100% found this document useful (1 vote)
528 views87 pages

Student v3.2 Lesson 2 PMP Auth Exam Prep

Uploaded by

Mohitha Uday
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
100% found this document useful (1 vote)
528 views87 pages

Student v3.2 Lesson 2 PMP Auth Exam Prep

Uploaded by

Mohitha Uday
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 87

LESSON 2

START THE
PROJECT
• Identify and Engage
Stakeholders
• Form the Team
• Build Shared Understanding
• Determine Project Approach

Version 3.2 | 2023 Release ©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
1
Learning Objectives

• Define and discuss stakeholders and the most effective ways to communicate with them.
• Explain the best ways to form a team.
• Describe how to build the most effective understanding of a project and how doing so relates
to executing a project successfully.
• Explain how predictive and adaptive project life cycles work; explain what a hybrid
development approach is.
• Decide which kind of development approach or life cycle is best suited for work.

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


This material is being provided as part of a PMI® course.
2
Identify and Engage Stakeholders
TOPIC A

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


This material is being provided as part of a PMI® course.
3
Typical Project
Stakeholders*

• End users • Sponsors


Can you categorize these
• Customers • Business partners
stakeholders?
 Which are typically • Employees • Suppliers and contractors
project team members?
Which are not? • Organization • Government
 Which are typically active • Managers • Community
in project work?

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


This material is being provided as part of a PMI® course.
4
Stakeholder and
Communications
Management
Overview

• Stakeholder register
• Stakeholder engagement plan
• Communications management plan
• Stakeholder engagement assessment
matrix (SEAM)
• Assessment grids / matrices / models

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
5
Stakeholder
Identification Who are they?
• Check the business case and benefits management plan for names
• Later, check the issue/impediments log, change log or requirements
documents to see who else is needed or named

What’s their relationship to the project?


• Interest
• Involvement
• Interdependencies
• Influence
• Potential impact on project success

Identify and engage stakeholders early to


avoid surprises later in the project!

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


This material is being provided as part of a PMI® course.
6
Assess
Stakeholders Data Gathering
• Questionnaires and surveys
• Brainstorming

Data Analysis
• Stakeholder analysis — What are their “stakes” in the project? — i.e., interest,
rights, ownership, knowledge, contribution
• Document analysis

Data Representation
• Two-dimensional (2D) grids
• Power/interest
• Power/influence
• Impact/influence
• 3D grid — Stakeholder “cube”
• Salience model
• Directions of influence
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
7
Create the
Stakeholder
Register • Capture and record important stakeholder information
• Factor in OPAs
• Update it! Describe the evolving relationship with stakeholders
throughout the project

Contains the information necessary to execute the


stakeholder engagement plan

• Refer to stakeholder registers from previous, similar


projects for help
• Remember this is a public document, so ensure the
information presented is appropriate

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


This material is being provided as part of a PMI® course.
8
Stakeholder Register
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

On-time completion, successful


1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and


2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability Supporter

Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor

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


5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in


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

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


This material is being provided as part of a PMI® course.
9
Know Your
Stakeholders
Go Beyond Job Power Level of authority
Titles
Interest Level of concern about project outcomes

• Ability to influence project outcomes or cause changes to


Influence planning or execution
aka • Magnitude of potential contribution or disruption to project
attitude or
impact Use a descriptive term — e.g., champion, supporter, neutral,
detractor

Tailor stakeholder assessments to suit project needs. The goal of


this exercise is to facilitate your planning of effective
communication with the stakeholders!

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


This material is being provided as part of a PMI® course.
10
Stakeholder Mapping HIGH

Use two dimensions to map stakeholders: KEEP MANAGE


SATISFIED CLOSELY
• Power and interest grid

POWER
• Power and influence grid
• Impact and influence grid
MONITOR KEEP
INFORMED
Or use three dimensions – a cube – to
refine the analysis further!
LOW INTEREST HIGH

Method:
• Place each stakeholder on the grid (do not use names)
• Use the same quadrant labels, but change the axis labels

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


This material is being provided as part of a PMI® course.
11
Directions of
Influence You should understand the social network of project stakeholders,
specifically the direction of their influence on the project.

