.

Apply urgent solution to revert to chaotic

Disorderly domain.
domain.

CONWAY The resulting product or service of a company is, in a certain

MODEL sense, the a mirror reflecting its organization chart.

Table 1. Cynefin model and Conway model. Source: Prepared by the authors.

1.2.2. WATERFALL DEVELOPMENT AND ITS PHASES

DEFINITION
The waterfall methodology is widely used and popular in project
A-Z management. It contemplates the division of the project into essential
phases, which are completed before moving on to the next phase.

The central element of waterfall development is planning, which becomes fundamental. The
non-existent possibility of errors means that the initial work determines the final result.

21
 Project management
Topic 1. Project management figure

The following are examples of contexts in which the cascade method should be applied:

• Projects with a well-defined final objective. You know exactly where you want to go,
which allows you to define a route. An example would be the development of a team
building event for a group of 20 people on May 20th.

• Projects whose contracts determine from the outset the scope of the project at the
economic and executive level. They contain very clear requirements. For example, the
creation of a new website, with perfectly structured criteria and a budget of €4,500.

• Critical systems with many risks.

• Projects with junior teams.

• Projects or businesses with employee turnover, such as the creation of a startup for the
development of a prototype.

In the waterfall methodology the process is predictable, as it is very well structured in terms of
phases, results, costs and timing. Neither the client nor the team has any doubts about the
process.

Tools such as the Gantt chart are well suited for the application of this method.

Example of a Gant diagram for project management using the waterfall method.
Source: own elaboration.

The phases of the waterfall methodology are detailed below:

Check Check Check

Analysis Design Implementation Verification Maintenance

Source: own elaboration.

22
Let's take a look at each of them:

• Analysis. This is the preparation stage, which takes into account the objectives and the
elements necessary to develop the process and meet those objectives. The objectives
and the elements necessary to develop the process and meet those objectives. For
example, a new electric scooter is to be produced, with the objective of positioning itself
in the market by means of a novel design. At the macro level, the main requirements will
be determined here.

• Design. This is the most creative stage. In this phase the structure and the necessary
elements for the development of the project are specified, as well as the interrelation
between the elements. In this phase we will define the need to have an industrial
building, the machinery determined for its manufacture, as well as the parts and teams of
people necessary for the subsequent implementation of the new scooter.

• Implementation. Phase in which the development of the project itself begins. In this
phase, the production of the scooters begins in the factory.

• Verification. Possible failures are searched for and compliance with the objectives is
verified. The performance and suitability of the product is reviewed, to verify that it is
adapted to the objective of producing a scooter with a novel design, and is subjected to
the necessary quality controls.

• Maintenance. Once the product or service has been delivered, it is serviced to check
that it is functioning properly. The yard's warranty system and a random verification
system determine the maintenance needs.

Waterfall methodology is a sequential and linear project management process. Micro- soft
365 allows you to design and manage waterfall projects using Microsoft Project.

An example of waterfall methodology application can be found originally in software

engineering and also in an order for the construction of a building or in the manufacture of a
suit.

All these processes have defined final objectives and require a sequence that does not allow
retracing their steps.

Division of the project Analysis

into sequential phases,
which are completed
before moving on to the Design
next phase.
No phase reversal.
Cascade Implementation
methodology

Verification

Maintenance

Source: own elaboration.

23
 Project management
Topic 1. Project management figure

1.2.3. PROCESSES WITHIN A PROJECT

DEFINITION

Processes are the actions and activities that are developed in the life cycle
A-Z of a project to achieve the objectives set.

As already mentioned, the PMBOK guide describes five groups of processes in management
The following project phases can be used: initiation, planning, execution, monitoring and

control, and closure. According to areas of knowledge, it is established as follows.

HOME PLANNING EXECU TION CONTROL CLOSING

Integration. 1 1 1 2 1
Scope. 4 2
Time. 6 1
Cost. 3 1
Quality. 1 1 1
HR. 1 3
Communications. 1 1 1
Risks. 5 1
Procurement. 1 1 1 1
Interested parties. 1 1 1 1

TOTAL 2 24 8 11 2

Processes according to groups of processes and areas of knowledge. Source: own elaboration.

The processes within a project are broken down as follows:

PROCESS PHASE WHAT DOES IT

CONSIST OF?
Develop the project's articles of
Define a new project or
incorporation.
HOME a new execution phase.
Identify stakeholders.

Specification and
Develop the plan for project management.
PLANNING establishment of
objectives and design
of strategies.

24
 PROCESS PHASE WHAT DOES IT
CONSIST OF?
Plan the involvement of the
stakeholders and scope management.

Gather requirements.

Define the scope.

Create the WBS/WBS.

Plan schedule management and define

and sequence activities.

Plan risk management. Identify and

analyze them quantitatively and
qualitatively. Plan the response to risks.
Specification and
PLANNING establishment of
Resource management planning. objectives and design
of strategies.
Plan the management of costs and their
estimate.

Estimate resources and duration of

activities.

Develop the schedule.

Determine the budget.

Quality management planning.

Plan the management of communications.

Procurement management planning.

Direct and manage project work. Adequate performance,

EXECUTION in accordance with the
Manage project knowledge. adopted strategy.

Manage stakeholder participation.

Acquire resources.

Develop and lead the team. Adequate performance,

Manage communications. EXECUTION in accordance with the
adopted strategy.
To carry out acquisitions.

Quality management.

Implement risk response.

25
 Project management
Topic 1. Project management figure

PROCESS PHASE WHAT DOES IT

CONSIST OF?
Monitor and control project work.

Perform integrated change control.

Monitor stakeholder involvement.

Control the schedule and costs.

Supervision and
Monitor communications and risks. evaluation of project
MONITORING
development.

Quality control.

Controlling resources.

Control the scope.

Validate the scope.

Control procurement.

Closing of the project in

Close the project or phase. CLOSING
its entirety.

Source: own elaboration.

IMPORTANT

Five macro-processes are identified, from which the following are

broken down 49 standard processes involved in the project.

EXAMPLE A client requests the development of a project to create a virtual reality

platform for a digital asset sales business. First, the project's objective
and key players must be clearly identified. Once the budget has been
accepted, the project is authorized to start. Then, in the planning phase,
the scope of the project is concretely defined and the team draws up a
plan for the successful achievement of the objectives. In its
implementation, the project manager coordinates the teams and the
planning. In the closing phase, the client accepts the developed
platform. During monitoring, the technical evolution of the platform is
supervised, as well as the development of the assets' performance in
order to be able to apply corrective measures if necessary.

26
1.2.4. WORK BREAKDOWN STRUCTURE
A work breakdown structure (WBS) is a graphical representation used to define the scope of
a project in terms of its deliverables, which are broken down into smaller, manageable
components called work packages. These work packages are scheduled and monitored;
costs are estimated for each of them, and an execution manager is assigned to each one. In
order to keep proper control of the project, activities are classified into levels.
It is a hierarchical organizational element that represents the entire project. It is the basis for
project planning. It is developed in the planning phase, after the definition of its scope.
According to PMBOK, the elaboration of a WBS can be divided into 4 work blocks:
• Identify the final deliverable of the project. For this purpose, it is recommended to carry
out a review of the project scope.
• Define the main deliverables of the product. These make up the project; they are the
predecessors of the final deliverable, but by themselves are not robust enough.
• Break down the main deliverables into detailed actions so that they can be carried out.
• Refine and polish the work breakdown structure until the project team and stakeholders
are in agreement, so that planning is successfully completed and project execution
results in the deliverable defined in the first block.

DID YOU KNOW

THAT...? According to the PMBOK Guide, the WBS dictionary is the document
that provides detailed information on the deliverable, activity and
schedule for each component of the work breakdown structure.

Example

EDT

Creation
Project
e-comerce

Phase 1.1 Conception 1.2 Implementation 1.3 Communication

1.1.1 1.1.2 1.2.2 1.3.1

Creat e 1.2.3
Plan Update Social media
design content Newsletter
contents marketing
Create a
Work Create Strategy
Create texts
Prepare
social media
packages templat keywords texts plan
e
Media Material Web
Logo Network plan
plan graphic e-comerce

Example of WBS template. Source: own elaboration.

27
 Project management
Topic 1. Project management figure

Graphical representation

Identification of the final deliverable

WBS (Work Breakdown Structure)
Definition of key deliverables

Shares

Source: own elaboration.

1.3. DEVELOPMENT AND MANAGEMENT OF THE

PROJECT SCHEDULE
1.3.1. GANTT CHART AND PERT CHART

DEFINITION
The Gantt chart is a graphical representation of horizontal bars that
A-Z specifies the activities occurring in a project, which are monitored and
controlled on the basis of a chronogram.

Its basic characteristics are as follows:

• Allows you to quickly visualize progress.

• It is represented as a horizontal bar chart.

• Establish the necessary resources.

• Establish a time scale in planning.

The Pert chart, also known as the Program Evaluation and Review Technique, is used to
evaluate the time required to perform an activity. It is based on the estimation of duration as
a function of different variables:

• Most probable estimate (M)

• Optimistic estimate (O)

• Pessimistic estimate (P)

The calculation for the Pert chart is: Estimated time = (O + 4M + P) / 6

It is important to know the differences between the two methods in order to decide which one
is appropriate for the project to be developed.

28
 • One of the major differences is their visual design. The Pert chart is a flow chart that
adopts different layouts depending on the project, while the Gantt chart is a traditional
bar chart.

• If organization is sought, it is recommended to use the Gantt chart, since it is a structural

method. The Pert chart, on the other hand, offers greater customization starting from a
simple design, so that, in more complex projects, it is better for covering needs that the
Gantt chart does not contemplate.

The Pert chart can be started before the start of the project. The Gantt chart, on the other
hand, is applied at a more advanced stage, since it breaks down the work and plans the
tasks and dependencies of the project.

PERT. Source: own elaboration.

TASKS MONTH 1 MONTH 2 MONTH 3 MONTH 4

Conceptualization of mobile app

Team role assignment

Develop the corporate image

Create the marketing plan

Develop sales strategy

Adapt the quality manual

Develop control system

Creation of graphics

Source: own elaboration.

29
 Project management
Topic 1. Project management figure

EXAMPLE OF A PERT DIAGRAM

A small company develops a marketing strategy to raise awareness of its brand.

The project to launch the marketing area of a company is in the initial phase of describing the
business.

For the realization of this project a duration of 6 days in the most favorable case, 9 days in
the average case and 18 days in the worst case. In the application of the PERT formulas, it
turns out:

Estimated duration = (6 + 6 x 9 days + 18 days) / 6 = 13 days

Standard deviation = (18 days - 6 days) / 6 = 2 days

2 7
Market Legal
analysis Aspects

1 4 5 6
Business Organization Manage ment
Description Operations Plan

3 8
Marketing Plan
strategy financial

Source: own elaboration.

MOST
TASK OPTIMIST PESSIMISTIC PERT
PROBABLE

1 Business Description. 6 9 18 13

2 Market analysis.

3 Marketing strategy.

4 Plan of operations.

5 Organization.

6 Management.

7 Legal aspects.

8 Financial plan.

Source: own elaboration.

30
1.3.2. CRITICAL PATH METHOD (CPM)

DEFINITION
The Critical Path Method (CPM) is used to identify the tasks that need
A-Z to be carried out to complete a project. It is widely used as a tool to
develop the project schedule.

The activities that must be completed to complete a project could be the following:
1. Identify project activities.
2. Establish relationships between activities and priorities.
3. Construct a diagram with the tasks and their dependencies.
4. Define costs and estimated time for each task.
5. Use the diagram to plan, control and follow up the project.
With the CPM method, the PM can examine project paths and, among other things, identify
the most important tasks and those with the longest durations; reduce time scales on tasks
that can be modified; and compare planned progress with the current situation.
In many cases, PMs combine PERT and CPM techniques in order to better visualize each
task, define what its position is and how much time is expected to be devoted to its development.
EXAMPLE
We are going to apply the CPM method to create an e-commerce, for which we are going to
carry out the following tasks:
a. Create design: create template and logo.
b. Content planning: keyword strategy and media plan.
c. Create content: create texts and graphic material.
d. Update content: upload quality content and manual.
e. NewsLetter Opt-in: prepare texts and e-commerce web.
f. Social media marketing: create social media plan and network plan.
g. Send newsletter: create, correct texts and newsletter plan.
h. Inform customers: prepare e-mails and communication manual.

31
 Project management
Topic 1. Project management figure

Next, let's see what steps we have to take to apply the Critical Path Method:
1. List tasks using work breakdown structure.

Task E Task G
4 days 3 days

Task F
✔ 5 days ✘
Task A Task B Task H
3 days 5 days 3 days

Task C Task D
5 days 3 days

Source: own elaboration.

2. Sequence of activities. Identify dependencies. That is, determine which tasks

are dependent on each other.

– Task B depends on A.

– Task C depends on B.

– Task E depends on C.

– Task F depends on C.

– Task D depends on C.

– Task G depends on E.

– Task H depends on G and F.

– Task F and D can be done in parallel.

Finally, we will have to create a network diagram in order to show the chronology of the
activities. This will allow us to know the critical path.

1.3.3. EARNED VALUE ANALYSIS (EVA)

DEFINITION
Earned value analysis (EVA) is a project management tool that aims to
A-Z measure the progress of the project and whether it is on budget and on
schedule.

