Project

Management

Muhammad Aijaz

1
Organizational Processes: Overview

Vision

Mission

Strategy and Objectives

Portfolio planning and management

On-going operations Programs and Projects Program and

Operation Project
(Recurring activities to deliver (Projectized activities to build
Management Management
services) Service capabilities)

Organizational Infrastructure and Resources 2

Why is Project Created?

Examples:
• New Technology
• Competitive forces
• Market demand
• Economic changes
• Environmental
consideration
3
 Project Management: Domains

Reinforcing the technical aspects

of successfully managing projects Emphasizing the soft skills, you need
to effectively lead a project team in
today's changing environment

Business Environment
Highlighting the connection between
projects and organizational strategy

Note: Domain—defined as the high-level knowledge area that is essential to the practice of project management. 4
Project Management: Domains Team Exercise
Exercise time: 8 min.
People Presentation time: 2 min.
Team 1: List the groups of people linked to your project:

Team 2: List the soft skills needed to effectively lead your project team:

Process
Team 3: List the technical aspects of successfully managing project:
(Including documents, software tools, estimation methods etc.)

Business Environment
Team 4: List the Business environmental factors which can affect project management:

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 People Management

Emotional Quotient (EQ)

vs
Intelligent Quotient (IQ)

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What is Important for Success?
Emotional Quotient (EQ) vs Intelligent Quotient (IQ)

why do people with high IQ struggle in life

while others with moderate IQ succeed?

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IQ vs EQ
IQ EQ IQ

Get in the job Succeed at the job

Try to convince Try to convince
someone by facts someone by reasoning
Brain smart Heart smart
EQ
Get Through school Get through life

Your EQ has more to do with

your success and happiness
in life than your IQ and
it can be learned.
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EQ Clusters -- developed by Daniel Goleman
Self Others

Awareness
Self- Social
Actions Awareness Awareness

Self- Relationship
Management Management

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People Management
LEFT BRAIN
vs
RIGHT BRAIN

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Are you Creative or Analytical?
Our brain has two halves – the right and the left.

• Left brain --------- logical and analytical.

• Right brain -------- creative, innovative and imaginative.

Do you want to know whether you are right or left brained?

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Try this!
Read aloud, as quickly as possible,
the color in which the words are written but not the actual words.

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What is the result !
Left - Right Brain conflict
• Your right brain tries to say the color but
• your left brain insists on reading the word

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Left Brain vs Right Brain
Left brain functions Right brain functions
Highly organised Organisation tends to be lacking

Plan ahead Trouble prioritising. So, often late, impulsive

Good at keeping track of time No sense of time

Process ideas sequentially, step by step Process ideas simultaneously

Likely to follow rules without questioning Like to know why you’re doing something or why
them rules exist (reasons)

Listen to what is being said Listen to how something is being said

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Left Brain vs Right Brain: Summary

Left Brain Right Brain

Logical Random
Sequential Intuitive
Rational Holistic
Analytical Synthesizing
Objective Subjective

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How to Drive Team for Better Performance?
Inspiration,
Encouragement,
Appreciation,
Success story etc.

Left Brain Body parts:

Heart
Limbic Reptilian Control
Hands & Legs
Brain Brain Movement Tongue
etc.
Right Brain

Thoughts Emotions Behavior Performance

/ Productivity

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Emotional Agility (EA)
I’ve learned that
• People will forget what you said
• People will forget what you did, but
• People will never forget how you made them feel.
American poet, singer,
and civil rights activist.
1928 - 2014

If you don't like something,

• Change it.
• If you can't change it, change your attitude.

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Human Behavior in Crisis Situations
React Respond
Goals
passive-aggressive

Stay in self control

Performance
Short-sighted
Lose self control

Knowledgeable
Infighting Group Success
Gossip & Rumor
Productive
Unproductive
Compromise
Poor communication Teamwork
Over-reacting Big Picture
Turf battles Facts, Data &
Uncooperative information
Jumping to Conclusions

90-10 rule about life:

• 10% of life is made up of what happens to us.
• 90% of life is decided by how we react or respond.
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Communication and Generation Types

(Age in 2022: 9 – 6)
• Want multiple check-ins from their manager
• Communication:
during the week.
Text or Visual Cues • Want feedback in person.
(Age in 2022: 25 – 10)
• Are used to praise and may mistake silence
for disapproval
• Communication: IM or Text • Need to know what they’re doing right and
what they’re doing wrong
(Age in 2022: 41 – 26)

• Need positive feedback to let them know

• Communication: Voicemail or Email they’re on the right track
(Age in 2022: 57 – 42)

• Often give feedback to others but seldom

• Communication: Face-to-face or Phone receive, especially positive feedback
(Age in 2022: 76 – 58)

(Age in 2022: 94 – 77)

Communication style Feedback

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Project Team with Multi-Gens
Use Gen Z’s
connectivity to
Use Millennials’ access a broader
inclusiveness to audience
Use Gen X’s create more
adaptability to diverse perspective
Use Baby Boomer’s discover new
experience to help ways to do things
Mentor the younger
employees
An inclusive/agile project team is:
cooperative, collaborative, open, fair, curious,
accountable and so much more.
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 Project Management
Fixed Requirement
vs
Dynamic Requirement

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Project Management: Approaches
Predictive (Waterfall) Approach Adaptive Approach

Dynamic

Industry 1.0 Industry 2.0 Industry 3.0

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Project Life Cycle: Different types

Dynamic Waterfall model

Adaptive

Industry 1.0 Industry 2.0 Industry 3.0

Hybrid (Combination of Predictive and Adaptive): Those elements of the project that are well known
or have fixed requirements follow predictive approach; those elements that are still evolving follow
an adaptive approach
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Project Life Cycle: Use Cases
Methodology Typical Use Cases
• Software projects
Agile • Intellectual property projects
• Research projects
• Construction projects
Predictive /
• Projects with many physical assets
Plan Driven
• “Repeats” of similar, completed projects
Projects where learning and correction is expected to eventually reach the ideal
Iterative
solution.
Customers or business wants or expects to see outputs or partial outputs early and
Incremental
often.
• Mix of resources and experience levels
Hybrid
• Those seeking or willing to learn new methods or techniques.