Parent organization — senior management (business,


Upward
financial interests)

Downward In the project hierarchy — team or specialists

Outward Have a “stake” in the project — client, end-user, external

Friendly or competitive for resources — project


Sideward
manager's peers, other organizational departments

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


This material is being provided as part of a PMI® course.
12
Salience
Model
URGENCY LEGITIMACY

• Level of Appropriate involvement


Focus on the product Or proximity, as applied to
required
owner role. Are they
attention/detail team stakeholders,
familiar, interested and
• Time constraints indicating level of
engaged enough with
• High stakes involvement with project
the project to make
decisions and move the work
POWER
project forward?
Level of authority

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


This material is being provided as part of a PMI® course.
13
Stakeholder Perceptions

• Must be holistically understood in


customer-centric project management
approaches

• Can be damaging to a project, whether


they are negative or positive

Why do you think it’s important to


understand both positive and
negative stakeholder perceptions of
your project?

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
14
Capture
Stakeholder Key stakeholders
Feedback and • Interview to understand project requirements and
vision and communication preferences
Perceptions

All stakeholders
• Interpersonal skills • Appropriate, regular project communications

• Active listening

• Emotional intelligence
Large and public groups
• Effective • Questionnaires/surveys
communication • Facilitated conversations/sessions — online or in person
methods • Digital media – email campaigns, websites, group chats
• Posters and advertising

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


This material is being provided as part of a PMI® course.
15
Plan to
Communicate
with
Stakeholders

Stakeholder engagement plan identifies required management


strategies to effectively engage stakeholders.

Team fulfills strategies via communications described in the


communications management plan.

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


This material is being provided as part of a PMI® course.
16
Communication
Requirements
Analysis

• Leads to a clear articulation of the stakeholders’


communications needs
• Enables effective choices about communication topics,
frequency, models and technologies
• Output is a grid, questionnaire or survey that documents the
communication and technology requirements for each
stakeholder

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


This material is being provided as part of a PMI® course.
17
Communication:
Methods and Meetings/verbal
Technologies
• Physical (face to face)
• Virtual (videoconferencing)
• Phone call

Digital/electronic media
Do you use any other
• Websites and social media
communication methods
or techniques on your • Instant/text messaging via phone or
projects? platform
• Email or fax
Are there types your
organization does not Physical
allow? Why?
• Body language and gestures
• White boards
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
18
Communication Interactive
Methods PUSH
PULL
• Conversation (speaking on the
Push — sender determines: phone, virtual, in-person)
• Send an email • Messaging
• Make a phone call • Workshops/collaboration
• Whiteboarding
Pull — receiver determines: Agile teams are colocated
• Post information on team board whenever possible so that
• Store reference documents in they can be highly
electronic repository — e.g., collaborative.
SharePoint
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
19
Communication
Challenges /
Considerations
• Urgency of need for information
• Availability and reliability of technology
• Ease of use
• Project environment – e.g., language and formality
• Sensitivity and confidentiality of information
• Communications OPAs — e.g., social media protocols
• Data protection laws/regulations
• Accessibility requirements

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


This material is being provided as part of a PMI® course.
20
Communication
Model* Cross-Cultural Communication Model

Think of an example of a
transmission. Depending on
the method, what kinds of
noise can play a part?

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


This material is being provided as part of a PMI® course.
21
Stakeholder
Engagement
Strategy • Involve stakeholders
• Enable appropriate management
strategies
• Create and maintain relationships

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


This material is being provided as part of a PMI® course.
22
Example Stakeholder Engagement Assessment Matrix
(SEAM)

Stakeholder Unaware Resistant Neutral Supportive Leading

1 D C
2 C D
Tailor labels for
stakeholder levels of 3 C D
engagement to your
4 C D
context, team or
organization. 5 C D

C D
Don’t use names on 6

the matrix – refer to


stakeholders by
C – Current engagement level | D – Desired engagement level
number.