It is a method used to measure the actual amount of work performed, taking into
consideration the tasks carried out up to a given point in time and the costs incurred
compared to the original budget and schedule. In this way, the conclusions of applying EVA
usually give a warning signal to the project manager of what is going wrong so that he/she
can anticipate.

32
We can say then that the project manager, when applying the EVA, obtains:

• The expected cost difference at the end of the project.

• The estimated variation of the schedule.

For EVA to be accurate, it must be applied to a sound project. The right time to rigorously
track the status of the project is at the beginning, not at the end. This is because it is at the
beginning of the project that risk can be managed, decisions can be made, and changes can
be made to put the project on track.

Earned value analysis is based on two variables:

• Programmed time.

• Cost.

To apply the EVA method, eight steps are required:

• Information gathering.

1. Determine the percentage completed of each task.

2. Determine the planned value (PV).

3. Determine the earned value (EV), the value of work that has actually been
completed so far, i.e., the money that should have been spent for the work that has
actually been done.

4. Obtain the actual cost (AC), the amount of costs actually incurred until
the moment.

• Calculations for the project manager to know the status of the project.

5. Calculate the schedule variance (SV): to know if the project is ahead or behind
schedule (SV = EV - PV).

6. Calculate the cost variation (CV): to know if it is below or above the pre-assumption
initially proposed (CV = EV - AC).

7. Calculate other status indicators (e.g., SPI, CPI, EAC, ETC, and TCPI) that
described below:

"TCPI or performance index.

"EAC or estimate at completion.

"ETC or estimate to complete.

"CPI or cost performance index.

"SPI or schedule performance index.

33
 Project management
Topic 1. Project management figure

• Compile results.

When the EVA method is completed, the project manager should see if the work is under
or over budget.

– If it is below, this may mean, on the one hand, that the work actually performed has
been carried out at a lower cost or, on the other hand, that some tasks have been
delayed and their costs have not been budgeted for in the formula applied.

– If it is below, it may mean that some of the work has been more costly than initially
estimated or that some tasks have been started earlier than expected and, therefore,
their costs have reached the budget earlier.

In order for the project manager to apply the EVA in his project, he must fulfill a series of
requirements:

1. Sound estimation of schedule and budget.

2. Availability of actual and current cost data.

3. Cost planning at a highly granular level. In other words, cost planning

must be performed at a very high level of detail.

4. Cost and effort tracking at a highly detailed level.

EXAMPLE

In order to complete the explanation of this technique, we are going to analyze a project
based on motor racing.

Source: P. Lledó; (2016). Project Manager: how to pass the PMP exam without dying trying.

GANTT CHART: PROJECT PHASES

Design 2
months
Construction
3 months
Tests 1
month
Source: own elaboration.

34
PLANNED VALUE (PV)

ACTIVITY MONTH 1 MONTH 2 MONTH 3 MONTH MONTH MONTH 6 TOTAL

4 5
1. Design 1500 1500 3000

2. Construction 2000 2000 2000 6000

3. Tests 1000 1000

Total 1500 1500 2000 2000 2000 1000 10 000

Accumulated (PV) 1500 3000 5000 7000 9000 10 000 -

Accumulated 15 % 30 % 50 % 70 % 90 % 100 % -

Source: own elaboration.

The PV coincides with the accumulated budget.

ACTUAL COST (AC)

ACTIVITY MONTH 1 MONTH 2 MONTH 3 MONTH MONTH MONTH TOTAL

4 5 6
1. Design 1000 1000 3000
2. Construction 2000 4000 6000
3. Tests 1000
Total 1000 1000 2000 4000 10 000

Accumulated (AC) 1000 2000 4000 8000 -

Accumulated 10 % 20 % 40 % 80 % -

Source: own elaboration.

TRADITIONAL BUDGET ANALYSIS.

DIFFERENCE BETWEEN PV AND AC

ACTIVITY MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6

PV 1500 3000 5000 7000 9000 10 000

AC 1000 2000 4000 8000 ? ?
PV - AC 500 1000 1000 - 1000 ? ?

Source: own elaboration.

35
 Project management
Topic 1. Project management figure

Source: own elaboration.

In the comparison of the CA with the PV, it is interpreted that in month 3 the PV (€5000) is
above the CA (€4000), so the project has not spent more than planned. On the other hand, in
month 4 the PV (7000 €) is lower than the CA (8000 €), so it is over budget.

EARNED VALUE (EV) OR VALUE WORKED.

In relation to the evaluation of project performance, it is necessary to know the scope of the
deliverables.

The EV information is generally provided by managers of each activity, who multiply the
percentage of completion of the activities by the quoted cost, obtaining the value of work
performed.

PERCENTAGE OF PROGRESS AND EARNED VALUE (EV)

ACTIVITY MONTH 1 MONTH 2 MONTH 3 MONTH MONTH MONTH TOTAL

4 5 6
1. Design 60 % 100 % 100 % 100 % 3000
2. Construction 20 % 50 % 6000
3. Tests 1000
Earned value or earned value (EV).
1. Design 1800 3000 3000 3000
2. Construction 1200 3000
3. Tests
Total 1800 3000 4200 6000 -
% Progress 18 % 30 % 42 % 60 % -

Source: own elaboration.

36
BUDGETARY DEVIATIONS.

Budgetary control: the following chart shows the content and information of the presented
tables.

When analyzing the different activities within a project as a whole, it is found that in month 4
work has been done for 6000 € (EV) and 8000 € (AC) has been spent. This means that the
expenditure is higher by 2000 €, which translates into a cost management issue.

Also, at the end of month 4 and know that it has developed a value of 6000€ when according
to plan it would be 7000€ at that date.

COST ANALYSIS

• Cost Variation: CV = EV - AC

• Cost Performance Index: CPI = EV / AC

In this case, the CPI is 0.75 (6000 / 8000). If the CPI is less than 1, it indicates inefficiency in
resource management.

This analysis should be carried out periodically for each activity.

COST VARIANCE ANALYSIS

ACTIVITY PV AC EV CV = EV - AC CPI = EV/AC

1. Design 3000 2000 3000 1000 1,50

2. Construction 4000 6000 3000 - 3000 0,50
Total 7000 8000 6000 - 2000 0,75

Source: own elaboration.

37
 Project management
Topic 1. Project management figure

ANALYSIS OF THE SCHEDULE.

It is of interest to know the level of compliance with the times, in relation to the project. There

are two formulas to compare the EV with the PV.

a. Variation of the schedule: SV = EV - PV

b. Schedule Performance Index: SPI = EV / PV

The SV in the fourth month amounts to -1000 € (6000-7000), which indicates that the project is

behind schedule. The SPI also shows a delay, since the SPI amounts to 0.86 (6000 / 7000).

SCHEDULE VARIANCE ANALYSIS

ACTIVITY PV AC EV SV = EV - PV SPI = EV/PV

1. Design 3000 2000 3000 0 1

2. Construction 4000 6000 3000 - 1000 0,75
Total 7000 8000 6000 - 1000 0,86

Source: own elaboration.

COST PROJECTIONS.

Glossary for cost projection:

• BAC: budget to completion.

• EAC: estimate at conclusion.

• ETC: estimate to conclusion.

a. Cost projection according to the original budget.

EAC = AC + (BAC - EV)

EAC = 8000 € + (10 000 € - 6000 €) = 12 000 €

ETC: EAC - AC = 4000 €

b. Cost projection according to CPI.

In relation to the above case, at the end of the fourth month the CPI is 0.75, since work
was done for a value equal to 6000 € but 8000 € were spent. The interpretation of the
index describes 25% less work than was spent.

If this inefficient situation continues, it could be concluded that the cost of the project will
be 33.33% higher than initially planned.

EAC = BAC / CPI

38
 EAC = 10 000 € / 0.75 = 13 333 €.

Which is the same as saying:

EAC = AC + (BAC - EV) / CPI

EAC = 8000 € + 4000 € / 0.75 = 13,333 €

ETC = EAC - AC = 5333 €

The cost estimate at project closing will be €13,333.

WORK PERFORMANCE TO BE COMPLETED INDEX (TCPI).

As previously discussed, the TPC calculates the ratio between what is left to work (BAC -
EV) and the remaining funds (BAC - AC). The cost efficiency required for BAC (or EAC).

TCPI= (BAC - EV) / (BAC - AC)

TCPI= 10 000 € - 6000 € / (10 000 € - 8000 €) = 4000 € / 2000 € = 2

The indicator is interpreted to mean that work equivalent to €4,000 is pending and only a
budget of €2,000 is pending.

What does this mean? Cost efficiency or productivity must be improved to align expenditures
with plans.

SCHEMES

CV<0 Over budget

COST VARIATION (CV) CV=EV-AC
CV>0 Under budget

CPI<1 Inefficient use of resources.

BUDGET
CPI = EV / AC
PERFORMANCE
CPI>1 Efficient use of resources.
INDEX (BPI)
Reflects the % deviation with respect to
RELATIVE VALUE (CV %) CV %=CV / EV
the
budget.
Delay in accordance with the
CV<0
SCHEDULE planning.
SV = EV - PV
VARIATION (SV) Progress with respect to the
CV>0
planning.

LEVEL OF SPI<1 Poor time efficiency.

DEVELOPMENT SPI = EV / PV
SCHEDULE (SPI) SPI>1 Time efficiency.

RELATIVE VALUE (SV %) SV % = SV / PV Delay or progress against schedule.

39
KEY IDEAS
• The life cycle refers to the different phases through which a project passes from start to
finish.

• The PMBOK is the reference guide for project management created by the Project
Management Institute (PMI).

• The Cynefin model and Conwey's law are models for understanding the context in which a company is
develops the project.

• Waterfall development is a popular methodology used for optimal process management.

• The work breakdown structure (WBS) is used to define the scope of a project in terms of
its deliverables.

• The Gantt chart and the Pert chart are techniques to determine the activities of a project
and to evaluate the time and resources required.

• The critical path method (CPM) is a tool used to develop the project schedule and identify
which tasks are necessary to successfully complete the project.

• Earned value analysis (EVA) is a project management tool that allows you to measure
your project's progress and evaluate whether the project is on budget and on schedule.

• The five process groups defined by the PMBOK are not independent of each other.

• There are five techniques for specific consultations during project development.

41
GLOSSARY
— AC. Actual cost.

— Certificate of Acceptance. Document that formally certifies the completion of the

project.

— Conway. A theory that considers the product or service resulting from a company.

— CPM. Critical Path Method.

— Cynefin. Model that presents five situations that an organization may encounter.

— DP. Project Manager.

— WBS. Work Breakdown Structure.

— EV. Earned value.

— EVA. Earned Value Analysis.

— PERT. Program Evaluation and Review Technique.

— PM. Project manager.

— PMBOK. Project Management Body of Knowledge.

— PMI. Project Management Institute.

— PV. Planned value.

— SPI. Level of schedule development.

— TCPI. Work to be completed performance index.

43
BIBLIOGRAPHY .
E.S. Andersen; K.V. Grude; T. Haug (2006). Goal directed project management (3rd edition):
London: Kogan Page.

Project Management Institute (2021). A Guide to the Project Management Body of

Knowledge (PMBOK® Guide), 7 Edition.

Yourdon, Edward; Constantine, Larry L. (1979). Structured design: fundamentals of a disci-

pline for designing computer programs and systems (2nd ed.). Englewood Cliffs, New Jersey:
Prentice Hall.

Reichel, CW (2006). Earned value management systems (EVMS): "You too can do earned
value management". Paper presented at the PMI® Global Congress 2006- North America,
Seattle, WA. Newtown Square, PA: Project Management Institute.

45
TOPIC 2
Team management
 Project management

Topic 2. Team management

OBJECTIVES
• Know the team to achieve greater efficiency and create a High Performance Team.

• To know the DISC methodology and its application to team management.

• To know the disciplines of coaching, mentoring and training applied to project management.

• Learn to communicate effectively to the team.

• To know techniques for delegating responsibilities.

• Master and practice soft skills to be able to lead and manage project teams and
stakeholders.

• Acquire all the necessary skills to achieve good communication with the team and
stakeholders.

• Acquire tools that facilitate the management of remote teams, through the simpli
fication of the assignment of tasks.

• Analyze who the stakeholders are at each stage of the project.

• Analyze and document information related to interests, participation, interdependence, and

tions, stakeholder influence and potential impact on the success of the project.

48
2.1. TEAM'S WELCOME

2.1.1. KNOWLEDGE OF THE TEAM THROUGH THE DISC METHODOLOGY

The DISC methodology allows the study of people's behavior and their reaction to different
situations, both individually and in groups, by means of a precise and objective tool (skills
test) that identifies the behavior and predicts possible behaviors of the work team by virtue of
four patterns/levels:

• Decision level: people who are able to make quick decisions and their main objective is
to achieve the expected result no matter what they have to do to do so.

• Interaction level: people who are extroverted, optimistic and communicative.

• Serenity level: people who have active listening skills and are concerned about how or
what to do to achieve the result, with great ability to work under pressure.

• Compliance level: people who are analytical and always comply with the rules imposed
to achieve the objective. They consider different scenarios and study the smallest detail
to make a decision.

Therefore, the data provided by the DISC test are:

a. Decision: how we respond to challenges.

b. Interaction: how we relate to and influence others.

c. Serenity: how we respond to the pace of things and to changes.

d. Compliance: how we respond to established standards.

WHAT IS THE DISC METHOD USED FOR?