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 Predictive Approach: Project Life Cycle (PLC)
Example: Project Life Cycle (PLC) of an eCommerce Website Project

01/03/22 15/03/22 15/04/22 15/07/22 05/08/22 26/08/22

Dynamic Maintenance

Kick-off Requirement Project Delivered Acceptance Launch

Analysis work
Committed

• Plan-driven
• Fixed scope, one-time delivery
• Dynamic team size along the project life cycle—team building required continually
• Change Request (CR) required for any change in project after project work committed

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 Predictive Approach: High-level activities
Maintenance

Kick-off Requirement Project Delivered Acceptance Launch

Analysis work
Committed
Dynamic
Detailed • Website design ready • Network system resized Acceptance New website New website
Project • Website created
requirement • Network requirement finalized completed has been and network
briefing to • Links to popular social-media
analysis • Detailed estimations of cost with key launched for system in
the team baselined websites established customers to
completed stakeholders operation
• Detail planning baselined • Unit testing, integration testing experience.
and system testing done

• Project scope (including product scope) = total project work → Work Breakdown Structure (WBS)
• Work Breakdown Structure (WBS) → Work package (used to monitor project progress) → Activities (used
for estimation)
• Most of the risks are identified before project work is committed.
• Lesson learned is used to transfer project knowledge.

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Iterative and Incremental Approaches
Predictive Project Management:
Requirement → Detailed plan and Estimation→ Design → Build → Test → Delivered

Dynamic
Iterative Project Management:
Detailed plan and Estimation High-level planning and Estimation

Requirement → Design → Build → Requirement → Design → Build → Requirement → Design → Build → Requirement → Design → Build →
Test Test Test Test → Delivered

Incremental Project Management:

Detailed plan and Estimation High-level planning and Estimation
Requirement → Design → Build → Requirement → Design → Build → Requirement → Design → Build → Requirement → Design → Build →
Test → Delivered Test → Delivered Test → Delivered Test → Fully Delivered

Note: Detailed planning and estimation for near future and high-level planning and estimation for far future
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Agile Approach: Product Roadmap

Or in
Story Story Point—effort
Points estimation method

User Story—describes the type of

user, what they want and why. 28
Agile Approach: Product Roadmap

A strategic document and plan

which guides why the product will be delivered
and
how the product will meet objectives and the
product vision (short-term and long-term )

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Agile Approaches: Iteration Planning
Timebox/Sprint/Iteration: 2–4 weeks (Typically)

Iteration 0 Iteration 1 Iteration 2 ...................... Iteration n

Used to determine
the number of
iterations or sprints
in the release
• Sprint—an act or short spell of running at full speed
• Scrum—in Rugby, an ordered formation of players, used to restart play
• Product backlog—a list of the new features, changes to existing
features, bug fixes, infrastructure changes or other activities that a
team may deliver as per plan

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Agile Approaches: Iteration execution

Iteration 0 Iteration 1 Iteration 2 ...................... Iteration n

Sprint Planning

Retrospective
Sprint Review
The processes and tools used during the
Sprint are reviewed by the team with the

Review
Iteration development Scrum master to identify improvements.
• What Went Well?
15–minute daily Scrum/standup meeting for daily progress • What Could Be Improved?

During the meeting, everyone answers The Product Owner and other customer
• Sprint backlog
• Sprint velocity following questions: stakeholders review the accomplishment
estimation • What has been done yesterday? of a completed Sprint in comparison to
• What needs to be done today? the objective(s) established at the Sprint
• What does anyone need help with? planning meeting.
Note: Recommended Agile/Scrum team
size is 3 to 9 members.
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Agile Approaches: Daily Scrum Meeting
• Progress of the Sprint is reviewed with the team on daily basis using
Scrum/Kanban board
o Tasks are prioritized and assigned based on review of the Sprint burndown chart

Days in Sprint Days in Sprint

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Agile Approaches: Scrum and Kanban boards

Scrum board

Kanban board
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Agile Product Roadmap: Minimum Viable Product (MVP)
• The smallest collection of features that
can be included in a product for
customers to consider it functional
(bare bones functionality)

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Agile Product Roadmap: Minimum Business Increment (MBI)
• Used when the value of an enhancement or new product/service is
reasonably known through MVP
• Focuses on the realization of business value quickly
• Not a reason to deliver less; it is a reason to deliver sooner.
Agile strategy—creates Business Value faster

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Scrum of Scrums
• A technique for operation of Scrum at scale for multiple teams working on the same product
• Coordinates discussions of progress on interdependencies
• Focuses on how to integrate the delivery of software, especially in areas of overlap.