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


This material is being provided as part of a PMI® course.
23
ECO Coverage

1.9 Collaborate with stakeholders


• Evaluate engagement needs for stakeholders (1.9.1)
2.4 Engage stakeholders
• Analyze stakeholders (power interest grid, influence,
impact) (2.4.1)
• Categorize stakeholders (2.4.2)
• Develop, execute and validate a strategy for
stakeholder engagement (2.4.4)
2.2 Manage communications
• Analyze communication needs of all stakeholders
(2.2.1)
• Determine communication methods, channels,
frequency and level of detail for all stakeholders (2.2.2)
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
24
Form the Team
TOPIC B

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


This material is being provided as part of a PMI® course.
25
Create a
Collaborative
Team Culture
Project manager:
• Builds team agreements, structures and processes that
support a culture that enables individuals to work together
(Optional) and benefit from interactions
How do you think a • Tailors a resource management plan
collaborative team
culture can be created in
a hybrid approach? Give
some examples! • The team assembles and self-organizes to support project
requirements.

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


This material is being provided as part of a PMI® course.
26
Project Team
Formation
Video

Tuckman’s
Ladder of Team
Development
Dr. Bruce Tuckman

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


This material is being provided as part of a PMI® course.
27
Project Team
Formation
Key Concepts

Self-organizing team: A cross-functional team in which people fluidly


assume leadership as needed to achieve the team’s objectives.

Servant leadership: The practice of leading the team by focusing on


understanding and addressing the needs and development of team
members in order to enable the highest possible team performance.

These concepts can be applied in any kind of project team.

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


This material is being provided as part of a PMI® course.
28
Project
Manager Role Leadership and management models:
in Adaptive
Teams • Centralized: All team members practice leadership activities and
accountability is usually assigned to one individual, such as the project
manager or similar role (team lead).

• Distributed: One project team member (may shift) serves as facilitator


to enable communication, collaboration and engagement on accountable
tasks.

If a team is self-organizing, is a project manager needed?


• If not, which of these models works best?
• If yes, what does that role look like?

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


This material is being provided as part of a PMI® course.
29
Hybrid Team Formation
Example

Centralized coordination by a project


manager or team lead and self-
organized project teams for portions of
the work

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
30
Project Team
Composition

• Refers to team’s makeup and how team members are brought together
• Varies based on organizational culture, location and scope
• Can be full-time or part-time members
• Includes varied knowledge and expertise — i.e., generalists and
specialists

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


This material is being provided as part of a PMI® course.
31
Project Team Roles

• Project management staff


• Project work staff
• Supporting experts
• Business partners

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
32
Identify
Project Provision team members, external contractors and suppliers and physical
Resource and intangible assets:
Requirements
Guidelines • Ensure relevant skill sets
• Avoid single points of failure — e.g., a single resource has a required
skill
• Create cross-functional teams
• Use generalizing specialists, or T-shaped people, whenever possible
to support other areas of the project
• Ensure appropriate physical resources and other requirements — e.g.,
equipment and access rights

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


This material is being provided as part of a PMI® course.
33
T-Shaped People and
Self-Organizing Teams

• Provide individual value and versatility on


T T
T
project teams
• Lend flexibility to organizations
• Help avoid key resource shortages or work
stoppages due to availability
• Train and coach team members to become T-
shaped, combining breadth and depth of
knowledge

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
34
Diversity, Equity and
Inclusion Standards

• Teams are global and diverse in culture,


gender, physical ability, language and
many other factors.
• The project environment optimizes the
team’s diversity and builds a climate of
mutual trust.

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
35
Experts and Expert
Judgment

People from other areas of the organization


• Consultants
• Stakeholders
• Professional and technical associations
• Historical data
• Project manager

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
36
Focus on Team Strengths

• Organize around team strengths


• Be aware of weaknesses
• Identify threats to team success and
opportunities to improve team
performance

SWOT analysis

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
37
Team Norms
• Together, establish expected team behaviors at the beginning of the
project
• Enable teams to handle challenges later
• Include guidelines and techniques for:
• Meetings
• Communications
• Conflict management
• Shared values
• Decision-making

• Align team values with the PMI Code of Ethics and Professional Conduct

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


This material is being provided as part of a PMI® course.
38
PMI®
Code of Ethics
RESPONSIBILITY
and Professional Conduct

Can you remember the four values that RESPECT FA I R N E S S


drive ethical conduct for the project
management profession?