Companies apply the methodology by testing their employees to get to know them in order to
create efficient work teams. It is also used for the selection of candidates or for clients. In
addition, the application of the DISC methodology helps to improve assertive communication,
reduce potential conflicts and staff turnover, and create a favorable working environment.

It is important to manage the data correctly for the DISC method to be e f f e c t i v e in its
objective, whether it is to generate more sales, more efficient work teams or to select
candidates.

DID YOU KNOW

THAT...? The DISC methodology was introduced in the field of management by
William Moulton Marston. It is a methodology that is more than 80 years
old, in continuous growth and development.

49
 Project management
Topic 2. Team management

A new project has been commissioned to company A. The project team

EXAMPLE
consists of the Project Manager (DP) and four other people (Elena, Carlos,
Juan and Antonia). It is an important project for the company and,
moreover, it must be completed in the estimated time or the customer
will be lost. Company A has decided to carry out the DISC Test on the
four workers that make up the team so that the PD can know and
predict their behaviors in order to generate better communication in case
conflicts arise and the development of the project is successful.

After conducting the test we find the different profiles (D-I- S-C) and it is
already known which workers have one profile or another. At this point, the
DP knows that:
a. With Elena, who has a profile D (Decision), the appropriate thing to
do is to go to the gra- ner. This is a direct profile and in case of conflict,
the DP knows that it is advisable not to take any detours
with Elena.

b. With Carlos, who has a profile I (Influence), he cannot be too much on top of
it. or be too serious.

c. With Juan, who has an S profile (Serenity), it is advisable to encourage

listening. The PD knows that he must dedicate more time to create a
common space with Juan and spend the necessary time with him when
there is a conflict in the development of the project.

d. With Antonia, who has a profile C (Compliance), the PD already knows

that the best thing to do is not to attack Antonia personally or criticize her
behavior, but to focus on the problem with facts and objective data.

EXTROVERTED
Demanding Locuazy
Aggressive Indiscreet
NAL
Determin ed Persuasive
Competitive DECISION INTERACTION
Persuasive
Arrogant Careless
Arrogant Sociable
Brusque Vigorous

RATIO EMOTIONAL

Reserved SERENITY COMPLIANCE Calm

Cerebral Grudging
Logical Stubborn
Logical Stubborn
Accurate Careful
Accurate Inexpressiv
Disciplined e Modest
Perfectionist
INTROVERTED

50
51
 Project management
Topic 2. Team management

2.1.2. COACHING, MENTORING AND TRAINING FOR A PM. WHEN TO USE AND
PROMOTE EACH ONE OF THE DISCIPLINES
The PD has responsibilities beyond the successful completion of the project he/she
manages. In order to achieve this objective, the PD needs skills and competencies that favor
the adaptation to change, the personal and professional performance of his team and the
optimization of its capabilities. To this end, coaching, mentoring and training are disciplines
that are applied to project management as tools for improvement, both personally and
professionally.

What are each of these disciplines?

a. Coaching: it applies psychoanalysis methodologies and works on the basis of reflection

and pre-questions to know where you are starting from and where you want to go and
how to do it.

b. Mentoring: can be defined as a guide or support element for a person with more
experience. It is a system based on the imposition of tasks, in which the mentor sets the
guidelines for achieving the objectives.

c. Training: preparation aimed at the attainment or maintenance of a skill or aptitude by

one person for another person or a group of persons.

Not all DPs have the emotional competencies to use these disciplines, especially coaching,
which requires strengthening the emotional part. It must be taken into consideration that the
PD, when using any of these tools, will reinforce his leadership within the team and,
therefore, must have sufficient capacity to orient and guide.

WHEN TO USE AND PROMOTE EACH OF THESE DISCIPLINES?

• Coaching as a tool for project management is useful when the PD is faced with the need to
delegate decisions and responsibilities to one person. It is often used in those projects
where a team is required to apply a specific methodology, with specific competencies and
skills. The PD will begin to give small responsibilities that will make the people in charge
question how to manage resources and time, and will force them to develop skills that will
allow the PD to delegate greater responsibilities to him/her. Coaching is often used by
the PD when a new person is integrated into the work group or it is a system put in place
in the company as an organization to work efficiently.

Example. A new project starts in a week's time and the team chosen for the project is
made up of employees who have recently joined the company and have not worked in a
team. The PD considers it useful to apply the coaching discipline to the team before starting
the project to ensure the team's capability. The technique will be divided into four phases:

Phase A. The PD will establish the team's rationale by asking questions such as:

– Are individual and team needs met?

– What are the team's strengths and weaknesses?

– What does the team need?

52
 Phase B. The PD must convey the skills and provide the team with the tools to bring
about change and meet the needs that were discovered in Phase A.

Phase C. In this phase the PD must interpret the geography of the team. That is, what
differences are found among the members, and work on them to prevent and deal with
possible conflicts.

Phase D. In this fourth phase, the PD with the information obtained previously and
together with the team will design a coaching plan to achieve the objective (project
success).

• With mentoring as a project management tool, the PD assumes the role o f mentor, and
its objective is to help and guide an individual or his team in the development of projects
and even to scale within the organization. Normally, this technique is not used for a
limited period of time, but is embedded in the company's culture.

Example. Andrea is new to the company and although she has developed projects in
other organizations, Company X has a philosophy of integration and talent development.
Therefore, the company decides that Juan (DP) will be Andrea's mentor to accompany
her throughout the process of learning and professional and personal growth in the
medium and long term in the company.

Juan will establish a teacher-disciple relationship with Andrea in order to improve the
worker's skills through dialogue and observation. In the same way, he will become a
point of reference for the worker who will turn to him when she needs advice or
recommendations.

• Training as a project management tool is useful when the PD is looking for his team to
acquire skills and competencies by virtue of their experience. Normally, the PD will carry
out simulations that will force the team to develop and anticipate real conflict situations
within a project. The PD employs this discipline when there is an absence of knowledge
on the part of a person or team that is necessary in the achievement of the project or for
a future project. Therefore, tra- ining is usually used for specific projects and ends when
the project is completed.

Example. A new project starts in a week and the PD already has a clear team in place. It
is a construction project that they have not worked on before, so the PD decides to
create a training plan and has decided that this will be given digitally since the use of
technology facilitates the measurement and accessibility to certain programs that they
will have to use in the project. In this way, the PD will be able to train the team on the
type of project and the methodology to be applied through simulations that will force the
team to develop and anticipate real conflict situations that may be encountered in the
development of the construction project.

It is also important to point out, by way of example, that many companies have an
onboarding (training) program for those people who join the company in order to train
them in the philosophy and culture of the organization.

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 Project management
Topic 2. Team management

Large companies use these three disciplines to empower human talent, with the objective of
turning their employees into intrapreneurs.

Example. Iberdrola understands that it is necessary to exploit the most hidden capabilities of
its employees and to break down psychological barriers in order to improve the group's
performance.

In its work philosophy, Iberdrola, a company dedicated to the production, distribution and
marketing of energy, lists the reasons for applying these disciplines and "training talent "1:

1. When the company falls short of achieving the planned objectives.

2. When major structural or organizational changes are to be made.

3. When there are specific shortcomings within the company that limit results.

4. When there are people in the team that worsen relationships within the company.

5. When a manager is unable to bring out the best in every member of the team.

6. When motivation or creativity is lacking among the company's employees.

Professional
Enhancing self- equality
knowledge Specific area

COACHING Consolidated processes

PROJECT
Medium and long Simulations
MANAGEM
Mentor - Mentee term Specific
ENT
projects

TRAINING Hard and

MENTORING soft skills
Trust and support
Achieving or
Improve the maintaining a skill or
worker's capabilities aptitude

Source: Iberdrola.

1 Source: https://www.iberdrola.com/talento/coaching-mentoring

54
2.2. EVALUATION OF COMPETENCIES
2.2.1. WHAT IS A COMPETENCY-BASED ASSESSMENT?
Competencies refer to the elements necessary to adequately fulfill the corresponding role.

They can be classified as follows:

• Core competencies: these correspond to the strategic approach and are convergent
to
the different members of the structure.

• Competencies according to activity: these are specific and intrinsic to the type of
business.

• Hierarchical competencies: these correspond to the level at which the profile is placed
within the organizational structure.

• Matrix competencies: they refer to the function being developed.

• Functional competencies: correspond to the functions of the specific area.

The evaluation includes two main aspects:

• Performance: concept with a qualitative approach.

• Performance: concept with a quantitative approach. It is measured by the results

obtained. It is measured according to the role, the fulfillment of expectations, in relation to
the competencies detailed in the previous paragraph: central, by activity, hierarchical,
matrix and functional.

The evaluation is based on the expected performance, by means of a rating that is

determined, according to the approach to actual performance.

PERFORMANCE ASSESSMENT

Performance Overall evaluation

(Efficiency) (Effectiveness)
-Results. Performanc
-Required competencies.
-Command board. e

0: Unacceptable - 1: 2: Good - 3: Very good - 4: Excellent

Acceptable
Analysis of strengths and
areas for improvement

POTENTIAL EVALUATION

Vertical 0: Does not have. Horizontal

1: Has in the medium term.
2: Has in the short term.

Projection of the evaluated in the

performance of the new role (new
competencies required).

Source: PMBOK Guide: The evaluation of performance and the evaluation of potential in Project Management.

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 Project management
Topic 2. Team management

2.2.2. HOW TO EVALUATE THE TEAM BY COMPETENCIES

Team composition can be organized in different ways: project-based, client-focused, matrix,
etc. The essential element for team composition is the different elements required by the
project and the team's functions within this framework.

In order to identify the team's competence and incompetence, the following criteria are used
evaluation such as the following:

• Formulation of realistic and concrete objectives.

• Clear definition of deliverables.

• Application of skills for good practice in the above points.

• Training and skill level of the components.

• Results orientation.

• Adequate leadership.

• Well-targeted structure.

• Established guidelines in terms of planning and internal standards.

• Cohesion.

• Critical sense.

In relation to evaluation, it is essential to previously define activities, allocation of resources

and time. These parameters will provide information on the expected compliance. It must be
taken into account that a good feedback is necessary to be able to apply corrections if
necessary.

Assessments can be conducted through tools such as focus groups, surveys, skill tests,
interviews, etc.

It is important, in team evaluation, to keep in mind that individual performance has an impact
on the performance of others, in project management environments and in interrelated
activities.

DID YOU KNOW

THAT...? Co-location is the relocation of the most active team members to the
same physical location. It aims to improve interaction and performance
as a team.

56
 Performance orientation:
management and leadership skills,
teamwork, motivation and
knowledge management.

Control and continuous Structuring of operations:

improvement: suitability by clear planning, time
task, review, knowledge and and budget, independent and
skills, lessons learned. interrelated activities.

2.2.3. THE WHEEL OF COMPETENCIES

The competency wheel is based on the wheel of life and is a tool for assessing job
competencies as the knowledge, skills and abilities necessary for performance.

It is a tool that helps to improve competencies, promotes self-knowledge through

observation, with special attention to behaviors and results. It requires an initial identification
of competencies for each position or project:

TEMPLATE WHEEL OF COMPETENCES

COMPETENCY 8 COMPETENCY 1

COMPETENCY 7 COMPETENCY 2

COMPETENCY 6 COMPETENCY 3

COMPETENCY 5 COMPETENCY 4

57
 Project management
Topic 2. Team management

Choose the competencies to be evaluated.

Each competency is unique in one of the triangles. Establish
from 1 to 10 what level of competence is required.
Determine from 1 to 10 the level of competence of the person being
evaluated. Mark on the wheel the point it represents.
Join the points to see the deviations from the defined profile.

Some examples of competencies that can be assessed using this tool are: problem solving,
change management, communication, adaptability, initiative, commitment.

Once the competencies to be evaluated have been selected, they are assessed on the
understanding that each spoke of the wheel symbolizes a numerical score ranging from 0 to
10.

2.3. TEAM COMMUNICATION

2.3.1. DEFINITION OF COMMUNICATION WITHIN THE PROJECT TEAM
Communication within the project team is distributed in three of the five groups of
processes, specifically in the planning, execution and control group.

1. Communications planning. The information needs of the project should be determined.

2. Manage communications. Once information needs are established, they should be

communicated to stakeholders.

3. Control communications. This process involves the need to effectively communicate

the status of the project as it progresses.

Four points should be taken into account in the first process:

1. The communication channels chosen for the development of the processes will determine
the effectiveness of communication during the project.

2. The technology to be used, taking into consideration whether the work environment will
be physical or virtual, the urgency of communication and the competencies of the staff.

3. Communication patterns in terms of languages, experiences, cultures or levels of

education within the team.

4. Meetings should be scheduled to be effective.

In the second process, which refers to management, consideration must be given to how the
information will be systematized and managed.

58
And finally, with the third process, the objective is to control and ensure that stakeholders
receive this information. This requires records, work performance data and a system for
storing and distributing information in an orderly and systematized manner.

TEAM COMMUNICATION SCHEME

PLANNING
1
Planning communications

Team communication

2 3
Manage communications Control communications

EXECUTIONMONITORING AND CONTROL

Carrying out the three team communication processes in a project can save resources.
Communicating effectively saves time and money, and means that similar projects that may
be developed in the future will be simpler since the communication model can be replicated,
while taking into account the particularities of each project.

Example.