In the meeting, the senior Scrum Master asks

each member the following questions:
• What did you do yesterday?
• What did you do today?
• What obstacles are slowing down your
progress?
• What activities has your team done since
we had the last session?
• What will your team engage in before we
meet again?

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Project Management
Overview
Business Environment
Project Charter
Project Manager

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Project Management: Overview

Team Building
and
Business Management
Effective
Environment
Communication
Stakeholder
Project
analysis and
Charter
Business Case Engagement
and Business
Needs Project
Implementation
Plan

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Business Case and Business Needs
Business case:
• Documented economic feasibility study
• Establishes benefits of project components
• Provides a basis for authorization of further project activities

Business needs documents:

• Provide high-level deliverables
• Prerequisite of formal business case
• Describe requirements - what needs creating and / or performing

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Business Environment
Enterprise Environmental Factors (EEFs):
• Conditions (internal or external) not under the control of the project team
• Can influence, constrain, or direct the project at organizational, portfolio,
program, or project level

Organizational Process Assets (OPAs):

• Plans, processes, policies, procedures, templates, past project data and
knowledge bases specific to and used by the performing organization

Projects may be influenced by them,

favourably or unfavourably
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Enterprise Environmental Factors (EEFs)
Internal External
✓ Organizational culture, structure, and ✓ Marketplace conditions
governance ✓ Social and cultural influences and issues
✓ Geographic distribution of facilities and ✓ Legal restrictions
resources ✓ Commercial databases
✓ Infrastructure ✓ Academic research
✓ Resource availability ✓ Government or industry standards
✓ Employee capability ✓ Financial considerations
✓ Physical environmental elements

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Flux Culture vs Stuck Culture
Flux Culture Thinking
• Says, "There's got to be a better way. "
• Sharing is power; spread information to empower people to act
• People are paranoid that what works today won't in the future
• Tests are used to be proven wrong — and improve

Stuck Culture Thinking

• Says, "This is the way we have always done it."
• Knowledge is power, so hoard information to make everyone come to you
• People are confident that what works today will in the future
• Tests are used to be proven right
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Project Charter

• A document issued by the project initiator or sponsor

• Formally authorizes the existence of a project
• Provides the project manager with the authority to
apply organizational resources to project activities.

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Project Charter: Contents
Project purpose
Measurable project objectives and related success criteria
High-level
• Requirements
• Project description and boundaries and key deliverables
Overall project risk
Summary Milestone schedule
Preapproved financial resources
Key Stakeholder list
Project approval requirements
Assigned project manager, responsibility, and authority level
Name and authority of the sponsor or other person(s) authorizing the project charter
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Example:
Project Charter

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Team Exercise: eCommerce Project
Split into 4 teams

Review with your team the case-study about ecommerce project

Team presentation will be on 20.07.22 (next Wednesday)

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Project Manager: Leadership
The project manager is the visionary leader for the project:
• Educate the team and other stakeholders about project value delivery
• Promote teamwork and collaboration
• Promote the project’s mission and value to inspire the team
• keep the team focused and feel part of the organization’s mission

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Project Manager: Servant Leadership
The practice of leading through service to the
team,
by focusing on understanding and addressing
the needs and development of team members
in order to
enable the highest possible team performance.

• Facilitate rather than manage

• Provide coaching and training
• Remove work impediments
• Focus on accomplishments

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Project Manager: Leadership Skills
• Conflict management​
• Cultural awareness​
• Decision making​
• Facilitation​
• Meeting management​
• Negotiation​
• Networking​
• Observation/conversation​
• Servant Leadership​
• Team building​

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Project Manager: Diversity Awareness and Cultural Competencies

Projects with diverse locations, Understand that

industries, stakeholders, and motivations and working
cultures require styles of individuals and
communication and openness groups vary based on:
to build trust experiences, age, culture, job
roles, and other influences.

Use a leadership approach and

style that best suits the situation
and the stakeholders.

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Project Manager: Lead and Manage
Let’s reflect on two of the project manager’s roles to understand the difference.

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Project Manager: Challenge the Status Quo

Let past experiences and Commit to a growth mindset

processes provide guidance to continuously improve and
to but not dictate your innovate, to find new ideas
actions and perspectives

Discover the best approach

Avoid complacency and blind
through challenge and
acceptance
introspection

Introspection: the examination or observation of one's own mental and emotional processes
Complacency: a feeling of calm satisfaction with your own abilities or situation that prevents you from trying harder

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Code of Ethics and Professional Conduct
• Strong personal ethics, integrity, and trustworthiness
• The following values that formed the basis of project manager and team
decision making and guided their actions
to take ownership for the decisions we make or fail to make, the
Responsibility actions we take or fail to take, and the consequences that result

to show a high regard for ourselves, others, and the resources

Respect entrusted to us

Fairness to make decisions and act impartially and objectively

to understand the truth and act in a truthful manner both in our

Honesty communications and in our conduct
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Exercise: Project Management
CXI Cellular of Salt Lake City, Utah, is an innovative manufacturer of cellular phone products. One
of their bright, young engineers has designed a new cellular phone that is 25 percent smaller and
lighter than any competitor’s phone. The vice president of marketing has named Robert, her top
salesman, to manage a project to engineer and manufacture the new product. She asks Robert to
develop a schedule and budget and present it to the executive management team the following
week.