HONESTY

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
39
Team Charter*
and Ground • A document – electronic or paper, or a poster of the ground rules
Rules* • Created together with the team
• Includes:
• Shared values
• Behavior guidelines
• Guidelines for communications and use of tools
• Decision-making guidelines
• Performance expectations
• Conflict-resolution measures
• Meeting time, frequency, and channel
• Other team agreements — e.g., shared hours, improvement
activities

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


This material is being provided as part of a PMI® course.
40
Team Charter Example

GROUND RULES

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


This material is being provided as part of a PMI® course.
41
Team
Communication
• Effective communication • Include communication
includes: expectations and details in the
o Verbal team charter

o Written • Organize communications:


o Facilitate team and
o Behavioral
stakeholder collaboration
o Physical (notice boards)
Manage expectations
o Virtual o Check regularly to make sure
it’s working!
o Plan and use retrospectives
to discuss communications
improvements

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


This material is being provided as part of a PMI® course.
42
Colocated,
Virtual Team* Colocated Team*
Virtual or
Both? • “Normal” in most workplaces • Interaction is easy

• Create opportunities for the • Better bonding is facilitated


organization:
• Use of physical tools,
• Better skills at lower costs collaboration and boards
What kind of team are possible
• Avoids relocation
you on? expenses

• Work/life balance

• Rely on communication
technology

• May have bonding challenges

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


This material is being provided as part of a PMI® course.
43
Virtual Team Challenges

• Individual performance tracking


• Diversity - language, technological skill
• Solo working prohibits bonding

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
44
Running Virtual Teams

• Check in with people individually as


often as possible
• Conduct positive network-building
activities

What are your tips for creating a


positive virtual team experience?

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
45
Virtual Team Communication Technology

• Plan team communication and collaboration methods

• Consider working hours, geographical dispersion and security


requirements

• Use appropriate tools:

• Task boards

• Messaging and chat

• Calendars

• Document storage

• Knowledge repositories

• Videoconferencing

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
46
Address Virtual Team
Member Needs

Facilitate and ensure collaboration as a


priority
Address the basic needs of a virtual team,
including:
• Cohesion
• Shared goals
• Clear purpose
• Clarity on roles and expectations

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
47
ECO Coverage

1.4 Empower team members and stakeholders


• Organize around team strengths (1.4.1)

2.16 Ensure knowledge transfer for project continuity


• Discuss project responsibilities within team (2.16.1)
• Outline expectations for working environment
(2.16.2)
1.11 Engage and support virtual teams
• Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
(1.11.1)
• Investigate alternatives (e.g., communication tools,
colocation) for virtual team member engagement
(1.11.2)

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


This material is being provided as part of a PMI® course.
48
Build Shared Understanding
TOPIC C

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


This material is being provided as part of a PMI® course.
49
Seek Consensus for the
Project Among the Team
and Stakeholders

• Demonstrate leadership behaviors


• Focus on value
• Be a diligent, respectful and caring steward
• Navigate complexity
• Embrace adaptability and resiliency

Create artifacts:
• Project charter
• Project vision statement

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
50
Building a
Shared
Understanding
Guidelines • Share the project agreements (vision statement and project charter) with
stakeholders and the team
• Agree or negotiate to reach agreement and “buy-in”:
• Project agreements — stakeholders
• Roles and responsibilities, priorities and assignments — team
• Uphold the agreements throughout the project

Use open and reliable communication methods and your leadership


“power skills”

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


This material is being provided as part of a PMI® course.
51
Project Vision
Statement

• Created by project sponsor or executive

• Includes a clear vision of the desired objectives and alignment with


the organization’s strategic goals

• Refer to it throughout the project to maintain alignment

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


This material is being provided as part of a PMI® course.
52
Holistic
Understanding
of the Project
First, find out...
Negotiation Goals
• The boundaries of negotiation for the project agreement