Company X is carrying out a project to create an e-commerce site. Before starting to develop
the project, the DP wants to establish how the communication will be carried out.

The project is divided into the five major process groups: initiation, planning, execution,
control and closure. The PD needs to establish in the planning, execution and control groups
the methodology to be used to communicate with the team and stakeholders in this particular
project.

In communication planning, the PD and the team establish the basic communication needs
and decide that the communication channels should be composed of six channels, knowing
that the number of stakeholders is 4.

The following formula was used to calculate the communication channels:

Number of channels = (interested parties x (interested parties -1))/2 = 4 x (4-1))/2 = 6

In terms of technology, they have decided to use the WBS as a communication tool and
as a method, it was decided to create a specific intranet.

59
 Project management
Topic 2. Team management

For communication management, it is agreed that the team will conduct performance
reports
and videoconferences. In addition, collaborative tools will be used through the intranet and
the
team will have access to the project schedule and the status of deliverables.

Finally, in the control of communication, the recording and storage of information

is systematized through the use of specific software that generates reports on the status of
the project in specific time periods. Once the report has been obtained, the team is aware
that a meeting on the progress of the project will be held the following day.

2.3.2. CONFLICT MANAGEMENT

Conflict is unavoidable, so conflict management is one of the most important qualities of the
company. important that the PD must have.

For effective conflict resolution the PD must take into account:

1. Sources of conflict: the main sources of conflict are the schedule, changes in priorities
and lack of resources; even the personalities of the people on the project team can be a
source of conflict.

2. Actions to be taken: The actions to be taken by the DP are threefold:

– Address the conflict early and privately.

– Use a direct and constructive approach.

– Ultimately making disciplinary decisions.

3. Conflict resolution techniques: Thomas Kilmann proposes five conflict resolution

styles/techniques to deal with conflicts:

– To yield or accommodate.

– Collaborate.

– Transaction or commitment.

– Evade or avoid.

– Impose or compete.

4. Steps in conflict resolution:

– Identify the cause of the problem.

– Analyze the problem.

– Identify resolution alternatives.

– Implement a decision.

– Review whether that decision has solved the problem.

60
 5. Conflict resolution models: There are many conflict resolution models. One of the most
prominent is the Strength Deployment Investment (SDI), developed by Dr. Elias Porter.
This model describes people's motivation in seven colors with the aim of finding out
which is predominant, i.e., what stands out in the personality of those involved, which is
fundamental to mitigate conflicts.

6. Leadership style of the PD: when faced with conflict situations, the PD can decide
which leadership style he/she will use to manage: directive, consultative, participative,
delegating, facilitating, self-critical and consensus.

In project management, there are two points of view on conflicts:

– Old school. In this point of view it is understood that the cause of conflicts arises from
the personality problems of the team members and the lack of leadership of the PD.
The resolution proposed by the old school in conflicts is the physical separation of
people and the intervention of top management in the conflict.

– Modern management. From this point of view, it is understood that the cause of the
conflicts that arise are unavoidable causes due to the organizational interaction that
exists in the companies or in their teams. The resolution proposed by modern
management is to identify the causes and solve the problem among those involved.

Example

During the development of the project, in the execution process, a change in priorities arose.
While in the planning it was established that the priorities were the delivery of the project on
the date proposed by the stakeholders, with a series of conditions, and all this had been
fulfilled by the work team. Now, the stakeholders are demanding a number of changes that
they consider to be a priority, which means that the project will end two weeks later than
agreed and that the planning and implementation group must redo the work that had already
been done. This is a source of conflict between the project team and the stakeholders, since
the planning and implementation group that had finished the project must resume the project
by applying the changes requested by the stakeholders when it is the stakeholders who are
not complying with the schedule established for the project and of which they were aware.

However, this is a very important customer for the organization and the project accounts for a
large part of this year's revenue.

Although there is no specific technique for resolving conflicts, when analyzing the conflict, the
PD identifies three resolution alternatives (I) leave the project due to non-compliance of the
parties, (II) change the team or (III) seek a meeting point to continue with the two parties. He
also applies the SDI model in which he obtains sufficient information to decide to go for the
third alternative and maintain a direct and constructive approach with his team. The PD
decides to face the conflict by betting on collaboration and compromise and holds a face-to-
face meeting with the parties involved individually and another one with everyone (project
team and stakeholders) in which he somehow acts as a mediator and agrees between the
parties to meet the new priorities of the stakeholders, making it clear that this is not the
modus operandi, and to compensate his team with a bonus if they finish the project with the
new conditions in the new times to be paid by the stakeholders. Afterwards, the PD will
record the conflict and resolution in the organization's incident log.

61
 Project management
Topic 2. Team management

CONFLICT MANAGEMENT

Project Director

PD
Sources Conflict
Resolution leadership
of conflicts resolution
techniques style
phases

Conflict
PD
resolution
Actions
models

2.3.3. DELEGATION BY THE PM

Delegation is one of the PM's competencies that requires effort and a clear methodology in
its application to achieve effectiveness, minimize risks and maintain the necessary control.
DPs use delegation as a basic tool for time management.

The PD must be clear about what he/she can/has to delegate and when it is appropriate to
do so. The control of the results remains with the PD; therefore, the PD must establish the
parameters to be supervised or controlled before delegating. On the other hand, the
economic criterion is a determining factor when delegating tasks by the PD.

But the success of the delegation does not only depend on the PD; the delegated personnel
must meet a series of conditions that determine their ability to accept the delegation and for it to
be successful:

a. Resolving capacity.

b. Autonomy.

c. Ability to control the tasks delegated to him/her.

d. The delegate must have all the information that the PD delegates to him/her.

e. Negotiation and leadership skills, as he/she will have to deal with the rest of the media to
develop the project.

The project is always the responsibility of the PD, so when the PD delegates a task, he/she is
delegating the decision-making capacity and authority over it but never the responsibility.

62
 PM Delegation

What to When to How to To whom to

delegate delegat e delegate delegat e

To know which The delegation There are specific In order to know who
tasks to of tasks must delegation to delegate it is
delegate, three The following are techniques such as important to take into
factors must be the main activities the RACI matrix. account
taken into to be carried out the delegate's
account: prior to the start of skills,
the event. experience,
1. Time. proactivity or
2. Urgency. commitment.
3. Importance.

Example

A project on the creation of an e-commerce website is presented. The Project Manager must
adequately delegate the tasks to develop the project.

First, identify the tasks that can be delegated. To do so, you should consider three factors: (I)
time, (II) importance and (III) urgency.

Normally, the tasks that are delegated are those that are urgent (important and not
important) and those that are not their direct responsibility.

Second, the PM must select which tool, method or technology is appropriate for channeling
the delegation. For example, the RACI diagram that will be shared in the next point.

Third, evaluate the people who make up the team. The delegatee must have sufficient
potential to take on the task to be delegated. Normally, PM already knows his team, so it will
not be difficult to decide to whom he should delegate. To this end, skills such as capacity,
proactivity, commitment, among others, are taken into account.

2.3.4. ELABORATION OF RESPONSIBILITY ASSIGNMENT MATRIX

There are many tools and techniques for assigning responsibilities, with the objective of
streamlining communication in the development of a process and speeding up decision
making. One of the most commonly used is the RACI Matrix. This technique is used for
collaborative work and organizes responsibilities and provides a controlled follow-up to the
different tasks, by means of a classification in four classification categories of the team that is
visualized in a graphic that details each task. These categories are:
• R: Responsible. It can be a single person or a team whose mission is to follow up until
the task is completed.

• A: Authority. This is the person who is accountable for the task and the success or
otherwise of the task.

• C: Consultants. These people are the ones who should lead the task based on their
expertise.
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 Project management
Topic 2. Team management

64
 • I: Informants. The mission of these people is to attest to the input and output of
information about the project.

The steps for developing a RACI matrix are as follows:

a. Establish the size or complexity of the project.

b. Identify the tasks.

c. Assign roles.

d. Determine the phases of the project.

There may be a situation where a specific project needs a technical profile whose mission is
to provide the necessary support to complete the task or to add a quality person or team. In
these specific cases, it is not necessary to change the RACI method, but it is necessary to
add a support profile to it.

Example

An E-Commerce creation project is presented. In order to improve management and avoid

overloads, it was decided to apply the RACI Matrix technique:

a. It must be specified how many tasks must be developed. For the development of this specific
project, five tasks must be successfully completed: (I) design of the site, (II) creation of the
site, (III) digital marketing plan, (IV) launch of the site and (V) sales analysis.

b. The team members must be established: Maria, Juan, Alonso, Mercedes and Roy.

c. Once the tasks and the team that will perform them are known, the PM must establish
the roles according to the RACI matrix.

Alonso Mercedes
Maria Juan (Developer) Roy
(Community (Customer
(Designer) (Analyst)
manager) Service)

Page design
R A I C C

Creation and
development of the A R I C C
site

Digital Marketing
A C C R I
Plan

Launching of the
website and the R A R C I
Marketing Plan

Sales analysis C C C I R/A

65
 Project management
Topic 2. Team management

PM Delegation

R I
Responsible Informer
RACI
MATRI
X

A C
Authority Consultan
t

2.4. REMOTE EQUIPMENT MANAGEMENT

2.4.1. DYNAMIC GOVERNANCE SYSTEMS

Its system is based on the concept of shared intelligence, whose characteristics are:

• Nested circles referring to coordination, representation and leadership roles

The traditional manager's role is diluted.

• Protocols and work packages are established.

• Each team member performs managerial functions in his or her context.

• Decision-making by consent.

• Operational role selection process.

• Participatory work.

• Different roles or members are given voice.

• Meetings are documented.

• It focuses on improvement through experiences.

• It is important to access knowledge.

66
 AGILITY
Dynamic governance. Company dimensions and culture
Fractal structures.

ORGANIZATI DUAL
ONAL AGILITY AGILIT
Y
ORGANIZATIONAL

Directive governance.
DIMENSION
Pyramidal structures.

TRADITIONAL TECHNIC
ORGANIZATIO AL
N AGILITY

Predictive Evolutionary management.

management. Concurrent (incremental)
Sequential engineering.
engineering
(waterfall).

OPERATIONAL ASPECT

Culture

Orange (achievement) Green (pluralistic) Teal

(evolutionary)

EXAMPLE The organization to which the "A" work team belongs has a rigid
organization chart, which structures fragmented functions and
communications through hierarchies, with a centralized management
unit. Following the sale of the company to an investment group, a
change is proposed to connect the members of the corporation with the
sense of the whole and to streamline decision making, encouraging
initiative, flexibility and adaptation to change. The new owner of the
company proposes a dynamic governance model to achieve favorable
change in the determined aspects.

67
 Project management
Topic 2. Team management

2.4.2. THE KAIZEN METHOD

Kaizen incorporates in its name the meaning of the process of continuous improvement,
merging two Japanese words that mean: change and better.

It is based on the implementation of small improvements that involve the entire organizational
s t r u c t u r e . Under this concept, big changes come from other small ones, which have been
implemented over time. It is based on achieving goals gradually and continuously.

The method also proposes the necessary involvement of all members of the structure for
improvement, so that all members have the possibility of proposing improvements.

EXAMPLE In a company that produces software, in the last year a higher volume of
complaints are being handled in the after-sales service, due to errors in
the operation of the product. This situation is leading to cost overruns and
a drop in customer satisfaction.

One of the tools of the Kaizen method can be a time and attendance
software for employees, which will allow for better time management
and workload distribution.

IDENTIFY
Opportunities, detecting
inefficiencies.

PLAN
REVIEW
Identify objectives, analyze
Analysis of the results with
and organize, adopting
respect to the changes
proposals that attack
implemented.
inefficiency.

RUN
Changes, monitor and
correct quickly if required.

68
2.4.3. THE MOST USED TOOLS TO ASSIGN TASKS TO REMOTE TEAMS JIRA
Jira is a software tool for task organization. It focuses on Agile, Scrum, Kanban, etc.
methodologies. It incorporates guidance on teamwork. It allows the management of projects,
processes, tasks, teams, etc.

Elements that compose it:

• Projects.

• Tasks.

• Dashboard: allows the tracking of work and has two options; Kanban (optimizing the work), Kanban
(optimizing the work), Kanban (optimizing the work) and Kanban (optimizing the work).
(workflow management) and Scrum (projects).

• Workflows.

• Dashboards.

Source: www.atlassian.com/software/jira

SLACK

Slack is a real-time messaging software that enables team interaction and communication
and incorporates tools such as video calling, text and audio messaging, file sending, status
indication and connection with other tools such as Drive, Trello, Calendar, ZOOM, etc.

69
 Project management
Topic 2. Team management

Source: www.slack.com

WORKPROJECT

Workproject is a software that determines the time spent on projects, automatically detects
which project is being worked on and allocates the time to it. It also allows you to calculate
the costs of projects at each stage of their development and possible deviations from the
initial forecast.

Source: https://enlace-rh.com/workproject/

70
CONFLUENCE TEAM

Remote workspace for team projects. It allows sharing collective knowledge. It is a flexible
workspace and encourages communication between the different members of the team.

Source: https://www.atlassian.com/blog/confluence/teams-and-people-profiles

TRELLO

Trello is a software that facilitates project planning through boards, lists and tar- jets. It works
as a virtual board. It offers a global vision of the project as a whole, with extensive
functionalities for its organization and where the cards as a post it can be incorporated with
deadlines, colors, comments, attach documents, etc.

