Student v3.2 Lesson 2 PMP Auth Exam Prep
Student v3.2 Lesson 2 PMP Auth Exam Prep
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.
• Stakeholder register
• Stakeholder engagement plan
• Communications management plan
• Stakeholder engagement assessment
matrix (SEAM)
• Assessment grids / matrices / models
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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
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
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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
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
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
11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor
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
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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
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
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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
Think of an example of a
transmission. Depending on
the method, what kinds of
noise can play a part?
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
Tuckman’s
Ladder of Team
Development
Dr. Bruce Tuckman
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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
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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
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This material is being provided as part of a PMI® course.
34
Diversity, Equity and
Inclusion Standards
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35
Experts and Expert
Judgment
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36
Focus on Team Strengths
SWOT analysis
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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
HONESTY
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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
GROUND RULES
• Work/life balance
• Rely on communication
technology
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44
Running Virtual Teams
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45
Virtual Team Communication Technology
• Task boards
• Calendars
• Document storage
• Knowledge repositories
• Videoconferencing
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46
Address Virtual Team
Member Needs
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47
ECO Coverage
Create artifacts:
• Project charter
• Project vision statement
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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
Then:
• Quality policy
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This material is being provided as part of a PMI® course.
58
Project
Charter*
What it does and why it’s important:
• Authorizes project
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65
Tailored
Development • Support dynamic work environments
Approaches • Discover value delivery requirements early
Advantages:
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
Product management
represents a key integration
point within program and
project management.
T
AR
ST
.
S
LE
Which type of life cycle is
AB
ER
depicted here?
IV
EL
D
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69
Predictive Life
Cycle
FEASIBILITY
Visual
DESIGN
BUILD
TEST
DEVELOPMENT DEPLOY
CLOSE
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
• Knowledge management
• Change management
• Project governance
• Benefits management
Requirements
Adaptive
approaches
COMPLICATED work well here
Linear
SIMPLE approaches
Close to work well here
agreement
Close to Far from
certainty Technical Capability
certainty
Development Approaches
• This is a commonly used agile framework that offers suggestions for how
work can be organized to maximize value to the end user.
• Daily scrum
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal
• Not a status meeting
• Sprint retrospective
• Team identifies improvements to performance and collaboration