When Robert presents his plans to the executive management team, there is considerable
discussion about whether the company should begin manufacturing the new phone. After the
meeting, the chief operations officer (COO) of the company approaches Robert and asks him to
move forward with the project and report directly to him. The COO asks to personally approve
each project expense. In the meantime, the COO will work on getting the approval of the executive
team.

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Project Management
Project Team

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Project Team and Requirement
A set of individuals who support the project
manager in performing the work of the project to
achieve its objectives.

Ensure relevant skill

sets to perform work Leverage core Adequate physical
and produce the competencies and resources
desired results. skills of general e.g., equipment
specialists to support Other requirements
Avoid single-points- other areas of the e.g., access rights
of-failure project.
e.g., a single resource
has a required skill.
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Project Team: General Specialists
• Agile teams invest in becoming more cross-
T-Shaped Skills
functional.
Broad but not necessarily very deep skills
• Leveraging all team members to help in other relevant areas

accomplish the team goals improves:

specialized area (such as

Deep vertical skills in a

database design)
o The team’s efficiency
o The likelihood of achieving objectives

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Project Team Management
To assemble your high-performing project team:

• Estimate, acquire, and manage teams of people as well as Others required

outside of the team e.g., special skilled person

• Create an effective team environment with excellent communication and

talent development capabilities

• Track team performance, create and execute improvements based on

feedback, resolve issues, and manage team personnel changes

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Project Team: Diversity, Equity and Inclusion
Project teams—global and diverse in culture, gender,
physical ability, language, etc.
Create an environment that optimizes the team’s diversity
and builds climate of mutual trust.
Team development objectives should:
✓ Improve trust to raise team morale, reduce conflict, and support
teamwork.
✓ Create a collaborative culture to improve individual and team
performance and facilitate cross-training and mentoring.
✓ Empower the team to participate in decision making and own the
solutions they create.

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Project Team: Team-Building Stages
• Helps individual team members work together effectively
• Particularly valuable when team members operate from remote locations

Forming Team members get to know each other and trust one
another.

Storming Team members begin to assert themselves and control

emerging issues.

Norming Team begins to work productively, without worrying

about personal acceptance or control issues.
Team is working at optimum productivity and is
Performing collaborating easily, communicating freely, and solving
its own conflict problems.

Adjourning Team members complete their assigned work and shift

to the next project or assigned task.

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Project Team: Roles and Responsibilities
A common type of responsibility assignment matrix (RAM)
Responsible, Accountable, Consulted, and Informed (RACI) statuses
define the involvement of stakeholders in project activities.

R = Responsible A = Accountable C = Consulted I = Informed

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Project Team: Rewards and Recognition

Rewards Recognition

✓ Tangible, consumable items ✓ Intangible, experiential event

✓ A specific outcome or ✓ Acknowledge behavior rather

achievement achieved than outcome

✓ Definite start and finish, or fixed ✓ Not restricted to a set time

time
✓ Usually not expected by recipient
✓ Usually expected when goal is
met

Motivate towards a specific To increase recipient’s feeling

outcome; never without of appreciation; can be given
recognition too. without a reward

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Project Team: Team charter
A document that enables the It includes:
team to establish its: • Shared values
values, agreements, and • Guidelines for communications and use
practices
of tools
as it performs its work together.
• Decision-making guidelines
• Conflict resolution measures
• Meeting time, frequency, and channel
• Other team agreements e.g., shared
hours, improvement activities

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Project Team: Team Norms
• Establish expected team behaviors at the beginning of the project.
• Enable teams to handle challenges as the project progresses.
• Include guidelines and techniques for:
o Meetings
o Communications
o Conflict management
o Shared values
o Decision-making
• Align with Code of Ethics and Professional Conduct—
Responsibility, Respect, Fairness, and Honesty

64
Project Team: Team Skills Appraisal
• Appraisals enable the team to holistically identify its strengths and
weaknesses, assess opportunities for improvement, build trust, and establish
effective communication.
• Appraisals might identify:
o Team preferences
o Aspirations
o Information processing and organization
o Decision making processes
o Interactions with other team members

Holistically: dealing with, or treating something, as a whole system and not as individual parts.
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Project Team: Conflict Management
• Apply strategies or resolution methods to deal with disagreements

Effective conflict management leads to:

• Improved understanding
• Better performance
• Higher productivity

Ineffective conflict management leads to:

• Destructive behavior
• Animosity: strong feeling of dislike or hatred
• Poor performance
• Reduced productivity

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Project Team: Causes of Conflict
• Competition
• Differences in objectives, values, and perceptions
• Disagreements about role requirements, work activities, and individual
approaches
• Communication breakdowns

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Project Team: Techniques for Conflict Resolution
• Withdraw/Avoid:
o Retreat from an actual or potential conflict situation
o Postpone the issue to be better prepared or to be resolved by others

• Smooth/Accommodate:
o Emphasize areas of agreement rather than areas of difference
o Concede one’s position to the needs of others to maintain harmony and relationships

• Compromise/Reconcile:
o Search for solutions that partially satisfy everyone
o Compromise to temporarily or partially resolve the conflict

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Project Team: Techniques for Conflict Resolution
• Force/Direct:
o Pursue your viewpoint at the expense of others
o Offering only win/lose solutions
o Usually enforced through a power position to resolve an emergency

• Collaborate/Problem Solve:
o Incorporate multiple viewpoints and insights from differing perspectives
o Enable cooperative attitudes and open dialogue to consensus and commitment