Source: www.trello.com

71
 Project management
Topic 2. Team management

EXAMPLE To manage the project for the creation of a sporting event, first of all, it is
necessary to organize the various departments with their functions and
people involved, for which the TRELLO tool is used to create a card for
each department: administration, design and implementation of routes,
communication, villages and props. In each of them, the tasks and people
in charge are detailed. Once designed in TRE- LLO, the implementation
of SLACK is activated as a communication tool, establishing a workspace
for the project and a channel for each area, deciding who to involve in
each of them depending on the communication flows that need to be
established.

2.5. PROJECT STAKEHOLDER MANAGEMENT

2.5.1. WHAT IS STAKEHOLDER MANAGEMENT?

Stakeholders, also referred to as interested parties, are the people who are affected as a
result of the development and execution of the project by virtue of their interests.

Most projects usually have the following stakeholders: sponsor, client, user, PD, workers,
government, community and a long etc.

Stakeholder management involves implementing a systematic approach to ensure that communication is

with project stakeholders is effective. The objectives of stakeholder management are:

a. Understand their needs and expectations.

b. Respect their interests in the project.

c. Address any incidents as they arise.

Sponsors, customers, government...

DP Stakeholders They have their own interests.

They affect the project.

Manage
ment

System of effective
communication

72
 EXAMPLE It is normal for there to be a conflict of interest among stakeholders, so
the PD's skill and dedication is critical. For example, in a project to
develop a new cell phone technology, the technician is interested in
achieving maximum connection speed, the commercial manager wants
to finish the project in a few days so that no competition appears, the
financial manager wants to invest no more than x amount of money in
research, and the shareholder wants a good return. It is therefore
important to know how to resolve conflicting interests. It must be clear
that it is impossible to please all stakeholders in the same project.

2.5.2. PROCESSES WITHIN STAKEHOLDER MANAGEMENT

The basic steps to be followed in stakeholder management are as follows:

1. Identify stakeholders: all stakeholders will be identified and it should be taken into
consideration that during the development of the project stakeholders may appear or
disappear, so the PD should be kept up to date.

2. Plan and involve stakeholders: it is necessary to determine their needs and

expectations and convert them into project requirements.

3. Manage stakeholder involvement: it is necessary to be in continuous communication

with them and to know exactly the level of interest and power that each one has over the
project.

4. Monitor stakeholder involvement: it is essential to manage their influence in relation to

your requirements, as far as possible, to achieve a successful project.

The identification of stakeholders in the initial phase of the project is of great relevance. It is
important to be clear about the degree of influence of the stakeholders on the project, since
depending on this, project costs can be greatly increased. In most projects, the legal
department is a definite stakeholder.

EXAMPLE An example of a stakeholder is the customer or user. These can be

internal or external to the organization executing the project, and there
are different levels of customers. For example, if the project is a
pharmaceutical product, customers could include doctors, patients and
the insurance companies that pay for the product.

Another example of a stakeholder is the project team itself. From the PD

to team members carrying out the project field work with specific subject
matter expertise.

73
 Project management
Topic 2. Team management

Initial phase

Identify the
interested

What to do
Manage Monitor
influence
involvement MANAGEMENT OF Planning and
stakeholder How to make
Manage
of the THE INTERESTED
interested involvement
requirem
ents parties Who should
do it

Managing
involvement
of the
interested
parties
Level of
interest and
power

2.5.3. MATERIALITY MATRIX

Materiality analysis as a process focuses on identifying the most important elements for the
company, prioritizing them and also identifying the elements of concern to stakeholders and
their influence on the business.

Based on this analysis, priorities are established to create value while developing the
business.

In this section we will comment on the materiality analysis presented by the Inditex group.

74
The resulting matrix sets out 20 areas determined according to their
importance for stakeholders and for the company's development, as well as their
temporal relevance.
DID YOU KNOW
THAT...? According to GRI (2015a; 2015b; 2016c), materiality is defined as the
"threshold at which material topics become sufficiently expressive to be
reported. Beyond that threshold, not all material topics are of equal
importance, as the emphasis of the report should reflect their relative
priority."

75
 KEY IDEAS
• The DISC methodology makes it possible to study people's behavior and their reaction to
different situations.

• Coaching, mentoring and training are disciplines that are applied to project management
as tools for improvement, both personally and professionally.

• The evaluation of competencies is based on the expected performance, through

a rating that is determined, according to the approach to actual performance.

• The essential element for the composition of the team are the different elements required
by the project and the roles of the team within this framework.

• The competency wheel is based on the wheel of life and is a tool for assessing job
competencies as the knowledge, skills and abilities necessary for performance.

• Communicating effectively saves time and money, and means that similar projects that
may be developed in the future will be simpler since the communication model can be
replicated, while taking into account the particularities of each project.

• Conflict is unavoidable, so conflict management is one of the most important qualities of a company.
The most important things that the PD must have.

• Delegation is one of the PM's competencies that requires effort and a clear methodology
in its application to achieve effectiveness, minimize risks and maintain the necessary
control.

• The Kaizen method is a quality method, based on the implementation of small

improvements that involve the entire organizational structure.

• Jira is a software tool for task organization.

• Stakeholder management involves implementing a systematic approach to ensure that communication

with the stakeholders is
with project stakeholders is effective.

75
GLOSSARY
— AMA. American Management Association.

— Clients. Individuals or organizations that will use the product, service or result of the
project.

— Coaching. Advise another person to boost their professional and personal development.

— Portfolio managers. Responsible for the high-level governance of a set of projects or

programs. May also be a committee.

— Program directors. Program directors: Responsible for the coordinated management of

the program of related projects, in order to obtain benefits and control.

— DISC. Decision. Interaction. Serenity. Fulfillment.

— DP. Project Manager.

— Jira. Jira is a software tool for task organization.

— Kaizen. Quality method, based on the implementation of small improvements that

involve the entire organizational structure.

— Mentee. Person with less experience under the guidance or mentoring of a mentor.

— Mentoring. A person with more experience or knowledge than another who carries out
the task of guiding, advising or sponsoring the person with less experience or knowledge.
— Onboarding. This is the process of training new people in a company, ensuring that they
are integrated into the organization's philosophy and are familiar with the products or
services it offers.
— Sponsor. Person or group of persons providing financial resources.
for the project.

— PM. Project Manager.

— PMO. Project Management Office.

— Responsible person. Person who must ensure that the activity is carried out properly.

— Role. The position a person occupies in each project activity.

— SDI. Strength Deployment Invertory. Conflict resolution model developed by the

Dr. Elias Porter.

— Software. A set of programs and logical components that enable an information system to
be used in the production of information. The company's activities are based on a specific task
or activity.
— Training. Preparation aimed at the attainment or maintenance of a skill or aptitude.

77
BIBLIOGRAPHY .
Canossa, H. (2019a). Humans in business: Human talent management, more than resources
in the organization. Independently published.

M. Patrese, G. Granchi (2020). An effective approach to coaching project managers: leading

the coach into the future. Paper presented at PMI Global Congress 2010 - EMEA, Milan,
Italy. Newstown Square, PA: Project Management Institute.

P. Lledó (2013). Project manager: How to pass the PMP exam without dying trying.
2nd ed. - Victoria, BC, Canada: the author.

Project Management Institute (2018). The Standard for Organizational Project Management
(OPM).

Project Management Institute (2021). A Guide to the Project Management Body of

Knowledge (PMBOK® Guide), 7 Edition.

T. Klastotin, G. Mitchell (2020). Project Management: A Risk-Management Approach. SAGE

Publications.

Z. Shamsuddin (2020). The Certified Executive in Project Management. Lulu Press.

79
TOPIC 3
Team management and communication
 Project management
Topic 3. Team management and communication

OBJECTIVES
• Determine the format and establish the necessary criteria for planning, structuring,
estimate, budget and control project costs.

• Meet the required levels of quality and grade management on the project.

• Know your natural leadership style and adapt to excel in any context.

• Elaborate and define the different flow diagrams.

• Manage the different resources within a project.

• Master the creation of a cost management plan.

• Plan the different communication processes of the project.

• Learn how to manage project communications.

• Learn how to draw a diagram.

82
3.1. CREATION OF A COST MANAGEMENT PLAN
DEFINITION Project cost management (PCM) refers to the economic needs, which
require those resources that must necessarily be included, to carry out
A-Z the activities and work established in the project and adjust them to the
economic resources available, this being a process of continuous
monitoring throughout the project life cycle.

It is the process of calculating, setting and controlling costs on a project. It allows organizations
to predict expenditures to reduce the chances of budget overruns.

This process includes: cost estimation, budgeting, cost control and calculating profitability.
1. Cost estimation. In this first phase, the aim is to obtain a realistic pre-vision of the
possible project. To do this, we must first carry out an economic analysis to determine
the profitability of the project. In order to make this estimate, we will have to establish the
tasks to be carried out and draw up a project schedule. The cost of human resources is,
as always, the highest; therefore, the planning phase of the project is essential to be able
to estimate its overall costs.

In addition, other costs that the project will entail (acquisition of materials, technology,
etc.) will have to be evaluated. At this stage we will be able to decide how much to invest
in this operation, guided by the results of the economic analysis we will carry out and the
statistics we will analyze: project rank, risks, etc.

2. Preparation of the budget. This is where conclusions will be drawn. Based on the
project costs established in the previous stage, an economic budget will be drawn up,
taking into account the margin to be obtained. During the development of the project,
there may be variations with respect to the initial forecasts.

3. Control of project costs. Good cost management in a project lies in controlling

throughout its development, so that there are no deviations. The project manager needs
to invest time and analysis in task and team management. They should be monitored
periodically:

– Progress and status of assigned tasks.

– The time spent on each task.

4. Calculate the profitability. Once the project has started, an evaluation will be carried
out to determine how the costs have been applied and whether the expected results
have been obtained. This analysis will make it possible, based on profitability factors, to
determine the project's success, successes and failures. There will certainly be other
factors to be taken into account, such as quality and customer satisfaction.

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Topic 3. Team management and communication

a. Type of costs:

– Variables: Depends on the volume of production.

Example: quantity of materials needed for the construction of a building.

– Fixed assets: They remain stable in relation to the volume of production.

Example: taking out insurance.

– Direct: These are directly passed on to the project.

Example: the architectural project.

– Indirect: They do not directly impact a project activity, but are necessary for them to
be developed.

Example: telephone charges.

– Opportunity: Refers to the cost of the opportunity not carried out.

Example: material A is chosen between two types of materials (A and B). Material B
turns out to be of higher quality after 5 years. The opportunity cost would be the result
of adding the cost of the purchased material and the cost of replacing it before the
time it would have represented to choose material A.

b. Value Engineering and Analysis Techniques. These are techniques used to measure
the performance of programs where several projects are integrated at the same time, as a
continuous operation for the production of a product.

Through planning and control processes, it is possible to compare planned work against
and make adjustments if necessary.

c. Perform Project Cost Management planning. Project cost management planning

requires establishing the framework of procedures, policies and documentation
necessary for planning, managing and executing project costs.

d. Estimate and Control Project Costs. The estimation and control of costs requires an
approximation of the economic needs necessary to develop the project activities. This
estimate is projected in all areas of the project.

e. Project selection based on cost. This refers, in this case, to the application of the cost
criterion at the time of project selection.

f. The Project Earned Value Technique. It is carried out by defining the baseline for
performance measurement, including: description of the scope of work to be performed,
schedule, costs and resources required.

84
 EXAMPLE An example of the relevance of cost management would be in the
construction of a building. First of all, it is important to define the budget
and then break it down into smaller items.

This budget planning will determine decisions such as the quality of

materials to be used, the level of value-added elements that can be
implemented, the timing of phases, etc.

3.2. QUALITY MANAGEMENT IN PROJECT

MANAGEMENT
3.2.1. QUALITY MANAGEMENT PLANNING
Quality management planning comprises the process of identifying the quality requirements
and standards for the project to be performed. All of the above must be documented for
compliance and verification. This process should be performed in parallel with the other
planning processes (e.g., communications management planning), as changes in quality
management planning may influence and require adjustments to other processes.

Therefore, quality management involves the fulfillment of the project with those needs that
were determined and for which it was undertaken. Therefore, it will be necessary to comply
with four requirements:

a. Stakeholder needs must become sine qua non conditions of the project.

b. Once the project is completed, it must satisfy the customer and the needs for which it was designed.
developed.

c. Take into consideration the preventive scope and carry out the necessary actions for a
possible inspection.

d. To be always in continuous improvement.

The PD does not have to be a great expert in the field of quality, but in his or her work he or she
should consider the following issues:

• Provide improvements in relation to quality processes and approaches.

• Define quality measurement instruments.

• Prior to finalizing a deliverable, check the quality.

• Perform quality impact assessment when a project is modified:

scope, risks, time, costs and resources.

• Dedicate time to the implementation of quality improvements.

• Ensure that integrated change control is implemented.

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Topic 3. Team management and communication

Quality planning is distributed into the following process groups:

• Planning: taking into account the standards that are considered relevant and the strategies
to meet them.

• Execution: quality assurance is proposed through the processes considered necessary to

comply with the project.

• Control: supervise that the project is within the pre-established limits.

Quality planning is done just prior to project implementation. For this purpose, it is important
to define the most relevant standards. An example would be the ISO standards for project
management.