• What, if anything, is eligible for discussion or troubleshooting

• The desired objectives of the project

Then:

• Apply critical thinking and business acumen

• Discover how the project fits in the organizational landscape and


business objectives

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


This material is being provided as part of a PMI® course.
53
How to Create
a Holistic
Understanding
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,
including asking the sponsor to clarify the vision statement!
• Existing agreements may contain initial intentions for, or describe, a
project:
• Contracts with external parties
• Memorandums of understanding (MOUs)
• Service-level agreements (SLAs)
• Letters of agreement or intent
• Verbal agreements
• Communication (especially emails) between key stakeholders
• Statements of work (SOW)

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


This material is being provided as part of a PMI® course.
54
Refer to
Business
Case and
Business Business case:
• A documented economic feasibility study
Needs
• Establishes benefits of project work
• Provides a basis for authorization of further project activities

Business needs documents:


• Identifies high-level deliverables
• A prerequisite of a formal business case
• Describes requirements — what needs creating and/or performing

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


This material is being provided as part of a PMI® course.
55
Negotiate and
Agree on • Interview stakeholders

Project • Gather expert judgment on technical success criteria


Success • Check:
Criteria • Organizational (program, operations) key performance indicators (KPIs)

• Lessons learned and historical data

• Quality policy

• User acceptance testing (UAT) requirements

• Reporting and verification criteria for objectives


• Identification of deliverable and objective acceptance criteria for each

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


to iteration outputs
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
56
Help Everyone
Understand
the Vision • Use interpersonal and leadership “power skills” and open communication
Guidelines channels with stakeholders and team members

• Get creative with agile methods!

• A product box exercise to internalize the vision from the


customer’s point of view and emphasize product/project value

• Example: Here is why Oasestown residents will choose to


spend their time and money at SLC (followed by
explanation of what it offers to customers)

• The XP metaphor technique explains a complex idea in simple,


familiar terms, using common language and vocabulary

• Example: SLC is the living room of Oasestown!

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


This material is being provided as part of a PMI® course.
57
Got Agreement on the
Project Agreements?

There is no single way to create a


project charter, but every project
needs to have one!

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
58
Project
Charter*
What it does and why it’s important:

• Authorizes project

• Enables project manager to apply resources to project work

• Defines rationale and business need

• Verifies alignment with strategic goals

• Keeps everyone focused on a clear project vision

Usually created by project sponsor or project manager with


executive/stakeholder approval. Sometimes a statement of work
can serve as project charter.

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


This material is being provided as part of a PMI® course.
59
Project
Charter
Contents What’s included:

• Names - project sponsor, project manager, key


stakeholders

• Project description, including preliminary requirements,


measurable objectives

• Business needs, including financial goals or milestones

• Summary schedule and milestones

• Assumptions, boundaries and constraints, including


overall risk, approval requirements and approved budget

• Information from the business case, including success and


exit criteria

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


This material is being provided as part of a PMI® course.
60
Project
Charter:
Example

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


This material is being provided as part of a PMI® course.
61
Kickoff Meeting

Purpose Internal/Team – held after agreements are finalized

• Establishes project context • Give project charter overview

• Assists in team formation • Clarify team member roles and responsibilities


(may include the initial team charter)
• Aligns team and stakeholders with project vision
• Present results of planning efforts
Organizational/Public
• Initiate product backlog
• Announce project initiation
• Share understanding of high-level vision, • Present product roadmap
purpose and value
• Identify sponsor, key stakeholders and project
manager
• Include high-level items from the project charter

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


This material is being provided as part of a PMI® course.
62
ECO Coverage

1.2 Lead a team


• Set a clear vision and mission (1.2.1)

1.8 Negotiate project agreements


• Analyze the bounds of the negotiation for agreement (1.8.1)
• Assess priorities and determine ultimate objective(s) (1.8.2)
• Participate in agreement negotiations (1.8.4)
• Determine a negotiation strategy (1.8.5)

1.10 Build shared understanding


• Survey all necessary parties to reach consensus (1.10.2)
• Support outcome of parties’ agreement (1.10.3)

1.12 Define team ground rules


• Communicate organizational principles with team and external
stakeholders (1.12.1)
• Establish an environment that fosters adherence to ground rules
(1.12.2)

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


This material is being provided as part of a PMI® course.
63
Project Approach
TOPIC D

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


This material is being provided as part of a PMI® course.
64
First, Understand How and
Why Approaches Differ

• Changing perceptions of value — e.g.,


sustainability, customer-centricity
• Dynamic and perpetual global change
• Increasing complexity and risk
• Need to innovate and be dynamic

Which project management


frameworks do you use?
Do you have a preference?