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Project Team: Issues and Issue Log
Issue: A current condition or situation
that may have an impact on the project objectives
- an action item required to address it
Issue Log:

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Project Team: Issues Resolution
• As issues arise, promptly add them to the issue log
• Assign an owner to each issue for tracking the progress of the workaround
and reporting back
• Give realistic due dates and make every reasonable attempt to meet it
• Issues should be a regular topic of every status meeting
• Limit the number of open issues to a manageable number
• Don’t hesitate to escalate an issue to the project sponsor if it begins to have a
major effect on the project

Use Issue log to track problems, inconsistencies, or conflicts that occur during the
life of the project and require investigation in order to work toward a resolution.
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Project Team: Impediments, Obstacles, and Blockers
Impediments:
Situations, conditions, and actions that
slow down or hinder progress

Obstacles:
Barriers that should be able to be avoided
or overcome with some effort or strategy

Blockers:
Events or conditions that cause
stoppages in the work or advancement

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Exercise: Impediments, Obstacles, and Blockers

[Link]. Items Impediment Obstacle Blocker

Team members having disagreement on a technical
1
approach, leading to delays.
A key team member meets an accident and is out of office
2
for at least a month.
A new government regulation bans the import of certain raw
3
material from Country X.
The internet speed is slow leading to frequent disruption in
4
communication with remote team members.
A project team is not able to access a software due to delay
5
in approval of the purchase of the software license.
A sole supplier of services suddenly goes out of business
6
bringing the project to halt.

73
Example: Impediments, Obstacles, and Blockers
Impediments:
1. Team members having disagreement on a technical approach, leading to delays.
2. The internet speed is slow leading to frequent disruption in communication
with remote team members.

Obstacles:
1. A project team is not able to access a software due to delay in approval of the
purchase of the software license.
2. A key team member meets an accident and is out of office for at least a month.

Blockers:
1. A new government regulation bans the import of certain raw material from Country X.
2. A sole supplier of services suddenly goes out of business bringing the project to halt.
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Project Team: Team Performance Assessments
• Compare performance to goals
• Reclarify roles and responsibilities
• Deliver positive as well as negative feedback
• Discover unknown or unresolved issues
• Create and monitoring individual training plans
• Establish future goals

• Improve team member interaction

• Solve issues
• Deal with conflicts
• Improve team member skills and competencies
• Increase team cohesiveness
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Project Team: Feedback
• Is crucial for any team, using any methodology, in any environment
• Discover the most appropriate and timely means of feedback
o Public/private
o Individual/group

• Give and receive constructive feedback freely

76
Exercise: Manage Team
“Hey, did you hear?” your friend Story asks. “Roger has been assigned to the project team.”

“Over my dead body,” you reply, pushing away from your computer screen. You head straight for the project manager’s
office and don’t wait for a response from Story.

Ann seats the phone into the cradle just as you walk through the door. Fortunately for you, Ann’s door is always open, and
she welcomes drop-ins.

“Seems like something is on your mind,” Ann says. “What can I help with?”

“Story just told me that Roger has been assigned to the project team. I can’t work with Roger. He’s arrogant and doesn’t
respect anyone’s work but his own. He belittles me in front of others, and I don’t deserve that. I write good code copy, and I
don’t need Roger looking over my shoulder. I want to be in this team, but not if Roger is part of it.”

Ann thinks for a minute and replies, “I want you to have the opportunity to work on this project; it’s a great opportunity for
you. But there isn’t anyone else who can work on the analysis phase of this project except Roger. He’s the only one left who
has a solid understanding of the mainframe legacy code. Unfortunately, those old programs were never documented well,
and they’ve evolved over the years into programs on top of programs. Without Roger’s knowledge of the existing system,
we’d blow the budget and time estimates already established for this project. What would you say to a meeting with you
and Roger and me to talk about these issues and see if we can’t work this out?”
77
Belittle: to make an action or a person seem unimportant
Project Management
Project Team-Tools
Consensus for Decision
Prioritization Techniques
Estimation Techniques

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Consensus
Consensus is a collaborative process to reach
a decision that everyone can support.

Method Best for How It Works

Fist of Five Expression of range of Closed fist = complete disagreement
agreement Fist of 5 – complete agreement
Roman Simple yes or no Thumbs up or down (sometimes sideways for neutral)
Voting
Polling Consider independent Hear opinions and then vote
points of view
Dot Voting Select several options from Distribute dots equally, then each person allocates dots
a list according to highest preference

79
Consensus: Fist of Five and Roman voting

Very bad bad Neutral Good Very Good

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Consensus: Types of Polling or Voting
Unanimity
• Everyone agrees on a single course of action
• Useful in project teams with great cohesion

Majority
• Decision reached with > 50% of group support

Plurality
• Decision reached with largest block in a group deciding, even if majority is not
achieved
• Use this method when more than 2 options are nominated

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Consensus: Dot Voting/Dotmocracy
• Simple group activity to find group preferences among limited options
o Each participant is given a set number of dot stickers but fewer than the total number of
options being considered
➢ Also works if each person is given only one vote, but in this case a show of hands for one
favorite is good enough

o They place dot stickers next to options presented that they like
o Options with the most dots “win”
➢ Multiple options can also be selected
✓ Before voting, you might say, “We’re going to pick the three [or whatever] top vote-getters.”
✓ You can wait to choose your subset size after voting

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Examples: Dot Voting/Dotmocracy

Dot voting can be done with colored markers or

by buying little sticky dots from an office supply store.
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Dot Voting/Dotmocracy: Applications

• As part of a team choosing what to improve at the end of a

retrospective meeting
• As part of an executive team to determine the organization’s top
priority for the next business quarter

• With my family to choose a subset of fun things to do on an

upcoming vacation

84
Consensus: Comparison

85
 Project Management
Project Team-Tools
Consensus for Decision

Prioritization Techniques
Estimation Techniques

86
Project Team: Prioritization Techniques
• Used to determine the order of project work to be done
• Review product backlog/requirements
o Kano Model
o MoSCoW (MSCW) Analysis
o 100 Points Method
o Paired Comparison Analysis

87
Prioritization Techniques: Kano Model
High Customer Satisfaction

3
2

Competitive
Excite/delight push
No attributes Indifferent attributes Full
Implementation Implementation
4
1

Bad Customer Satisfaction 88

Prioritization Techniques: MoSCoW (MSCW) Analysis

MUST HAVE SHOULD HAVE COULD HAVE WON'T HAVE

• Requirements • Not necessary

• Important • Least important
• Critical Features • Improvements
• Desired Features • Not appropriated
• Minimum • Sometimes
• Valued if present • Not worth it
Features Valued
• With Substitution • Not programmed
• No substitution • With Alternatives

Substitutions: Products or services that have different forms but offer similar functionality/utility.
Alternatives: Products or services that have different functions and forms but can potentially cater to similar purpose.

89
Exercise: MoSCoW Analysis
[Link]. Requirement
Must have Should have Could have Won't have
1 Users can log onto the web site.

Users can be able to avail of a "Forgotten

2
Password" utility

3 Users can change account details.

A user can send an email to the system requesting

4
a change to the account page.

When a user clicks on a phone number on the

5 web page a call is made automatically from their
desk phone to that number.

90
Example: MoSCoW Based Requirement
[Link]. Requirement MoSCoW MoSCoW based requirement
1 Users can log onto the web site. Must Users must log onto the web site.

Users should be able to avail of a "Forgotten Users should be able to avail of a "Forgotten
2 Should
Password" utility Password" utility

3 Users can change account details. Must Users must be able to change account details.

A user can send an email to the system A user can send an email to the system
4 Could
requesting a change to the account page. requesting a change to the account page.

When a user clicks on a phone number on the When a user clicks on a phone number on the
5 web page a call is made automatically from their Won't web page a call won't be made automatically
desk phone to that number. from their desk phone to that number.

91
Prioritization Techniques: 100 Points Method
• Each person within the group is given 100 points.
o They can distribute as votes across the available items.

Example: eCommerce website

Functionality Marketing Representative IT Manager Business Head Ranking

Customer sign-up 30 25 35 90

Social Media Sharing 20 15 25 60

Customer Profile 25 25 20 70

Track Order 25 35 20 80

Total 100 100 100

92
Prioritization Techniques: Paired Comparison Analysis
Expanding into Buying a concrete Partnering with an Expanding
new market (A) company (B) engineering firm (C) service line (D)
Expanding into
A,2 A,3 A,1
new market (A)
Buying a concrete
C,3 D,2
company (B)
Partnering with an
D,2
engineering firm (C)
Expanding service
line (D)

0 1 2 3
Comparison scale: 0 - 3
Major
No difference
difference
Or
Or
Same
Much better 93
Prioritization Techniques: Paired Comparison Analysis
Expanding into Buying a concrete Partnering with an Expanding
new market (A) company (B) engineering firm (C) service line (D)
Expanding into
new market (A)
Buying a concrete
A,2
company (B)
Partnering with an
A,3 C,3
engineering firm (C)
Expanding service
A,1 D,2 D,2
line (D)

A B C D
Score 6 0 3 4
Rank 1 4 3 2

94
Project Management
Project Team-Tools
Consensus for Decision
Prioritization Techniques

Estimation Techniques

95
Traditional Estimation Techniques
• Expert judgement
o Analogous estimating based on historical data from a similar activity or project
o Parametric estimating based on historical data and project parameter

• Three-point estimating based on:

o The best-case scenario
✓ Optimistic Value (O): How much time/effort will it take if everything is on track?
o The most likely scenario
✓ Most Likely Value (M): What is the most likely and practical estimate to complete the task?
o The worst-case scenario
✓ Pessimist Value (P): How much time/effort will it take if things fall apart or there are
impediments on the way?
The average of all these three estimates is then calculated to give us the final estimate.
96
Traditional Estimation Techniques
• Three-point estimating (Cont.)
o Calculation of the average can be done using either of the following methods:

Beta Distribution: weights the most likely value 4 times more than others
Estimate = (P + O + 4M ) / 6
Triangular Distribution: weights each value equally
Estimate = (P + O + M ) / 3

Effort estimation in time is based on

absolute time estimates in hours or days
97
Traditional Method: Requirement Analysis
Done by project team
From
From Project
Project charter Stakeholder Work
High-level Detailed Breakdown Work
Activities
requirement requirement structure Packages
(WBS)

Estimation for Prioritization Estimation for Estimation for

project budget using MoSCoW work package Activity duration
and schedule or Kano model duration and cost and cost based on
based on Expert based on Expert 3-point method
judgement judgement

Top-down estimation Bottom-up estimation

98
Work Breakdown Structure (WBS)
1

1.1 1.2 1.3

1.1.1
1.2.1 1.3.1

[Link]

[Link]

[Link]

1.1.2

1.1.3

99
Work Breakdown Structure (WBS)

Gantt Chart in Microsoft Project

100
Case Study: WBS and Estimation
Create a work breakdown structure for an Order Processing System (OPS) for an e- Commerce
Company that developing the software to allow the company to venture into a Business-to-
Consumer (B-to-C) and Business-to-Business (B-to-B) operations.

Estimate manpower, duration (in days), and cost (in $) for each work package of the given
WBS below for the following software requirement.

The software requirements are:

• Take orders module
o Module allows order taking from a diverse of mobile and fixedplatforms
• Inventory stocking Hardware / Systems / Server OS / Database
o Module allows logistics inventory checks on stock supplies • System consisting of DB server
• Provide quotations • Application Server,
o Module allows response to pricing queries
• Web Server
• Generate invoice
• Networks switches
o Module allows generation of invoice to customers
• Routers
• Generate delivery order
o Module allows generation of deliver orders
• Firewall to connect to the Internet.

101
Case Study: Order Processing System (OPS)

102
Case Study: Order Processing System (OPS)
Estimation for Software requirements:
1.1
1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6
[Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] Units
Resourses 1 1 1 1 1 1 1 1 1 1 2 2 Engr.
Duration 1 1 1 1 1 1 1 1 1 1 2 2 Day(s)
Cost per man-day 200 200 200 150 200 150 200 150 200 150 150 200 $/man-day
Sub-total Cost 200 200 200 150 200 150 200 150 200 150 600 800 $
Total cost to develop and test software requirement = 3200 $
Cost per Engr.
Snr. Engr. 200 $ per days
Jnr. Engr. 150 $ per days

103
Case Study: Order Processing System (OPS)

104
 Case Study: Order Processing System (OPS)
Estimation for hardware requirements and validation:
1.2 1.3
1.2.1 1.2.2 1..2.3 1.2.4 1.2.5 1.3.1 1.3.2
[Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] [Link] Units
[Link].1 [Link].2 [Link].1 [Link].2 [Link].3 [Link].4
Resourses 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 4 Engr.
Duration 1 1 1 1 1 1 2 3 1 2 1 1 4 3 2 1 1 2 Day(s)
Cost per man-day 150 200 150 200 150 200 150 200 150 200 200 200 200 150 200 150 200 200 $/man-day
Sub-total Cost 150 200 150 200 150 200 300 600 150 400 200 200 1600 900 800 300 400 1600 $
Total cost to develop and test hardware requirement = 6200 Total Validation cost = 2300 $
Cost per Engr.
Snr. Engr. 200 $ per days
Jnr. Engr. 150 $ per days

105
Agile Estimations
• Avoid using absolute time estimates
• Use story points to estimate the difficulty of implementing a user story
o This difficulty could be anything related to the complexities, risks, and efforts involved.

In a nutshell, a story point is a number that helps estimate

the difficulty of building a user story successfully.

Sprint velocity is the number of story points that can be

completed during a sprint by a specific team.

106
Agile: Requirement Analysis
Theme: High-level requirement from project charter
for an Agile Release based on product roadmap

Estimation for Task

effort in story pint

107
Agile: Epic and Feature
Feature
A set of related requirements that allows the
user to satisfy a business objective or need

Epic
A very large collection of user stories
Larger body of work that are comprised of many features
It can be spread across many sprints.
It is large enough that it can be split into smaller user stories.

108
Agile: Definitions of Ready and Done
Definition of Done Checklist of required criteria for a deliverable to be considered ready for customer use

Definition of Ready Checklist for a user-centric requirement with all required information to begin work

Definition of Ready (DoR) Definition of Done (DoD) PSI = Potentially

is validated against each is validated against each Shippable Increment
story to be committed story to be accepted.
Within the sprint.
109
Agile: Story point Estimation Techniques
• Fibonacci sequence
o Fibonacci sequence: 0, 1, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89, 144, 233, 377, 610, …
o Most Agile development teams use the Fibonacci sequence up to 89
o The team is likely to reach a consensus much more quickly
o This scale has chances of being less accurate about the estimates
✓ For example, a story could be estimated as more effort than 34 but less than 55

Use cases:
• When estimating for large and complex tasks to avoid wasting time
nitpicking over minor differences
• If the need is to prevent estimates from getting too close to each other
Nitpicking: the tendency to look for slight mistakes or faults
110
Agile: Story point Estimation Techniques
• Planning/Scrum poker based on modified Fibonacci numbers
o Modified Fibonacci numbers: 0, ½, 1, 2, 3, 5, 8, 13, 20, 40, 100
✓ Number-coded playing cards are used to estimate user story.

✓ The cards are distributed across the team (sized 2-10), with each of the cards representing a
valid estimate.

Use cases:
• There are a small number of items
• Establishing mutual understanding
among team members
• Running late-stage estimations
• The backlogs are highly prioritized

111
Example: Planning Poker Estimation
Dev A Dev B Dev C Dev D

The product owner or the analyst describes

Step 1: the user story to the team, and the team can
ask any related queries.
Product Owner

Each team member secretly selects a card

Step 2: number for an estimate, which is revealed
when all the cards are turned over.

For uneven estimates, meetings are held Planning poker

Step 3: cards deck
Team Discussion
and team starts discussion about the story.

Next round of voting commences to come

Step 4:
up with an estimate everyone agrees with.

112
Agile: Story point Estimation Techniques
• Bucket System Estimation
o Bucket sizes: 0, 1, 2, 3, 4, 5, 8, 13, 20, 30, 50, 100, and 200 (and more, if required)

Use cases:
• Estimating many items (50-500)
o Better than planning poker
• Enabling quick estimations
• Estimating long-term projects

o To start with, pick a random user story discuss all its features and requirements within the
group
✓ place it in the bucket that suits the team’s understanding
o Follow the same drill throughout
113
Example: Bucket System Estimation

114
Agile Estimation Techniques
• T-Shirt sizing
o Estimation based on standard t-shirt sizes (i.e., XS, S, M, L, and XL)
✓ Numbers can be assigned to each user story categorized under different t-shirt sizes for
better understanding
o More of an informal but creative technique

Use cases:
• Running rough estimations
• There are large backlogs
• Running early-stage estimations

115
Project Management
Stakeholder Engagement

116
Project Stakeholder

An individual, group, or
organization
that may affect, be affected by,
or perceive itself to be affected
by a decision, activity, or
outcome of a project

117
Project Stakeholder Register
A list of individuals or organizations who are actively involved in the project,
whose interests may be negatively or positively affected
by the performance or completion of the project
and whose needs or expectations need to be considered.

Example:

118
Stakeholder Analysis: Power/Interest Grid
One of the best ways is to create the Power/Interest Grid
to handle what you are communicating with whom.

119
Example: Power/Interest Grid with Influence

Influence lines will not only change

between projects,
but also, within a project
as different phases in the lifecycle
Increase/decrease the interest and/or
power of certain stakeholders.

120
Stakeholder Engagement Assessment Matrix
A matrix that compares current and desired
stakeholder engagement levels.

Example:
Stakeholder Unaware Resistant Neutral Supportive Leading

Stakeholder 1 C D

Stakeholder 2 C D

Stakeholder 3 C D

C: Current engagement level

D: Desired engagement level
121
Stakeholder Engagement Process
• These six steps provide a clear process to move stakeholders from current to
desired level of commitment.

1 Identify
influential
6 stakeholders 2
Determine Assess
actions to address gap & Influential level
maintain commitment

3
Assess
5 Define their desire commitment
roles in change effort; level
describe their interests
4 Assess current
commitment level

122
Project Management
Effective Communication

123
Project Communications
5Cs of communication for reducing misunderstandings:
1. Correct—grammar and spelling
2. Concise—expression and elimination of excess words
3. Clear purpose—and expression directed to the needs of the
reader
4. Coherent—logical flow of ideas (Ex: introduction, summaries)
5. Control—the flow of words and ideas (Ex: graphics,
summaries)

124
Project Communications Management
Dimensions of Communication activities:
• Internal and external stakeholders
• Formality or informality—content and format
• Hierarchy—adjust tone upward, downward, or horizontally
• Official or unofficial need e.g., annual reports or governance related vs. project team
communication
• Written or verbal—remember tone, inflection, and nonverbal gestures are influential!

125
Communication Management Plan

Dynamic
A component of the project, program, or
portfolio management plan that describes
how, when, and by whom information about the
project will be administered and disseminated.

126
Example: Communication Management Plan

Dynamic

127
Communication Type and Technology
Factors that can affect the choice of
communication technology include:
Face-to-face
Email
• Urgency of the need for information Meetings
Dynamic
• Availability and reliability of technology
• Ease of Use
Instant Text
• Project environment Fax Messaging Messaging
(IM)
• Sensitivity and confidentiality of the
information
Print Video and voice
conferencing Social Company
media and
(virtual Media website
documents
meetings)

128
 Communication Methods

Dynamic

Interactive communication Push communication Pull communication

• Exchange of information • Sent or distributed directly to • Used for large complex information
• In real time. specific recipients who need sets, or for large audiences,
to receive the information. • requires the recipients to access
Examples: meetings, phone calls,
instant messaging, some forms Example: letters, memos, content at their own discretion
reports, emails, faxes, voice, subject to security procedures.
of social media, and
mails, blogs, and press releases. Examples: web portals, intranet sites,
videoconferencing.
e-learning, lessons learned databases,
or knowledge repositories.

129
Active Listening

• Repeat the gist of the message

Reflecting
• Verify your understanding of the message
Dynamic

• Lean slightly toward the speaker

Attending • Focus on the speaker at eye-level
• Maintain eye contact without staring

• Respond with non-verbal gesture or verbal response

Following • Ask questions
• Allow speaker a moment to collect their thoughts

130
Project Management
Knowledge Transfer

131
Knowledge: Types

Explicit Tacit
Personal knowledge
Can be codified using that can be difficult to
symbols such as words, articulate and share
numbers, and pictures. such as beliefs,
experience, and
Can be documented and insights.
shared with others.
Essential to provide the
context of the explicit
knowledge

132
Knowledge: Types

133
Knowledge Transfer
• Self-organizing teams coach and mentor each other
every day in their work
• Coach individuals on how to contribute to other project
roles
• Coach an individual with tacit knowledge
• Lead formal training sessions
• Demonstrate desired skills and best practices every day

134
Knowledge Transfer Techniques
• Networking
• Facilitating special interest groups
• Meetings, seminars, training sessions and various other
types of in-person and virtual events
o Encourage people to interact and exchange ideas and knowledge

• Work shadowing and reverse shadowing to the exchange

of specialized knowledge

135
Thank You

136