Process for identifying the

quality requirements and
standards for the project to be
performed

PD actions:
• Stakeholder needs.
• Establish quality
• Customer
metrics.
satisfaction.
PLANNING OF THE
QUALITY MANAGEMENT • Evaluate the impact.
• Preventive scope.
• Allocate time.
• Continuous
improvement.
• Ensuring control.
PHASES

Quality Quality Quality

planning manag control
ement

It is important to differentiate between "quality" and "grade". Quality refers to the fulfillment of
identified requirements and grade refers to the performance of a project or product.
Therefore, in the field of projects, there are no problems in the lack of grade, but there are
problems in the lack of quality.

EXAMPLE Today is the delivery of a construction project, but the client

communicates with the organization to convey that the quality of the
delivered project is not acceptable. However, on both sides it was not
clear what was meant by "acceptable quality". In this sense, it is
important that next time the PD defines what is "acceptable quality" for
the organization, specifies how to measure quality and defines the level
of work needed to meet this requirement.

86
3.2.2. WHAT IS GOLD PLATING?
Gold plating consists of adding functionalities or a larger scope to a product or project that is
in the delivery phase and that were not initially included in the initial planning and, therefore,
in the scope of the project without being charged.

Gold plating is generally discouraged because it can worsen project profitability and increase
risks. It is important to have clear scoping processes to avoid adding changes without going
through integrated change control and save on unsolicited work.

The scope management processes are described below:

• Scope management planning: development of the other processes, such as the vali-
dation, definition, requirements, etc.

• Requirements gathering: it requires gathering skateholders' needs in order to transform

them into requirements of the project itself.

• Definition of the scope: it emphasizes the development of the statement in terms of its
scope.

• Creation of the work breakdown structure: decomposition of the project itself into
smaller pieces.

• Scope validation: requires the client to formally accept the scope of the project.

• Scope control: scope change management.

Example

The project that has been requested to our team is the creation of a blog based on the
corporate identity of the interested party. The scope of the project is defined in the delivery of a
blog design aligned with the corporate identity of the client and this is how it is delivered by
the DP on the estimated delivery date. However, the client complains about the lack of
scope, considering that there are missing functionalities such as "legal notice of cookies or
the possibility of sharing on Facebook". These functionalities were not contemplated in the
project planning, but the client considers that they are obvious in the delivery of this type of
project.

In this case, two circumstances may occur:

a. Consider that the customer is right and that the fault lies with the work team and DP.

b. Considering that the customer is not right and we are faced with a gold plating practice.
Since a scope extension is assumed without having measured the impact of the change.

DID YOU KNOW The term Gold plating is not in the PMBOK but is a widely accepted
THAT...? concept as part of the project management body of knowledge. It can
be implemented if suggested to and accepted by the client, but each
modification must be subject to change control and project impact and
approved.

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 Project management

Topic 3. Team management and communication

3.2.3. PREVENTION BEFORE INSPECTION

"Prevention before inspection" is a modern approach to project quality management,
focusing on proactivity (good planning, design and construction) rather than inspection after
project completion.

It is about continuous improvement with constant measurement of trend and variability.

Change
control.

Quality
review. Quality
PREVENTIVE improvement
ACTIONS planning.

Quality impact
Common
assessment.
metrics.

EXAMPLE When faced with a project to create a blog with the client's corporate
identity, our organization has a project quality control department that,
together with the PD and the project team, will perform the following
functions:

a. Ensure that integrated change control is used.

b. Plan and allocate time for quality improvements

necessary to be detected.

c. Determine common metrics to monitor quality throughout the project

life cycle.

d. Evaluate the impact on quality when the team must change the
scope, resources, cost, time and risks of the project. In other words,
avoid gold plating.

e. Review the quality before delivering the project to the client.

88
Quality control should be carried out throughout the project so that quick action can be taken
to detect what causes poor quality in the project, or may cause it, and to make
recommendations or implement actions to eliminate the causes. Most recommendations are
preventive.

The project team must know the difference between prevention and inspection. Prevention
means preventing errors from occurring in the process, i.e., anticipating them. Inspection, on
the other hand, means preventing errors that already exist from reaching the customer.

The cost of preventing errors is much lower than the cost of correcting them.

3.2.4. QUALITY METRICS AND THEIR VARIABILITY

A quality metric is intended to describe, in a specific way, an attribute measured by the
quality control process using objective parameters. It is a real value that allows to identify the
status of the project and to make the necessary improvements.

Some examples of quality metrics include: on-time performance, timekeeping, and quality control.
The following are some of the most important factors to be considered in the test: the number of defects,
frequency of defects, failure rate, reliability, and test coverage.

The tools available to the PD to formalize quality metrics are as follows:

• The Ishikawa Diagram: identifies in a schematic way the causes of the problems. The
development of this diagram facilitates the organization of information and helps to
process and prioritize.

Machines Materials Methods

Heavy Moldings Sequence

Light Painting Processe

s Defective
tank
Gas Training Informality

Electricity Commitment Delays

Energy Staff Communications

Source: P. Lledó.

• The Flowchart: uses symbols to describe the steps of a process and the actions to be
performed at each step. One type of flowchart is the SIPOC model that summarizes the
inputs and outputs of processes in a table format.

89
 Project management

Topic 3. Team management and communication

ANSI symbols for the flow chart

Process or activity. Function performed by the person.

Alternative process.

Decision or alternative.

Data. They are generated and fed into the process.

Document.

Initiator or terminator.

Connector. Linking one part of the diagram to the other.

Communication line. Transmits information from one place

to another.

Source: P. Lledó (2013).

• The Control Chart or Control Diagram: used to evaluate the behavior of the process
over time.

Tolerance limit (customer)

UCL: upper control limit

X = Mean

LCL: lower control limit

Tolerance limit (customer)
Source: P. Lledó.

90
• The Histogram: is a graphical representation of frequencies that are classified into
categories.
9
8
7
6
Frequency

5
4
3
2
1
0
2496 2498 2500 2502 2504 2506

Class
Source: P. Lledó.

• The Scatter Plot graphically represents the relationship between two

variables.
Variable Y

Variable X

Source: P. Lledó.

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 Project management

Topic 3. Team management and communication

• The Pareto Diagram is a graphical representation of the frequencies of a histogram that

shows the causes of product errors. It is very useful because it highlights the causes of
failures.

25 100 %
Causes
20 80 % 1 - Electricity
2 - Wood
15 60 % 3 - Drill
4 - Sandpaper
Frequency

5 - Negligence
10 40 %
6 - Inputs

520 %
Frequency
Accumulated
0 0
3 2 6 1 4 5

Range

Source: P. Lledó.

• The Control or Check Sheet records notes for data collection and sorting. These sheets
should be designed based on the needs of the project and the characteristics of the data
needed to measure and analyze the project processes.

Check sheet - example

Machinery failures

Problem Heavy Light Total

Machine 1 Machine 2 Machine 3 Machine 4 Machine 5

A - Power
18 21 22 23 30 114
failure
B - Lack of
7 6 5 8 9 35
materials
C - Human
12 11 24 17 15 79
error

D - Others 14 13 8 5 2 42

51 51 59 53 56
Total
161 109 270

Source: P. Lledó (2013). Project manager: How to pass the PMP exam without dying trying.
2nd ed. - Victoria, BC, Canada: the author.

92
The PD must define the metrics for measuring the quality criteria before starting the project.
T h e r e f o r e , he/she will define them within the planning process.

For proper project management, in addition to good initial planning, we must be continuously
measuring, contrasting and making predictions, so we rely on the data that the project
provides us with. The same tools can be used for quality planning and control.

EXAMPLE In April, a project came into the organization for an important client, a
leading bank in the market, based on the creation of a computer system
to prepare a data report (list of movements in a specific bank account)
for clients. A quality metric in this case is the response time of this
computer system to produce this report.

For example, "the computer system should report in X seconds of

waiting time for the bank's user, assuming that the user's internet
connection is correct with standard speed". This quality metric should be
tested until the computer system's response meets this metric, both in
ongoing quality control and at the time of delivery to the customer.

3.3. COMMUNICATION WITH THE TEAM

3.3.1. PLANNING THE MANAGEMENT OF PROJECT COMMUNICATIONS
Planning communications management is part of the project planning process group. In this
first stage, the project's information needs and how communications will be carried out must
be determined.

In the process of planning communications, questions such as what training will be required
for stakeholders, at what time and through what channel, how communication is distributed,
how often, and to whom, must be answered.

In this process the PD must distinguish between inputs, tools and techniques, and outputs.

• Tickets:

– Plan for project management.

– Registration of interested parties.

– Environmental factors of the company.

– Assets of the organization's processes.

• Tools and techniques:

– Communications requirements analysis.

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 Project management

Topic 3. Team management and communication

– Communications technology.

– Communication models.

– Communication methods.

– Meetings.

• Outputs:

– Communications Management Plan.

– Updates to project documents.

An example in the preparation of the communications management plan is the recording of

the project requirements template, which will make it possible to establish from the outset
what requirements are necessary to manage communications effectively. Knowing what
information is to be distributed, in what channels, how often and to whom.

Deadline
Communic Audience /
Target Content Format Medium Frequency to confirm Responsible Approver
ation Recipients
receipt

TECHNIQUES
TICKETS EXITS
AND TOOLS

• Project management • Analysis of

plan. communication • Communication
requirements. management
• Registration of interested
• Communication plan.
parties.
technology. • Updating of
• Environmental factors of
• Communication models. project
the company.
documents.
• Assets of the • Communication methods.
organizational • Meetings.
processes.

94
3.3.2. MANAGE PROJECT COMMUNICATIONS
During project implementation, managing communications involves making the necessary
information available to the appropriate stakeholders in a timely manner. This process
includes:

TICKETS

• Communications management plan: establishes the processes for communications

management and distribution.

• Performance reports: these are tools that perform their function in the transmission o f
updated information on the status of the project, in relation to its performance. They must
be available prior to each follow-up meeting.

• Assets of the organization's processes: these assets are those related to: processes,
templates, policies, etc.

TOOLS AND TECHNIQUES

• Communications technology: the importance of the choice of communications

technology must be considered, as this can vary greatly from project to project and
throughout the project life cycle.

• Communication models: their choice is also decisive for successful communication.

• Communication methods: videoconference meetings and other methods of remote

transmission of messages. These are communication methods used to distribute
information.

• Information management system: the collection and retrieval of project information can
be done using a variety of tools, such as digital databases or project management
software.

TECHNIQUES
TICKETS AND TOOLS
EXITS

• Communications
technology.
• Communications
management plan. • Communication models.
• Project
• Performance reports. • Communication methods.
communications.
• Assets of the • Information
organizational management system.
processes.
• Report performance.

The PD must ensure that the right people receive the right information in a timely manner.
When managing communications, the different dimensions of communication must be taken
into account:

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 Project management

Topic 3. Team management and communication

• Internal: between people who are part of the project.

• External: to external stakeholders of the project.

• Vertical: between boss-employee and vice versa.

• Horizontal: among project colleagues.

• Formal writing: plans, requests, etc.

• Informal writing: e-mails, notes, etc.

• Formal oral: presentations.

• Informal oral: conversations.

3.3.3. CONTROL PROJECT COMMUNICATIONS

Project communications control involves the continuous monitoring of communications during
the project life cycle. Its objective is to satisfy the information needs of stakeholders.

The communications control process includes:

TICKETS

• Project management plan: describes how project communications will be executed,

monitored and controlled. That is, what are the communication requirements of the
stakeholders.

• Project communications: includes the activities necessary to monitor and act on

information and communications.

• Incident logging: the objective is to document and monitor incident resolutions. It is

appropriate to address incidents to improve the achievement of objectives.

• Job performance data: collection of information and its processing for presentation in the
form of comparative analysis against estimated performance.

• Assets of the organization's processes: tools used for reporting, such as templates for
reports or policies and procedures for defining the indicators to be used.

TOOLS AND TECHNIQUES

• Information management system: The collection and retrieval of project information

can be done through a variety of tools, from manual filing systems to electronic
databases to project management software and digital systems. They allow quick and
shared access to technical documentation such as engineering drawings, design
specifications, test and test plans, etc.

96
 • Meetings: the process requires dialogue among the team to define, follow up and
transmit information on the development of the project, attend to requests for information
from stakeholders.... These meetings may also include discussions with suppliers,
providers or other project stakeholders.

• Expert judgments: involves using expert judgment to assess the impact of project
communications and possible needs to be implemented through specific actions to be
taken for improvement.

EXITS
• Work performance information: summarize the performance data collected to provide
information on the status and progress of the project to stakeholders.

• Change requests: the control of communications often implies the need to adjust certain
actions.

• Updates to the organization's process assets and project documents.

The key utility and benefit of carrying out the communications control process is to ensure
that information between participants and stakeholders is optimal and effective. Thus, the
success of the project is enhanced.

EXAMPLE In an e-commerce project, communications will be continuously

monitored to ensure that stakeholders receive their information
requirements in a timely manner.

Therefore, a communications management plan will be developed in

which an information distribution schedule will be developed. Under this
plan, communications will be made b a s e d on work performance,
status and progress, as well as current costs, which will be updated.
Incidents and work performance data will be recorded.

As tools for effective control of communications, software will be

implemented to systematically generate project status reports from
which periodic meetings will be held to discuss the progress of the
project.

Finally, work performance reports will be obtained on the project to

know its current status and to receive requests for changes and updates
for its progress.