Copyright ©2023
2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
65
Tailored
Development • Support dynamic work environments
Approaches • Discover value delivery requirements early

• Put stakeholders and the team in close collaboration

Advantages:

• Provide better feature or capability assessment — continuous


improvement and quality

• Improve organizational tolerance for change

Servant leaders influence projects and encourage


the organization to think differently.

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


This material is being provided as part of a PMI® course.
66
Project Management Development Approaches

Certainty About
Characteristics Change and Risk
Requirements

• Plan-driven
• Change possible, but
• Linear sequence of
controlled
activities, in phases High, from beginning
• Risks carefully studied
• Phase completion governed
and managed
by phase gates

• Change-driven • Built on assumption of


• Iterative or incremental Unclear or customer- high degree of change
• Timeboxed cadence driven, so needs further • High tolerance of risk
(iterations/sprints) or discovery with guardrails for risk
continuous flow management

Tailored development approach, combining these elements

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


This material is being provided as part of a PMI® course.
67
Project or
Product?
A product is part of a project;
products have their own life
cycles.

Product management
represents a key integration
point within program and
project management.

Product owners are


responsible for maximizing
the value of the product and
accountable for the end
product.
Can you explain why projects often have both a project
manager and a product owner?

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


This material is being provided as part of a PMI® course.
68
Life Cycle and
Development
Approach

T
AR
ST
.

S
LE
Which type of life cycle is

AB
ER
depicted here?

IV
EL
D
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
69
Predictive Life
Cycle
FEASIBILITY
Visual

DESIGN

BUILD

TEST

DEVELOPMENT DEPLOY

CLOSE

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


This material is being provided as part of a PMI® course.
70
Adaptive Life
Cycle
Example Initial Project and
Product Vision

Note the iterations on the


graphic, then describe
ITERATION 1 ITERATION 2 ITERATION 3
how this life cycle uses Product /
an incremental Service
Delivered
approach. Feedback Feedback
Backlog Backlog
Prioritization Prioritization

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


This material is being provided as part of a PMI® course.
71
Cadence

Refers to the timing and frequency of


delivery of project deliverables.
• Single: One delivery at the end of the
project
• Multiple: Delivery separated into parts,
not necessarily sequentially
• Periodic: Like multiple deliveries, but on
a fixed schedule — e.g., monthly or
bimonthly

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


This material is being provided as part of a PMI® course.
72
Adaptive Development Approaches

ITERATION OR SPRINT
INITIAL TEAM
VISION MVP(s) WORKS

INCORPORAT DEFINITION
PRODUCT USER E FEEDBACK DELIVER TO OF DONE MET DELIVER
BACKLOG STORIES CUSTOMER PRODUCT

SUBSTANDARD
PIVOT IDEA

DROP

Cadence can be time-boxed with


sprints/iterations or a continuous flow.

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


7373
This material is being provided as part of a PMI® course.
Development
Approach and development approach or method, which
Project professionals use a _______________________
Life Cycle can be predictive, iterative, incremental, adaptive, or hybrid, to create and
Terminology evolve a ___________,
deliverable which is a unique and verifiable product, result, or
Quiz capability to perform a service.

A project passes through a series of logically related activities, called


• Deliverable
• Development _______
phases from its start to its completion. This entire process is called a
approach _________.
life cycle
• Phases
• Life cycle Acceptance of a ___________
deliverable is required to complete a process, phase, or
project.