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 Project management

Topic 3. Team management and communication

TECHNIQUES
TICKETS EXITS
AND TOOLS

• Plan for project

management. • Information on job
performance.
• Project
• Information
communications. • Change requests.
management system.
• Incident log. • Updates to the
• Meetings.
organization's process
• Data on job
• Expert judgments. assets and project
performance.
documents.
• Assets of the
organization's
processes.

3.4. FLOW CHART

3.4.1. FLOWCHARTING AND WORK SIMPLIFICATION

Nowadays, organizations are developing in highly complex environments, which re- wants of
work simplification, which is approached through the application of an organized planning,
leading to the application of the most effective techniques to carry out the tasks.

Flowcharting is a work simplification technique that provides a general overview of the work of the
of the programmed tasks and their distribution in time.

Steps or actions
Start/Completion

Decision Documentation

Action, process

98
Example

Formation of Drafting of the

Initial presentation
the teams project
of the project

Adequacy
of the Project
Exposure of the
approved project project

Completion

3.4.2. PROCESS DIAGRAMMING AND MANAGEMENT: BENEFITS

The diagram is used in process management to graphically represent the main processes to
be carried out and to know their order and interrelationships.

In this way, the process diagram shows in a sequential way the interrelation of the different
activities of a process, which facilitates the visualization of the functioning of the activities of
each process and their interrelation.

The flowchart is the tool used for project management, since it makes it possible to identify in
a single document the different processes, the relationships between them and identify what
can be improved.

The application of flowcharting in process management allows:

• To know the dependency relationships between the different processes.

• Easily identify the problems and also the decision point, which allows to generate
solutions quickly.

• Define the processes and the activities within them. This allows you to select which
activities are more important and generate greater value to the process.

• Training the teams.

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 Project management

Topic 3. Team management and communication

Electrical
and plumbing
project Exhibit and review
3 5 the project 7
2 weeks 3 weeks
Designing the project Line item Mounting
4 weeks definition 2 4 weeks
Elaboration of the weeks
Formalize agreements technical project Execution Finishes
1 2 6 8 11
6 weeks 6 weeks 4 weeks 4 weeks

Designing the interiors Review

3 weeks 4 weeks
Finalization of the design Planning
4 9 10
4 weeks 1 week

Example and outline.

The application of the process diagram in management is a tool with the capacity to organize
teams since it allows knowing how much responsibility is involved in a given activity and what
aspects need to be improved.

3.4.3. PROCESS DIAGRAMMING

Diagrams in process management, also called "flow charts", are a very useful tool in project
management. They collect, in a single document, the project in terms of processes and
relationships, as well as their order, in the form of sequence and interaction through the use
of symbols.

3.4.4. MODEL AND FLOWCHART

PROCESS
DIAGRAM

Determine the Differentiate the

Order
components of elements of the
activities.
the process. diagram.

Indicate the
Review the beginning and Connecting
diagram. end of each activities.
process.

100
Steps for the elaboration of a diagram in process management:

• Determine the components of the process, i.e., what are the process parameters and the
activities to be developed.

• Ordering activities.

• Differentiate the elements of the diagram. To do this, it is necessary to choose which

symbols are suitable for each task.

• Connect the activities using arrows.

• Indicate the beginning and end of each process. In this way, the limits of
processes.

• Review the diagram and check that it reflects what you want to represent.

Flowcharts are very useful for the creation and implementation of new processes and for
training team members. They are also an important tool for decision making, as they allow
processes to be visualized.

To create a process diagram, at least the following steps must be performed:

• Establish the elements or components that will be part of the process.

• Order the different elements in a logical sequence.

• Choose the appropriate symbology for each activity.

• Connect the activities according to their relationship.

• Mark the start and end of processes.

• Review the composition made and make adjustments if necessary.

3.4.5. HOW TO DRAW UP A DIAGRAM (CASE STUDY)

The project is framed in the context of a company that produces take-away food. They
already have extensive experience, but have identified that their growth determines the need
to create procedures. For this purpose, a flow chart will be used, which will provide a
graphical summary of the process, so that it can be visualized.

We start with the Japanese dumpling dish (gyozas), which can be boiled or fried. First, the

algorithm is defined:

The gyozas are previously prepared in the bakery and are kept frozen in the store/kitchen. To
cook them, the algorithm would be as follows:

1. Ask if steamed gyozas are desired.

2. If they answer in the affirmative, they are steamed. If they answer no, they are fried.

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 Project management

Topic 3. Team management and communication

3. Once cooked, they are asked if they want sauce.

4. If they answer no, plate it. If they answer no, add the sauce on the side and plate.

Let's see the corresponding flow chart:

Cooking gyozas

No
Steamed? Frying

Yes

Y es Add to
Steamin g With salsa?
side

No

Plating

The steps are formulated on the basis of a logical sequence and in the appropriate order and
cannot be altered, as this would make the process meaningless and the result would be very
different from the desired one.

102
KEY IDEAS
• Project cost management refers to the economic requirements of the resources needed
throughout the project life cycle.

• Quality planning is the process of identifying the quality requirements and standards to
be met by the project.

• Gold Plating is the practice of adding functionalities to a project that is in the delivery
phase and that these extras are not included in the initial planning, the cost being
assumed by the organization and not by the client.

• Prevention before inspection is a modern approach to anticipate possible defects before

delivery to the customer.

• The main purpose of quality metrics is to define an average attribute for the quality
control process by means of objective parameters.

• There are different tools to carry out quality metrics, such as diagram
Ishikawa diagram, flow chart or histogram, among others.

• Communications management planning is within the project planning process group.

• In the communications management planning process, the PD should distinguish between

between inputs, tools and techniques, and outputs.

• Workflow diagramming is a work simplification technique that provides a

overview of scheduled tasks and their distribution over time.

103
GLOSSARY
— Quality. Compliance with pre-established requirements.

— Clients. Individuals or organizations that will use the product, service or result of the
project.

— Flowchart. Graphic synthesis of a process or system.

— DP. Project Manager.

— Gold Plating. A practice that involves the implementation of a change in scope that
does not go through integrated change control.

— Grade. Performance of a project or product.

— Kaizen. Method based on making small improvements, involving everyone from the
management to the workers of the organization.

— Flowchart method. First method created in 1921 by Frank and Lillian Gilbreth, to
document the way in which flows operate and facilitate the study and optimization of
work processes.

— Quality metrics. Objective parameters to be used to measure the quality of the

project.

— PM. Project Manager.

— PMO. Project Management Office.

— Prevention. Taking certain actions to avoid damage during a process.

— Software. A set of programs and logical components that enable a system to

The company has a computerized system for the performance of specific tasks or activities.

105
BIBLIOGRAPHY .
Canossa, H. (2019). Humans in the enterprise: Human talent management, more than
resources in the organization. Independently published.

M. Patrese, G. Granchi (2020). An effective approach to coaching project managers: leading

the coach into the future. Paper presented at PMI Global Congress 2010 - EMEA, Milan,
Italy. Newstown Square, PA: Project Management Institute.

P. Lledó (2013). Project manager: How to pass the PMP exam without dying trying.
2nd ed. - Victoria, BC, Canada: the author.

Project Management Institute (2018). The Standard for Organizational Project Management
(OPM).

Project Management Institute (2021). A Guide to the Project Management Body of Knowledge
(PMBOK® Guide), 7 Edition.

T. Klastotin, G. Mitchell (2020). Project Management: A Risk-Management Approach. SAGE

Publications.

Z. Shamsuddin (2020). The Certified Executive in Project Management. Lulu Press.

107
TOPIC 4
Project management
 Project management
Topic 4. Project management

OBJECTIVES
• Integrate the advantages of Agile management.

• Integrate the Scrum methodology into projects.

• To know the different methodologies.

• Identify which methodology to apply in each project.

• Understand business agility.

• Create adaptable, flexible and responsive organizations.

• To know the stages of the Deming cycle.

110
4.1. AGILE PROJECT MANAGEMENT WITH SCRUM
BBVA is a pioneer in transforming its organization under the umbrella of agile management.

The financial market is changing rapidly due to technological disruption and the entry into the
market of fintech and new digital companies. In this context, BBVA understood that, in order
to continue to compete, the organization had to continuously adapt to the changes occurring
in the environment in which they develop. Therefore, it was necessary not only a digital
transformation, but also an organizational and cultural one, which would completely change
the way of working.

This was the basis of the reasoning that led BBVA to embark a few years ago on the
implementation of an agile organizational model that would provide the company with the
capacity to constantly adapt. With this objective in mind, it has succeeded in carrying out the
largest agile transformation undertaken in a Spanish company to date.

What is Agile?

Agile is essentially a model for managing projects through the creation of autonomous and
multidisciplinary work teams, focused on obtaining tangible results in short periods of time,
allowing to verify and correct the course of the projects, always with the clear objective of
satisfying the customer.

This approach to project management arose from an interest in exploring new ways of
working and began to be tested in 2014 in the teams responsible for developing a new app
for the bank. The aim was to solve all customer management needs and also offer services
based on new technologies such as artificial intelligence. To make it a reality, small,
autonomous teams were created, made up of people from different areas and with
specialized profiles in different disciplines, who began to work in a very different way to the
traditional way in which the bank had operated up to that point, i.e. with scrum teams.

Thus was born the first agile team of BBVA, whose work was a success: the app created for
the Spanish market has been recognized by the consulting firm Forrester1 as the best in the
world for five consecutive years.

4.1.1. AGILE MANIFESTO

The Agile methodology is commonly used for software development and other high-
performance projects, and focuses on the rapid implementation of an efficient and flexible
team to plan the workflow. It offers the ability to choose the best alternative in each situation
without compromising the project.

This methodology is governed by a series of principles and values contained in the Agile Manifesto.

The Agile Manifesto is a formal proclamation of core values and principles.

1 The Forrester Digital Experience Review. 2021. https://www.bbva.com/es/bbva-lider-en-experiencia-digital-mo-

vil-de-europa-for-fifth-consecutive-year/

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Topic 4. Project management

The values it establishes are as follows:

• Individuals and interactions rather than processes and tools.

• Working software rather than complete documentation.

• Collaboration with the client rather than contract negotiation.

• Responding to change rather than following the plan.

The principles established are detailed below:

• Management. It refers to "diligent, responsible and sustainable" management.

• Team. Work towards the formation of collaborative teams that assume commitment and
respect.

• Stakeholders. It focuses on the commitment of the parties involved as vital to the

success of the project, giving priority to customer satisfaction and making them part of
the continuous development in a collaborative manner.

• Value. It is intended as a continuous approach to value, through an assessment

continuous. In other words, define the value and control that it is fulfilled as a priority.

• Systems thinking. It involves adopting a holistic approach to evaluate interactions.

• Motivational leadership. Refers to the influence and motivation provided by leadership.

• Tailoring. Each project is considered unique and its success will depend on the ability to
adapt to the context, which facilitates minimizing deviations through adaptation and
reprogramming.

• Quality. A focus on quality in processes and results is proposed.

• Complexity. It is approached through the use of knowledge, experience and learning to

adequately address the complexity of projects.

• Knowing the risk. Ongoing risk assessment is necessary in order to reduce negative effects
and enhance positive ones.

• Adaptability and resilience. It focuses primarily on adapting to change, effectively as a

basis for behavior.

• Change. This refers to the adequate management of change, mainly through adaptation to
it, its acceptance and efficient management.

112
 Change Governance
management Team

Adaptation
to change Stakehol-
and ders
resilience

Opportunities
and PRINCIPLES Value
threats

Holistic
thinking
Complexity

Quality Leadership

Tailoring

Source: own elaboration.

CITA "The system is that there is no system. That doesn't mean we don't
have a process. Apple is a very disciplined company and we have great
processes. But this is not what it's about. Processes make you more
efficient. But innovation comes from people meeting in the hallways and
calling each other at 10:30 at night to tell a new idea."

Steve Jobs.

113
 Project management
Topic 4. Project management

IMPORTANT
Agile management methodologies have many advantages for project
management, facilitating adaptation to the needs of the project through
quick and flexible responses to the needs of the project itself, the client
and the environment.

4.1.2. BENEFITS OF THE AGILE APPROACH

The agile methodology is aimed at project management and makes use of short
development cycles, encouraging continuous improvement in the project where
multifunctional teams collaborate, proposing re-evaluations and adaptations.

It puts the focus on people.

Better dimensionalization and risk minimization.

Promotes responsibility within the team, encouraging autonomy and transparency.

Prioritization and decision making.

Improve customer experience.

Deliveries at intervals with quick response to changes.

Improve added value with fast response to changes.

Source: own elaboration.

EXAMPLE In the application of agile methodologies, interaction with the customer is

practiced, since it is essential to adapt to him not only in the initial
project design, but throughout its development. In this sense, the
periodic delivery of functional tasks is planned.
In the case of creating an app to search for vacation destinations, value
could be delivered in the following way:
• In a first delivery, the customer will be provided with a basic app with
the design and its operative functioning, including a simple search
engine.
• We receive feedback from the customer: he needs to improve the
search to refine the results, so, in the second delivery, he will filter in
his search mode (sort by price, by distance, by category, etc.).
• In a third release, the app will also allow the booking of
accommodations.

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4.1.3. SCRUM
As we have been explaining, agile is a set of principles that should be applied to a project. Its
approach is global and is based on iterations of small pieces of a project that help to increase
the amount of progress.

Scrum, on the other hand, is one of the many work approaches that emerge within the agile
methodology. It has a set of defined rules and roles that help project development. Other
work approaches, such as Kanban or Extreme Programming, also have their origin in agile
principles.

An organization can lose up to 11.4% of its investment due to poor project management and
achieve up to 67% of failed projects, according to the Project Management Institute's (PMI)
Pulse of the Profession 2020 report2.

Continuing with the case of BBVA and after the successful implementation of a new working
method, they decided to create more teams with these scrum characteristics to tackle new
projects of high impact for the business. This led to the creation in Spain and Mexico of what
BBVA called digital factories, transversal work teams to execute priority projects in the
bank's transformation.

The growing number of teams was accompanied by the incorporation of people from other
areas and the extension of this way of working to the rest of the Group. This process meant
an overexertion of change management, not only in people and corporate culture, but also in
internal processes that had been built from a hierarchical vision of work.

The digital factories helped BBVA to reaffirm its commitment to the agile methodology and
to understand that, in order to continue promoting this way of working, structural changes
were necessary at all levels. As new teams of this type were created, work overloads were
generated in the areas to which these people originally belonged in order to maintain their
usual workflow.

This situation was the trigger for the decision to transform the structure of the central services
organization as a whole, so that it would be possible to respond to the demand for this type of
project, focused on developing new technology-based offerings with impact and, at the same
time, continue to meet the day-to-day demands of the business.

a. The sprint:

A sprint in SCRUM refers to the existing cycles that are defined in a project, whose
duration is usually between two weeks to two months.

Each sprint represents a deliverable that provides value to the customer and allows to
compare results between the different deliverables.

b. Roles, responsibilities and communication:

A SCRUM team is formed by working teams of between 3 and 9 members, the SCRUM
master and the product owner. Within this framework, different roles are established:

2 https://forbescentroamerica.com/2021/04/27/las-empresas-deben-desarrollar-metodologias-agiles

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 Project management
Topic 4. Project management

– Product owner. Responsible for optimizing and enhancing the value of the product. Manage
the value stream. He is in charge of the interlocution with the stakeholders of the project.

– SCRUM master. He is in charge of managing the SCRUM process and manages

those situations that may condition the results. He is also in charge of mentoring,
training, coaching, etc.

– The development team is responsible for product development.

c. The product backlog and the sprint backlog:

The product backlog is a document that reflects the work required to carry out the
project. It is the responsibility of the product owner.

As for the sprint backlog, it collects the work that the development team will carry out
within each sprint. It also represents an element that provides transition to the
development process.

d. Ceremonies and activities:

A standard sprint has a series of moments or events:

– Sprint planning: at the beginning of the sprint.

– Daily SCRUM: performed on a daily basis.

– Sprint review. Retrospective review of the sprint that has been carried out. This retros-
The company has also identified possible improvements.

e. The cycle of life:

Formation of Daily
Sprint review
the product Sprint Scrum
Sprint
backlog planning
24 h retrospective

2 to 4 week
sprint
Backlog of Product increase
product Sprint backlog

Source: own elaboration.

f. Ready and finished:

The concept of "finished" must be understood and shared by the different team
members. If a job is not finished, it could be categorized as technical debt.

This concept is necessary for the evaluation of the completion of a work on the
increase in product.

116
In a metaverse design project for McDonald's, we will divide each of the project phases into
sprints. A first sprint presents a deliverable that presents a simulation of the metaverse. In
the second sprint, a second simulation deliverable is presented with the incorporation of the
revisions identified in the previous sprint. In a third sprint the project (technical proposal +
simulation) of the metaverse for McDonald's is delivered.

SPRINT BACKLOG

Day 1 Day 2 Day 3 Day 4

Item Product
Identifier Estimate
Backlog Task Owner Cons. Rest. Cons. Rest. Cons. Rest. Cons. Rest.
(ID) d hours
Statement

4.2. METRICS IN TRANSFORMATION PROCESSES

AGILE

4.2.1. RELATIVE ESTIMATION, PRIORITIZATION AND PREDICTION

a. Relative estimation. The estimation process is carried out through the planning poker, a
technique whose objective is to obtain a measure of relative size with respect to all the
stories (processes). For this purpose, the planning poker will produce estimates called
"story points".

b. Prioritization. This stage depends on the product owner. Once the size of all the stories
is known, they must be prioritized according to business value. Prioritization is done by
balancing the value versus cost with the risks of each target.

c. Prediction. The last stage is the team's velocity calculation. Velocity is the number of
story points completed per iteration. In turn, the burndown chart shows the Y-axis (total
number of story points of the project) on the X-axis (the iterations). So that each time an
iteration is completed, one point of the graph is completed, showing the speed.

Planning Story
Relative estimate
poker points

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 Project management
Topic 4. Project management

Balance
between the
Product value versus
Prioritization cost with the
owner
risks of each
objective

Burndown
Prediction X Axis Iterations
chary Y-axis

Source: own elaboration.

DID YOU KNOW

THAT...?
The burndown chart allows you to view two vital statistics: (i) an
estimate of when the project will be 100% complete and (ii) an estimate
of the percentage of the project that will be completed by the pre-set
delivery date.

Story points are specific to each team. They cannot be compared between different
teams and sometimes not even between different projects of the same team.

The priority can change constantly, but the size of the story points must remain fixed with the
original estimate. In this sense, if new stories appear, they will be estimated with the same
criteria as the previous ones.

If there is a deadline for completion of the project, the forecast allows us to calculate the
theoretical speed at which work will have to be done to reach that date.

4.2.2. KANBAN AND OTHER AGILE FRAMEWORKS FOR PROJECT MANAGEMENT

Agile frameworks or working methods for project management are used to describe
what is needed to plan, manage and control projects successfully.

KANBAN

It is a simple scheduling method that allows the entire team to see where they are in the
development of the project and what is coming next. It focuses on a visualized workflow as it
is broken down into small parts.

118
This method contains 6 basic phases:

• Visualize the work.

• Limit work in progress.

• Manage the flow.

• Make process policies explicit.

• Implement feedback loops.

• Collaborative improvement.

The fundamental objective of its application is to create greater value for the client,
generating lower costs. To this end, its application is based on four principles: (i) Start, (ii)
Evolve, (iii) Respect and (iv) Encourage.

EXTREME PROGRAMMING (XP)

It focuses on continuous development, through intervals or sprints. The XP framework

includes 12 supporting processes:

1. Planning game.

2. Small deliveries.

3. Customer acceptance tests.

4. Simple design.

5. Pair programming.

6. Test-driven development.

7. Refactoring.

8. Continuous integration.

9. Collective ownership of the code.

10. Coding standards.

11. Metaphor.

12. Sustainable rhythm.

This tool is frequently used in those companies that are consolidating, as it is a practical tool
for establishing employee-customer relationships.

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 Project management
Topic 4. Project management

FEATURE-DRIVEN DEVELOPMENT (FDD)

It is based on the creation of software models in specific time frames (two weeks). This
framework contains rigorous documentation requirements, divided into five basic activities:

1. Development of a general model.

2. Creation of function lists.

3. Planning by function.

4. Design by function.

5. Creation by function.

A clear example of the application of the Kanban method is its development and application
in Toyota Production System with the objective of making supplies profitable so that they
were neither excessive nor scarce in the assembly line. To this end, the production and sale
of its products depended on the demand of its customers and not on the traditional method of
manufacturing and placing them on the market.

At that time there was no technology as there is today, so the method was applied on the
basis of visual cards in which a production process was divided into clearly defined phases.
In this way, the method was used to control the progress of work on the production line.

Photo source: https://kanbanize.com/es/agiles/metodologia-agile

120
4.3. BUSINESS AGILITY
4.3.1. DEFINITION AND STAGES OF THE DEMING CYCLE
The Deming cycle, also known as the continuous improvement cycle (plan-do-check-act) is a
quality management process whose objective is repetition for the continuous improvement of
the quality of companies in the development of projects. The process is based on (i) planning
the quality, (ii) executing the project, (iii) monitoring and (iv) controlling the project to correct
possible incidents through continuous self-assessment on a cyclical basis.

• Plan: identify the problem and establish the requirements and activities to solve it. To do
this, it is necessary to define what needs to be improved, the control indicators and the
methods or tools to be used to carry it out.

• Do: make the necessary changes to implement the proposed improvements based on a
series of activities planned in the first stage. At this stage, adequate personnel must be
available to verify and apply the planned corrections, introduce new modifications if
necessary, and record the results.

• Check: to evaluate whether the expected improvement has occurred, comparing and
analyzing the initial objectives with the control data. A tool for this verification stage is the
pareto diagram.

• Act: the results should be compared with the situation before the improvement. In this
way, the necessary modifications will be carried out to achieve the initial objectives.

Once completed, the process is fed back to the first stage.

Relationship between the PMBOK© Guide processes and Quality

Monitoring and control

REVIEW ACT

Planning
PLAN

Home Closin
g

Execution
DO

Source: Lledó (2013).

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 Project management
Topic 4. Project management

DEMING CYCLE

PLAN

CONTINUO
US
ACT MAKE
IMPROVEM
ENT

VERIFY

Source: own elaboration.

EXAMPLE When restructuring an e-learning platform, the first step is to identify the
problem. In this case, it is the functionality of the pop-up windows, which
is to be solved by reprogramming them, establishing the control
indicators and tools to be used. Then, the indicated solution will be
applied to solve the problem and the results will be recorded.

Finally, we will evaluate whether the expected improvement has been

achieved, comparing and analyzing the initial objectives with the control
data.

4.3.2. PERFORMANCE MODELS TO UNDERSTAND: COMPLEX CONTEXT,

PERCEPTION AND INTERPRETATION, AND CONNECTION.
a. The complex context. The speed at which changes occur, the speed of interpretation to
approach decision making, etc., define the context of complex environments.

This type of environment requires the identification of hypotheses and their experimentation.

b. Perception and interpretation. In complex environments it is necessary, in order to

adapt the business to emerging needs, a good competence for the interpretation and
perception of the context.

It is necessary to know the client's objectives in order to be able to adapt one's own objectives.
This alignment will help to achieve an optimal final result.

c. Connection. It is necessary for organizations to redefine traditional structures so that

they are transformed into a single integrated system, with a common objective. This must
be done in a flexible manner and through the implementation of working models adapted
to the needs of the project.

122
 An agile, short-cycle, collaborative model would fit well in this environment.

DID YOU KNOW

THAT...?
Teams that are autonomous and empowered are at the top of their game.
agility center.

Complex context

Agility Purpose

Adaptability

Communication

Experimentation Connection

Collaboration
Objective s
Learning Strategy

Quick response

Perception and interpretation

Source: own elaboration.

123
KEY IDEAS
• The Agile Manifesto is a formal proclamation of core values and principles.

• The agile methodology is aimed at project management and makes use of short
development cycles, encouraging continuous improvement in the project.

• A sprint in scrum refers to the existing cycles that are defined in a project, whose
duration usually ranges from two weeks to two months.

• A scrum team is formed by working teams of between 3 and 9 members, the SCRUM
master and the product owner. Within this framework, different roles are established.

• The product backlog is a document that reflects the work required to carry out the
product. project. It is the responsibility of the product owner.

• The Deming cycle is a quality management process whose objective is repetition for
continuous improvement in project development.

• Agile frameworks or project management work methods are used to develop a project
management framework.
to plan, manage and control projects successfully.

125
GLOSSARY
— Deming Cycle. Deming cycle. System used for the improvement of continuous plans
through four stages (plan-do-check-act).

— DP. Project Manager.

— Agile Manifesto. Agile Manifesto. Formal proclamation of core values and principles.

— Agile frameworks. Project management systems.

— Systems thinking. Holistic approach to evaluate interactions.

— Product owner. Responsible for optimizing and increasing the value of the product.

— PM. Project Manager.

— PMO. Project Management Office.

— Product backlog. Document that reflects the work necessary to carry out the product

backlog.
project.

— SCRUM master. Person who is in charge of managing the Scrum process and
manages those situations that may condition the results.

— Sprint backlog. Document that collects the work that the development team will carry
out within each sprint.

— Sprint review. Retrospective review of the sprint that has been carried out.

— Tailoring. Each project is considered unique and its success will depend on the ability
to adapt to the context, which facilitates minimizing deviations through adaptation and
reprogramming.

127
BIBLIOGRAPHY .
Canossa, H. (2019). Humans in the enterprise: Human talent management, more than
resources in the organization. Independently published.

Kanbanize. Agile project management: a complete guide. https://kanbanize.com/es/agiles/

metodologia-agile

Klastorin, T. and Mitchell, G. (2020). Project Management: A Risk-Management Approach.

SAGE Publications.

M. Patrese, G. Granchi (2020). An effective approach to coaching project managers: leading

the coach into the future. Paper presented at PMI Global Congress 2010 - EMEA, Milan,
Italy. Newstown Square, PA: Project Management Institute.

P. Lledó (2013). Project manager: How to pass the PMP exam without dying trying.
2nd ed. Victoria, BC, Canada: the author.

Project Management Institute (2018). The Standard for Organizational Project Management
(OPM).

Project Management Institute (2021). A Guide to the Project Management Body of Knowledge
(PMBOK Guide) and the Standard for project management, 7th ed.

Shamsuddin, Z. (2020). The Certified Executive in Project Management. Lulu Press.

129