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


This material is being provided as part of a PMI® course.
74
Hybrid Life
Cycle and
Development
Approach
• Accomplished by tailoring

• Combines adaptive and predictive life cycles and/or development


approaches

• Useful when requirements are uncertain or risky

• Also useful when deliverables can be modularized, or when deliverables


can be developed by different project teams

• Uses iterative and incremental development

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


This material is being provided as part of a PMI® course.
75
Hybrid Project
Approaches:
Examples

• Use agile or iterative practices within a predictive framework

• Use predictive artifacts or processes within an adaptive life cycle

• Business analysis techniques assist with requirements


management

• New tools help identify complex elements in projects

• Organizational change management methods prepare for


transitioning project outputs into the organization

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


This material is being provided as part of a PMI® course.
76
What Can Be
Tailored?

• Project life cycle

• Development life cycle components

• Way of working (WoW)

• Knowledge management

• Change management

• Project governance

• Benefits management

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


This material is being provided as part of a PMI® course.
77
Development
Approaches • Deliverable type and the development approach influence the number
Guidance and and cadence for project deliveries.
Probing • The development approach and the desired delivery cadence determine
Questions the project life cycle and its phases.

• How much unplanned work?


• How does the team prefer to work?
• What cadence suits our work?
• What does the customer want? Is incremental value delivery even
important to them?
• What’s our schedule? Do we want a steadier, building approach or a faster
pace?
• What’s our risk appetite/threshold?
• Are sprints helpful?

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


This material is being provided as part of a PMI® course.
78
Assess
Complexity: Far from
The Stacey agreement
CHAOS
Fundamentally
Complexity risky
Model
-Ralph D. Stacey COMPLEX

Requirements
Adaptive
approaches
COMPLICATED work well here

Linear
SIMPLE approaches
Close to work well here
agreement
Close to Far from
certainty Technical Capability
certainty

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


This material is being provided as part of a PMI® course.
79
Suitability
Filter:
A Diagnostic
Visual Based on
Survey Data

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


This material is being provided as part of a PMI® course.
80
Iterative and Incremental: Overview

Development Approaches

Predictive Hybrid Adaptive

Increasingly Iterative and Incremental

• Compatible with each other


• Used in hybrid and adaptive projects
• Break down development cycle to enable early value delivery
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
81
Iterative Way of Working: Video

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


This material is being provided as part of a PMI® course.
82
Scrum

• This is a commonly used agile framework that offers suggestions for how
work can be organized to maximize value to the end user.

• Scrum is implemented at a product development team level.

• Roles include a scrum master/senior scrum master who facilitates


ceremonies (meetings); iterations are called sprints.

Remember that Agile frameworks focus on influencing the entire


organization, including leadership and company culture.

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


This material is being provided as part of a PMI® course.
83
Scrum
Ceremonies • Sprint planning
• Team collaborates with product owner to plan work for current sprint
Overview • Scrum master/senior scrum master facilitates

• Daily scrum
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal
• Not a status meeting

• Sprint review – can include Demo


• Held at end of sprint
• Team, product owner and stakeholders attend, or customers review progress
and give feedback to adapt product

• Sprint retrospective
• Team identifies improvements to performance and collaboration

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


This material is being provided as part of a PMI® course.
84
Agile
Ceremonies • Product strategy meeting – product owner shares product vision

• Daily standup or standup


• Team status meeting
• 5 to 15 minutes, timeboxed
We've discussed the
• Not necessarily daily
ceremonies over the last
few slides. Do you use
• Backlog refinement
them in your
• Product owner prioritizes items on backlog
organization? How
effective do they seem to
• Project retrospective
be to you?
• Held at the end of a project to review work and processes
• Like lessons learned

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


This material is being provided as part of a PMI® course.
85
ECO Coverage

2.13 Determine appropriate project methodology/


methods and practices

• Assess project needs, complexity and magnitude


(2.13.1)

• Recommend project execution strategy (e.g.,


contracting, financing) (2.13.2)

• Recommend a project methodology/approach


(i.e., predictive, adaptive, hybrid) (2.13.3)

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


This material is being provided as part of a PMI® course.
86
End of Lesson 2

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


This material is being provided as part of a PMI® course.
87

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy