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PMI® Authorized PMP® Exam Prep Course

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Version 3.2
Student Workbook

Licensed For Use Only By: Lokeswari Gajulapalli 10060521 Feb 11 2024 9:50AM
 Using this Student Workbook

Your instructor will cover a large volume of material in the training. This Student Workbook is
designed to help you follow along, give you a space to take notes, and focus on some of the

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more detailed content your instructor may present.

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The thumbnail images of the slides are placemarkers. Please view the slide detail on the PDF

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copies of the slides provided.

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Please note: Like projects, your instructor’s approach will be unique to them, so while this

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Student Workbook follows the course design, your instructor’s sequence or emphasis may
vary.

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We have included resources from [Link] and other relevant sources to further your
understanding of the topics or contexts.

Good luck with your preparations.

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 Table of Contents
Using this Student Workbook ..................................................................................................................... 2

INTRODUCTION ................................................................................................................................ 5
Shawpe Lifestyle Centre (SLC) Case Study........................................................................................ 14

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LESSON 1 | BUSINESS ENVIRONMENT ............................................................................................. 15

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Description .............................................................................................................................................. 15

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Topics ...................................................................................................................................................... 16

Lesson 1 Notes ............................................................................................................................... 17

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TOPIC 1A | FOUNDATION ................................................................................................................................................. 17
TOPIC 1B | STRATEGIC ALIGNMENT ................................................................................................................................. 34

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TOPIC 1C | PROJECT BENEFITS AND VALUE ...................................................................................................................... 43
TOPIC 1D | ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT ......................................................................... 53

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TOPIC 1E | PROJECT GOVERNANCE .................................................................................................................................. 62
TOPIC 1F | PROJECT COMPLIANCE ................................................................................................................................... 71

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Lesson 2: Start the Project .............................................................................................................. 77
Description .............................................................................................................................................. 77
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Topics ...................................................................................................................................................... 78
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Lesson 2 Notes ............................................................................................................................... 79

TOPIC 2A | IDENTIFY AND ENGAGE STAKEHOLDERS ........................................................................................................ 79
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TOPIC 2B | FORM THE TEAM ............................................................................................................................................ 97

TOPIC 2C | BUILD SHARED UNDERSTANDING ................................................................................................................ 109
TOPIC 2D | PROJECT APPROACH .................................................................................................................................... 119
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Lesson 3: Plan the Project ..............................................................................................................136

Description ............................................................................................................................................ 136
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Topics .................................................................................................................................................... 137

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Lesson 3 Notes ..............................................................................................................................138

TOPIC 3A | PLANNING PROJECTS.................................................................................................................................... 138
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TOPIC 3B | SCOPE ........................................................................................................................................................... 143

TOPIC 3C | SCHEDULE ..................................................................................................................................................... 167
TOPIC 3D | RESOURCES .................................................................................................................................................. 192
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TOPIC 3E | BUDGET......................................................................................................................................................... 205

TOPIC 3F | RISKS ............................................................................................................................................................. 211
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TOPIC 3G | QUALITY ....................................................................................................................................................... 223

TOPIC 3H | INTEGRATE PLANS ........................................................................................................................................ 229

LESSON 4 | LEAD THE PROJECT TEAM ............................................................................................235

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 Description ............................................................................................................................................ 235
Topics .................................................................................................................................................... 236

Lesson 4 Notes ..............................................................................................................................237

TOPIC 4A | CRAFT YOUR LEADERSHIP SKILLS ................................................................................................................. 237
TOPIC 4B | CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT ....................................................................... 247

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TOPIC 4C | EMPOWER THE TEAM .................................................................................................................................. 254

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TOPIC 4D | SUPPORT TEAM MEMBER PERFORMANCE .................................................................................................. 265
TOPIC 4E | COMMUNICATE AND COLLABORATE WITH STAKEHOLDERS ....................................................................... 275
TOPIC 4F | TRAINING, COACHING, AND MENTORING ................................................................................................... 284

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TOPIC 4G | MANAGE CONFLICT ...................................................................................................................................... 291

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Lesson 5: Support Project Team Performance ................................................................................298
Description ............................................................................................................................................ 298

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Topics .................................................................................................................................................... 299

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Lesson Notes .................................................................................................................................300
TOPIC 5A | IMPLEMENT ONGOING IMPROVEMENTS .................................................................................................... 300

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TOPIC 5B | SUPPORT PERFORMANCE............................................................................................................................. 306
TOPIC 5C | EVALUATE PROJECT PROGRESS .................................................................................................................... 318
TOPIC 5D | MANAGE PROJECT ISSUES AND IMPEDIMENTS ........................................................................................... 342
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TOPIC 5E | MANAGE PROJECT CHANGES ....................................................................................................................... 348
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Lesson 6: Closing the Project/Phase ...............................................................................................357

Description ............................................................................................................................................ 357
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Topics .................................................................................................................................................... 358

Lesson Notes .................................................................................................................................359

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TOPIC 6A | PROJECT PHASE/CLOSURE............................................................................................................................ 359

TOPIC 6B | BENEFITS REALIZATION ................................................................................................................................ 366
TOPIC 6C | KNOWLEDGE TRANSFER ............................................................................................................................... 372
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 INTRODUCTION

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Welcome
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Welcome to the course! You’ll learn a little more

about the Project Management Institute and the
PMP® in this short introduction.
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This course enables you to further your project

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management skills, apply a formalized and

standards-based approach to project
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management and prepare for the Project

Management Institute (PMI®) Project
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Management Professional (PMP®) certification

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exam.

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 Your Instructor

Meet your instructor!

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Participant Introductions
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 You, Getting Certified
This course is for individuals who:

• Have on-the-job project management

experience, regardless of whether their formal

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job role is project manager

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• Are not certified project management
professionals; and

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• Might or might not have received formal project
management training.

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Your interactivity with this workbook will

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To ensure success in this course, you should have
vary, depending on the PDF reader you
experience with basic project management concepts
are using. Blank areas are fillable fields,

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and the requirements to apply to take the PMP
and you will find several tables in the
certification exam.
workbook that you can fill in with notes.
Also use the pen or highlighter feature
on this document.
or
This course fulfills the requirement of 35 hours of
project management education/training.
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at

• Four-year degree
• 36 months leading projects
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• 35 hours of project management

education/training
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or CAPM® certification
OR
• A high school diploma or an associate degree
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(or global equivalent)

• 60 months leading projects
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• 35 hours of project management

education/training or CAPM® certification
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 The Project Economy

2022 Jobs Report video (2m 33s)

The “Project Economy” video

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Video (1m: 21s)

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_________________________________________________________

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If your instructor does not also show the
“Project Economy” video, you can view it at _________________________________________________________

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your leisure.
_________________________________________________________

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Both videos are accessible in the Logical
_________________________________________________________
Operations CHOICE dashboard, in case
these links are inoperable. or
_________________________________________________________
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_________________________________________________________
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To further explore the PDU

requirements, you can access the _________________________________________________________
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Spotlight on Earning PDUs presentation

_________________________________________________________
from the Spotlight tile on the CHOICE
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Course screen.
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 The PMP® Certification Exam

The PMP® exam includes content that spans the

value delivery spectrum, including predictive, adaptive
and hybrid approaches. It focuses on three

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performance domains in project management:

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• People | Power Skills – 42%

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• Process | Ways of Working – 50%
• Business Environment | Business Acumen – 8%

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PMP® Certification web page

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_________________________________________________________

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_________________________________________________________

or
_________________________________________________________

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Learning Topics
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Exam topics and the topics in this course are based

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on the exam content outline (ECO) document.

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PMP Exam reference list,

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including ECO
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 The PMP® Certification Exam Format

• 180 questions
• 230 minutes to complete the exam
• Two optional 10-minute breaks for computer-

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based (online-proctored) tests, including

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center-based tests; paper-based exams have
no breaks

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• Questions are multiple-choice, multiple
response, matching, hotspot and fill-in-the-

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PMP® Certification web page
blank

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_________________________________________________________

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10 Version 3.2
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 Contents

Lesson 1: Business Environment

Learn foundational project management,
organizational and business concepts integral to your

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role.

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Lesson 2: Start the Project

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We’ll discuss what you need to think about right at the
start of a project, in the pre-planning stage –

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This slide depicts the content of the stakeholders, the team, and how to build shared
course. Over six lessons, we’ll get you understanding and decide how best to approach the

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ready for the PMP® certification exam. project.

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Lesson 3: Plan the Project
Here we go through the steps you’ll take to plan scope,
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schedule, budget, resources, risks, and quality.
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Lesson 4: Lead the Team
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In this lesson, we focus on your leadership skills.

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Lesson 5: Support Project Team Performance

How do you get the best performance from a project
up

team? Here are the tools, techniques, and further

leadership skills to help you do that.
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Lesson 6: Close the Project/Phase

Finally, we discuss how and when to close a phase or
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project and the very important topic of benefits

realization.
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 About This Course

We’ve included a glossary of terms that are

important for understanding the PMI® approach to

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project management and which also addresses
commonly known global project management and

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related business concepts and methods.

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Some key terms appear on the training Glossary definitions have been sourced from PMI

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slides—the definition appears as a click- Standards and appropriate external sources; some
out on the left. However, if you missed it have been tailored by our subject matter experts.

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during class, don’t worry! All the key terms
in this course are in the glossary.

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You will see the following icons throughout the
slides and this workbook.
You’ll find these icons throughout this
Student Workbook, the Case Study — and
on the training slides themselves. They
or Important
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label the action, tool, or characteristic
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described according to development Interactive

approach.
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Predictive icon Use Expert Judgment

Arrows indicate driving
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work with a high degree of Tools/Techniques

certainty forward
Question
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Adaptive icon
Circular trajectory of work Discussion
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or development regulated
Note
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by intervals
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Hybrid icon
A tailored combination of
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predictive and adaptive

approaches

12 Version 3.2
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2023 Project Management Institute

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 Project Case Study: Student Resource
This course includes a self-study component that
will help you visualize and review the concepts you
learn from your instructor.

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We follow Shawpe Industries, a medium-sized (150

ut
employees) commercial real estate development
company, as they undertake their most exciting

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project yet!

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You will see some of the graphics and characters

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from the case study in the PowerPoint slides and

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in this Student Workbook.

• Duration: 2 hours
Read more about the case study on
the next page!
• or
This case study is self-scored and optional.
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Let’s Get to Work!

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Make yourself comfortable.

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Open the student copy of the PowerPoint

decks on another screen or window and
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view the full-size versions alongside this

document.
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The slides are presented as thumbnails

here for your visual reference and place
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marking.
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13 Version 3.2
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 Shawpe Lifestyle Centre (SLC) Case Study

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Work alongside a project manager, stakeholders, a product owner, and a project team!
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Through this case study, you’ll learn more about project roles, leadership techniques, how
teams use project management artifacts and, of course, project management practices—in a
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visual and practical way! The case study simulates the scenario-based question approach of
the PMP® certification exam questions.
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The SLC project is imagined and aligned with the vision and values in
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the PMI Strategic Plan – Shaping the Future - Together (2021-2025),

which can be downloaded from [Link]. As a formal introduction to
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the PMI community, we invite you to peruse it.

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 LESSON 1 | BUSINESS ENVIRONMENT

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Description
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This lesson addresses the concepts and business areas that you should understand before
starting a project, supporting learning related to the “Business Environment” domain in the
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exam content outline (ECO) and the “Business Acumen” side of the PMI Talent Triangle.

Central to this lesson is determining the purpose and expectation for the project, as well as the
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parameters and expectations of the project within the business.

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Having a sharp strategic business acumen and a good foundation in modern project
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management will enable you to quickly determine the purpose and expectation for a project.
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While you will not be tested directly on the foundational concepts from any of the PMI
Standards such as the Guide to the Project Management Body of Knowledge (PMBOK®
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Guide), you should understand the concepts in that standard as well as have familiarity
with the PMI lexicon and frameworks.

15 Version 3.2
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 Topics
A. Foundation
B. Strategic alignment
C. Project benefits and value

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D. Organizational culture and change management
Project governance

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E.
F. Project compliance

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For each lesson, your instructor works with a set of learning objectives. This tells you
what level and type of knowledge you should have in preparation for the exam.

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 Lesson 1 Notes
TOPIC 1A | FOUNDATION

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Topics Covered

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• Foundational project management concepts
• Project management principles

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• The Agile mindset
• Tailoring – hybrid approaches, processes, and practices in project management

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Topic 1A: Foundation

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This section covers the foundational concepts in project
management, updated to include content from the 2021
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publication of the A Guide to the Project Management
Body of Knowledge (PMBOK® Guide) – Seventh Edition.
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Project Management Professional (PMP)® certification

candidates should not expect to be tested directly on
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some of these concepts from the Seventh Edition, but

they should be aware that the exam content is built with
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an understanding of these concepts

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 Project

A project:

_________________________________________________________

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_________________________________________________________

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Project success depends on:

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 The Evolution of Project Management
Can you describe, in your own words, how project
management has evolved?

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Further optional reading: _________________________________________________________
• “What is project management?”
• “History of PMI”

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 Project Management Life Cycles and
Development Approaches

Take notes on this table!

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Description Key Roles Value Delivery Proposition

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Predictive

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Adaptive
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Hybrid
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 Project Management Office

General notes on PMOs:

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Types of PMOs:

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Supportive

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_________________________________________________________

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Controlling
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Directive
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Agile Centers of Excellence (ACoEs)

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 Organizational Project Management (OPM): A
System for Value Delivery
• Identify relationships between projects,
programs, and portfolios.
• Describe where and how projects reside, in

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relation to the business’ operations and the

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internal and external environment.
• Explain how this system for value delivery works

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– i.e., systems interactions

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 Projects, Programs and Portfolios
Do you understand how project management lines up
with program and portfolio management within an OPM
framework?

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Definition/Description Purpose

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Portfolio
Management

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Project
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 Organizational Structures

Four types:

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_____________________ ____________________

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_____________________ ____________________

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Financial based structure and governance

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affects/determines:

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• How organizational groups and individuals

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interrelate
• How much authority the project manager has
•
•
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What resources will be available
How the project will be conducted
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 Relative Authority in Organizational Structures

This slide helps you to better understand the project

manager’s role in various types of organizational
structures. Take notes in the table, below.

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ut
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The SLC case study uses the point of view of a project

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manager to explore the role further!
Functional Matrix Project-oriented

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Team

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member
loyalty

Team
member
or
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reporting
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Project
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manager role
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Team
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member role
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Project
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manager’s
control over
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team
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members

25 Version 3.2
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 Activity
Think of your current or a recent project. Can you
identify the organizational structure type and
describe how it affects your project in the
following ways?

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How organizational groups and individuals interrelate

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_________________________________________________________

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_________________________________________________________

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We suggest taking some
_________________________________________________________
time to reflect on the

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The project manager’s authority
discussion points
throughout the course, as
they help toward providing
a scenario-based context
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_________________________________________________________

_________________________________________________________
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for learning topics.
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Remember that the PMP® _________________________________________________________

certification exam Resource availability
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questions are scenario

based! _________________________________________________________
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How the project is conducted
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 Project Management Principles

• Be a diligent, respectful and caring steward

• Recognize, evaluate and respond to system

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interactions

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• Navigate complexity
• Create a collaborative project team environment

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• Demonstrate leadership behaviors

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• Optimize risk responses
•

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Effectively engage with stakeholders
The principles are
identified by letter on the • Tailor based on context

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slide for your instructor’s • Embrace adaptability and resiliency
use in referencing them •
later. However, the
principles are not in any
•
•
or
Focus on value
Build quality into processes and deliverables
Enable change to achieve the envisioned future
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order of importance.
at

state
Further reading: The
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Standard for Project _________________________________________________________

Management, pp. 21-60.
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(Inside the PMBOK® Guide _________________________________________________________

– Seventh Edition)
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 From Principles to Performance Domains

The 8 project performance domains are:

• Stakeholders
• Team

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• Development approach and life cycle

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• Planning
• Project work

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Further reading in the • Delivery
• Measurement

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PMBOK® Guide – Seventh
• Uncertainty
Edition, pp. 7-129.

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•
A project performance domain is a group of related

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activities that are critical for the effective delivery of
project outcomes.

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Collectively, the performance domains represent a project
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management system of interactive, interrelated, and
interdependent management capabilities that work in
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unison to achieve desired project outcomes.

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As the performance domains interact and react to each

other, change occurs.
up

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 Agile

What is agile? Describe it as best you can and then take

note of the definition in the glossary.

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_________________________________________________________

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_________________________________________________________

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_________________________________________________________

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_________________________________________________________

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_________________________________________________________

or
The Agile Manifesto for Software Development
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What are the four values from the Agile Manifesto?
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_________________________________________________________

Reference and copyright:

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_________________________________________________________
[Link]

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How do these values guide agile practice?

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 Principles Behind the Agile Manifesto: 1-6

1. Our highest priority is to satisfy the customer

through early and continuous delivery of valuable

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software.
2. Welcome changing requirements, even late in

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development. Agile processes harness change for

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the customer’s competitive advantage.
3. Deliver working software frequently, from a couple

tr
of weeks to a couple of months, with a preference
to the shorter timescale.

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4. Businesspeople and developers must work together

D
daily throughout the project.
5. Build projects around motivated individuals. Give

or
them the environment and support they need and
trust them to get the job done.
6. The most efficient and effective method of
e
conveying information to and within a development
at

team is face-to-face conversation.

lic

_________________________________________________________
up

_________________________________________________________

_________________________________________________________
D

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o
D

30 Version 3.2
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 Principles Behind the Agile Manifesto: 7-12

7. Working software is the primary measure of

progress.

e
8. Agile processes promote sustainable

ut
development. The sponsors, developers,
and users should be able to maintain a

ib
constant pace indefinitely.
9. Continuous attention to technical excellence

tr
and good design enhances agility.

is
10. Simplicity – the art of maximizing the amount
of work not done – is essential.

D
11. The best architectures, requirements, and

or
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how
to become more effective, then tunes and
e
adjusts its behavior accordingly.
at
lic

________________________________________________________
up

________________________________________________________
D

________________________________________________________
ot

________________________________________________________
N

________________________________________________________
o
D

31 Version 3.2
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 Agile: The “Far Side” of Adaptive Approaches
What’s the difference between “doing agile and being agile?”

_________________________________________________________

e
_________________________________________________________

ut
In general, agile means:

ib
_________________________________________________________

tr
_________________________________________________________

is
D
Explain how agile software development principles are
applied to other kinds of development projects, vis-à-vis the
agile mindset:
or
_________________________________________________________
e
at

_________________________________________________________
lic

Tailor Projects to Contexts

up

Define ‘tailoring’ and describe how it is done:

_________________________________________________________
D

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o
D

_________________________________________________________

32 Version 3.2
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 Tailor Hybrid Approaches, Practices, and Methods

Notes on what we mean by ‘hybrid’ in project management:

_________________________________________________________

e
ut
_________________________________________________________

ib
_________________________________________________________

tr
_________________________________________________________

is
D
Relationship between hybrid and tailoring:

or
____________________________________________________________

____________________________________________________________
e
at

End of Topic 1A
lic

_________________________________________________________
up

_________________________________________________________

_________________________________________________________
D

_________________________________________________________
ot
N
o
D

33 Version 3.2
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 TOPIC 1B | STRATEGIC ALIGNMENT

Topics Covered

• Define strategic alignment and business acumen

e
• Follow guidelines for effective business decision-making

ut
• Explore organizational influences on projects
• Explain how projects align with broader organizational strategy and global trends

ib
tr
Topic 1B: Strategic Alignment

is
Professionals at all levels need to be able to

D
cultivate effective decision-making skills and
understand how their projects align with the big

or
picture of broader organizational strategy and
global trends.
e
And because today’s projects demand a broad set
at

of skills and capabilities, PMI will continue to focus

on giving you the tools and insights you need to
lic

develop new skills and tackle your next project

challenge.
up
D
ot
N
o
D

34 Version 3.2
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 PMI Talent Triangle®

Take notes on:

• Way of Working
• Business Acumen

e
• Power Skills

ut
__________________________________________________

ib
__________________________________________________

tr
Further information
“PMI Talent Triangle®”

is
________________________________ __________________

D
__________________________________________________

or
__________________________________________________

__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________
up
D
ot
N
o
D

35 Version 3.2
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 Strategic Alignment and Business
Management Skills

Reflect on these questions and skill sets for project

professionals.

e
ut
Do you:

ib
• Know your organization’s strategic plan?

tr
Identify any gaps in your • Understand how project goals matter to an
organization's long-term vision and mission?

is
knowledge and plans for how to fill
them:
• See a high-level overview of the organization?

D
• Have a working knowledge of business

•
or
functions?

Have pertinent product and industry expertise?

e
at

Can you:
lic

• Explain the essential business aspects of a

project?
up

• Work with SMEs and a sponsor to develop an

appropriate project delivery strategy?
D

• Implement strategy to maximize the business

ot

value of a project?
N
o
D

36 Version 3.2
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 Strategic Management Elements and
Frameworks

• Vision: Where the business wants to go

(aspirational)

e
• Mission: Its pre-established objective or

ut
purpose
• Objectives: Defined areas of pursuance

ib
• Goals: Milestones, resources
• Strategies: Resources used

tr
to accomplish organizational purpose
• Programs/projects

is
• Operation procedures (SOPs)

D
or
e
at
lic
up
D
ot

_____________________________________________________________________________________
N

_____________________________________________________________________________________
o

_____________________________________________________________________________________
D

_____________________________________________________________________________________

37 Version 3.2
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2023 Project Management Institute

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 Organizational Influences

Define and describe Enterprise Environmental

Factors (EEFs)

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
is
Define and describe Organizational Process Assets
(OPAs)

D
__________________________________________________

or
__________________________________________________
e
__________________________________________________
at
lic
up
D
ot
N
o
D

38 Version 3.2
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 Get to Know the External Business
Environment

PESTLE is an acronym for:

e
ut
__________________________________________________

ib
__________________________________________________
Use frameworks or prompts to

tr
understand external factors that

is
can introduce risk, uncertainty or TECOP is an acronym for:
provide opportunities and affect

D
the value and desired outcomes __________________________________________________

of a project.

or
__________________________________________________
e
VUCA is an acronym for:
at

__________________________________________________
lic

__________________________________________________

What are other tools used to understand the

up

external business environment? Include any your

instructor mentions or that you know.
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

39 Version 3.2
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 Internal Business Environment Factors

Organizational changes can dramatically impact

__________________________________________________

e
ut
__________________________________________________

ib
Which project roles need to be familiar with
business plans, reorganizations, process changes

tr
and other internal activities?

is
D
__________________________________________________

or
__________________________________________________

Internal business changes might cause:

e
at

__________________________________________________
lic

__________________________________________________
up
D
ot
N
o
D

40 Version 3.2
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 OPAs and EEFs

OPAs

e
Examples of processes, policies, and procedures:

ut
__________________________________________________

ib
__________________________________________________

tr
is
Examples of organizational knowledge bases:

D
__________________________________________________

or
__________________________________________________
e
EEFs
at
lic

Examples of internal EEFs:

up

__________________________________________________
D

__________________________________________________
ot

Examples of external EEFs:

N

__________________________________________________

__________________________________________________
o
D

41 Version 3.2
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2023 Project Management Institute

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 Activity: Identify OPAs and EEFs

a. Economic demand for a new shopping area

b. Historical society (conservation) building
regulations

e
c. Local neighborhood demand for a better

ut
town center
d. Archive of past large infrastructure projects

ib
e. Approved vendor and contractors list
f. Tenant selection process

tr
is
Which are OPAs and which are EEFs?

D
__________________________________________________

or
__________________________________________________

__________________________________________________
e
at

End of Topic 1B
lic

__________________________________________________
up

__________________________________________________
D
ot
N
o
D

42 Version 3.2
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 TOPIC 1C | PROJECT BENEFITS AND VALUE

ECO Coverage

3.2 Evaluate and deliver project benefits and value

e
• Investigate that benefits are identified (3.2.1)

ut
• Evaluate delivery options to deliver value (3.2.4)

ib
2.1 Execute project with the urgency required to deliver business value
• Assess opportunities to deliver value incrementally (2.1.1)

tr
is
Topic 1C: Project Benefits and Value

D
Project managers need to think strategically and ensure
or
that project results provide the expected outcomes
(benefits and values) to the organization.
e
at

These benefits and values should be understood at the

beginning of the project, reassessed throughout the
lic

project effort, and validated at the end of the project –

even though in many cases the actual determination of
up

the benefit will not be apparent until long after the

project has been completed.
D
ot
N
o
D

43 Version 3.2
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 Business Value

Define business value

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
Describe how projects deliver business value:

is
_______________________________________________

D
_______________________________________________

or
_______________________________________________
e
at
lic
up
D
ot
N
o
D

44 Version 3.2
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 Examine Business Value

How do project professionals examine business

value?

e
_______________________________________________

ut
_______________________________________________

ib
_______________________________________________

tr
is
Where in the business should you look to understand
how a project delivers value?

D
_______________________________________________

or
_______________________________________________
e
_______________________________________________
at

Types of Business Value

lic

Describe each of these types of business value; think

up

of an example of each.
D
ot
N
o
D

45 Version 3.2
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 Financial gain New customers Social benefit

e
ut
ib
tr
is
D
First to market
or
Improvement (technological, Alignment or compliance
e
process, etc.) with standards or
regulations
at
lic
up
D
ot
N
o
D

46 Version 3.2
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 Needs Assessment: Obtain Data for the
Project

Who usually performs a needs assessment?

e
_______________________________________________

ut
_______________________________________________

ib
What kind of data does a needs assessment include?

tr
is
_______________________________________________

D
_______________________________________________

or
_______________________________________________

How does a needs assessment help to direct a

e
project?
at

_______________________________________________
lic

_______________________________________________
up

_______________________________________________
D
ot
N
o
D

47 Version 3.2
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 Business Documents: Business Case and
Benefits Management Plan

_______________________________________________

e
_______________________________________________

ut
What does the business case establish?

ib
_______________________________________________

tr
_______________________________________________

is
D
_______________________________________________

_______________________________________________

or
_______________________________________________
e
What should the benefits management plan include?
at

_______________________________________________
lic

_______________________________________________
up

_______________________________________________
D

_______________________________________________
ot

_______________________________________________
N
o
D

48 Version 3.2
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 Benefit Measurement Methods

Business-based

e
• Estimate payback period:

ut
_______________________________________________

ib
• Assess opportunity cost:

tr
is
_______________________________________________
Though you won’t need to do

D
these calculations on the exam, Financial-based
you should know that for
business-based benefit
measurement methods, “smaller
is better” and for financial-based
•
or
Cost-benefit analysis

_______________________________________________
e
benefit measurement methods,
at

• Opportunity cost
“bigger is better.”
lic

_______________________________________________

• Internal rate of return (IRR)

up

_______________________________________________
D

• Return on investment (ROI)

ot

_______________________________________________
N
o
D

49 Version 3.2
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 Project Selection Using Present Value (PV)
and Net Present Value (NPV)

Ensure that you understand how estimates change for

multi-year projects (PV) and how the formulas are

e
used to select projects.

ut
Factors to determine PV include:

ib
tr
_______________________________________________

is
This information is normally
_______________________________________________

D
provided to the project manager
by the financial organization. You
_______________________________________________
will not need to calculate this for
the exam. or
_______________________________________________
e
NPV – definition and description of use
at

_______________________________________________
lic

_______________________________________________
up

_______________________________________________
D

_______________________________________________
ot
N
o
D

50 Version 3.2
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 How OKRs Help Deliver Business Value

Define OKR

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
_______________________________________________

is
OKR best practices:

D
Optional further reading on this topic:
“Strategic Planning and Lean Portfolio
__________________________________________________
Management”
or
__________________________________________________
e
__________________________________________________
at
lic

__________________________________________________
up
D
ot
N
o
D

51 Version 3.2
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 Incremental Value Delivery

What is incremental value delivery?

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
Benefits of an incremental development approach

is
include:

D
_______________________________________________

or
_______________________________________________

_______________________________________________
e
at

End of Topic 1C
lic

__________________________________________________
up

__________________________________________________
D
ot
N
o
D

52 Version 3.2
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 TOPIC 1D | ORGANIZATIONAL CULTURE AND CHANGE
MANAGEMENT

ECO Coverage

e
ut
3.4 Support organizational change
• Assess organizational culture (3.4.1)

ib
• Evaluate impact of organization change to project, and determine required actions
(3.4.2)

tr
• Evaluate impact of the project to the organization and determine required actions
(3.4.3)

is
D
or
e
at
lic
up
D
ot
N
o
D

53 Version 3.2
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 Topic 1D: Organizational Culture and Change
Management

Projects create and deliver change, and change is

often the catalyst for the authorization of a project.

e
Arguably, change is the single biggest factor in

ut
business decisions.

ib
Envisioning your project as part of the organization in

tr
PMI calls this the systems approach which it “lives” means being part of any change
to project management. It includes an initiative that the organization takes. This will mean

is
understanding of change adapting your project as well as realigning it with the

D
management. However, this is NOT changing business objectives.
the same as change control
management.
or
In addition, it is important to understand how
organizations typically work, then consider a few
different project management setups, and finally how
e
project managers and PMOs roll out and support
at

change initiatives in organizations.

lic
up
D
ot
N
o
D

54 Version 3.2
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 Change Management

Definition and description:

e
____________________________________________________

ut
____________________________________________________

ib
This is not the change
____________________________________________________

tr
control management
topic.

is
____________________________________________________

D
Further reading: ____________________________________________________
PMBOK® Guide –
Seventh Edition,
section X3.3 or
How does organizational culture affect change and
change management?
e
at

____________________________________________________
lic

____________________________________________________
up

____________________________________________________

____________________________________________________
D

____________________________________________________
ot
N
o
D

55 Version 3.2
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 Manage Organizational Change Impacts on
Projects

____________________________________________________

e
____________________________________________________

ut
____________________________________________________

ib
____________________________________________________

tr
Further reading:
Managing Change in ___________________________________________________

is
Organizations: A

D
Practice Guide (2013) - ____________________________________________________
(Requires PMI
____________________________________________________
membership for login)
or
Get to Know Organizational Cultures and
e
Styles
at

• View of leadership, hierarchy, and authority

lic

• Shared vision, beliefs, and expectations

• Diversity, equity, and inclusion practices
up

• Risk tolerance
• Regulations, policies, and procedures
• Code of conduct
D

• Operating environments
• Motivation and reward systems
ot

____________________________________________________
N

____________________________________________________
o
D

____________________________________________________

56 Version 3.2
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 Risk, Culture and Change in Organizations

Risk threshold and appetite are shaped by diverse

values of:
• Country/region

e
• Industry/sector

ut
• Leadership
• Project team

ib
tr
Describe how understanding risk, culture and change
helps organizations:

is
D
____________________________________________________

or
____________________________________________________

____________________________________________________
e
at

____________________________________________________
lic

____________________________________________________
up

____________________________________________________
D
ot
N
o
D

57 Version 3.2
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 Change Management Framework

Describe the ADKAR® change management

framework:

e
____________________________________________________

ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________

is
D
____________________________________________________

or
Did your instructor mention / do you know of any
others?
e
____________________________________________________
at

____________________________________________________
lic

___________________________________________________
up

____________________________________________________
D

____________________________________________________
ot
N
o
D

58 Version 3.2
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 Actions to Support Change

e
ut
ib
tr
is
D
DO: DON’T:

or
e
at
lic
up
D
ot
N
o
D

59 Version 3.2
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 Plan for Change

____________________________________________________

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________

is
____________________________________________________

D
PMI’s resources on change management

or
e
at
lic
up
D
ot
N
o
D

60 Version 3.2
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 Organizational Transformation for Project
Practitioners

Five Building Blocks for organizational

e
transformation:

ut
• North Star statement
• Customer insights and global megatrends

ib
• Transformation operating system
•

tr
Internal volunteer champions
• Inside-Out Employee Transformation

is
Learn more about
Brightline® Compass

D
the Organizational Transformation
course for PMP® certification
Organizational transformation, aka an enterprise-
holders here (Foundation level)
or
level change management framework requires:
e
at

____________________________________________________
lic

____________________________________________________

____________________________________________________
up

____________________________________________________
D

____________________________________________________
ot

End of Topic 1D
N
o
D

61 Version 3.2
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 TOPIC 1E | PROJECT GOVERNANCE

ECO Coverage

2.14 Establish project governance structure

e
• Determine appropriate governance for a project (e.g., replicate organization

ut
governance) (2.14.1)
• Define escalation paths and thresholds (2.14.2)

ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

62 Version 3.2
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 Project Governance

Take note of the definition and benefits:

e
_______________________________________________________

ut
_______________________________________________________

ib
_______________________________________________________

tr
Further reading on this topic in the _______________________________________________________

is
PMBOK® Guide – Seventh Edition,
Section 2.2 Organizational

D
______________________________________________________
Governance Systems

or
Project Governance: What Kind and How Much?
e
Guidelines for project manager or project team include:
at

_______________________________________________________
lic

_______________________________________________________
up

_______________________________________________________
D
ot
N
o
D

63 Version 3.2
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 Project Governance Components

Processes for:
• Change
• Communication

e
• Documentation — i.e., project management plan

ut
• Decision-making
• Internal stakeholder alignment with project

ib
process requirements
• Review and approval of changes above project

tr
manager authority level
• Risk and issue identification, escalation, and

is
resolution
• Stage gate or phase reviews

D
• Guidelines for aligning project governance and
organizational strategy

or
• Project life cycle and development approach
• Project organization chart with roles
• Project success and deliverable acceptance
e
criteria
at

• Relationship among project team, organizational

groups, and external stakeholders
lic

_______________________________________________________
up

_______________________________________________________
D

_______________________________________________________
ot

_______________________________________________________
N

_______________________________________________________
o

_______________________________________________________
D

64 Version 3.2
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 Governance in Adaptive Projects

How is governance handled in adaptive projects?

_______________________________________________________

e
ut
_______________________________________________________

ib
_______________________________________________________

tr
_______________________________________________________

is
_______________________________________________________

D
or
Governance Board (aka Project Board or
Steering Committee)
e
Describe what a project governance board does:
at

_______________________________________________________
lic

_______________________________________________________
up

_______________________________________________________
D

_______________________________________________________
ot

_______________________________________________________
N
o
D

65 Version 3.2
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 Governance Defines Escalation Procedures

e
ut
ib
tr
is
Threshold (Define and indicate where this is on the

D
graphic.)

or
_______________________________________________________

_______________________________________________________
e
at

_______________________________________________________
lic

Tolerance
up

_______________________________________________________

_______________________________________________________
D

_______________________________________________________
ot

Escalate
N

_______________________________________________________
o
D

_______________________________________________________

66 Version 3.2
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 Governance and Life Cycles: A Systems View

Project life cycle definition:

e
_______________________________________________________

ut
_______________________________________________________

ib
_______________________________________________________

tr
is
How does governance differ according to life cycle?

D
Predictive:

or
_______________________________________________________

_______________________________________________________
e
at

_______________________________________________________
lic

Adaptive:
up

_______________________________________________________

_______________________________________________________
D

_______________________________________________________
ot
N
o
D

67 Version 3.2
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 Governance Checkpoints: Phase Gates and
Iterations

_______________________________________________________

e
_______________________________________________________

ut
_______________________________________________________

ib
_______________________________________________________

tr
is
Phase

D
_______________________________________________________

or
_______________________________________________________

_______________________________________________________
e
at

Phase Gate
lic

_______________________________________________________

_______________________________________________________
up

_______________________________________________________
D

Minimum Viable Product (MVP)

ot

_______________________________________________________
N

_______________________________________________________
o

_______________________________________________________
D

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 Project Phases: Relationships

_______________________________________________________

_______________________________________________________

e
ut
_______________________________________________________

ib
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is
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Sequential:
or
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Overlapping:
up

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 Apply Governance to Predictive Project Phases

What do you need to do at the beginning of a phase?

e
_______________________________________________________

ut
_______________________________________________________

ib
_______________________________________________________

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is
And at the end?

D
_______________________________________________________

or
_______________________________________________________

_______________________________________________________
e
End of Topic 1E
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 TOPIC 1F | PROJECT COMPLIANCE

ECO Coverage

3.1

e
Plan and manage project compliance
• Confirm project compliance requirements (e.g., security, health and

ut
safety, regulatory compliance (3.1.1)
• Classify compliance categories (3.1.2)

ib
• Analyze the consequences of non-compliance (3.1.5)

tr
Topic 1F: Project Compliance

is
•
Compliance requirements must be understood

D
and prioritized as the most important to deliver
for a project.
or
Risk of noncompliance is one of the most serious
e
threats to a project.
at

During a project, compliance requirements may

lic

change. The onus is on the project team to be

Larger, organizational-level aware and proactive about compliance.
up

compliance issues are discussed

here. How to plan for compliance This is part of your stewardship of a project —
is discussed in Lesson 5, topic G, that is the responsibility you undertake to care for
D

“Quality.” the health of the project you lead; Stewardship is

one of the project management principles named
ot

and discussed earlier in this lesson.

N
o
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 Compliance
Include internal / external standards such as:

________________________________________________

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________________________________________________

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ib
________________________________________________

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Roles / responsibilities:

is
D
________________________________________________

________________________________________________
or
________________________________________________
e
Compliance Requirements
at

Legal or regulatory constraints include:

lic
up

________________________________________________

________________________________________________
D

________________________________________________
ot

Quality-related:
N

________________________________________________
o

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 Compliance Categories Classification

• Environmental risks
• Workplace health and safety
• Ethical/non-corrupt practices

e
• Social responsibility

ut
• Quality
• Process risks

ib
________________________________________________

tr
Why do we classify compliance

is
________________________________________________
matters? What problem does that
help to solve?

D
________________________________________________

or
________________________________________________

________________________________________________
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at

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lic

Categories vary based on:

up

________________________________________________

________________________________________________
D

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 Compliance Threats: How to Investigate
Guidelines or questions to ask:

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
What is a quality policy?

tr
________________________________________________

is
D
________________________________________________

________________________________________________
or
________________________________________________
e
at

Treat Compliance as a Project Objective

lic

Explain why compliance is so important to project health:

up

________________________________________________

________________________________________________
D

________________________________________________
ot

Actions to take include:

N

________________________________________________
o

________________________________________________
D

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 Compliance: Five Best Practices

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
Activity: Think About Compliance

D
• Does your organization have a quality policy?
•

•
or
Do you know where to find the quality policy or
standards for your projects?
What kinds of compliance activities are you
e
involved with?
at
lic

________________________________________________
up

________________________________________________

________________________________________________
D

________________________________________________
ot

________________________________________________
N

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 End of Topic 1F

________________________________________________

________________________________________________

e
ut
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ib
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End of Lesson 1

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or
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 e
ut
ib
tr
is
D
Lesson 2: Start the Project
or
e
at
lic

Description
up

Lesson 2 includes topics in the “People” and “Process” domains of the ECO, but covers
D

knowledge related to all three sides of the Talent Triangle – e.g., exploration of project team
and stakeholder roles and tailoring development approaches to a project so that it delivers
ot

value for the business.

N

Let’s review the concepts and processes related to starting a project!

o
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 e
ut
ib
tr
is
D
or
e
Topics
at

A. Identify and engage stakeholders

B. Form the team
lic

C. Build shared understanding

D. Determine project approach
up
D
ot
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 Lesson 2 Notes
TOPIC 2A | IDENTIFY AND ENGAGE STAKEHOLDERS

e
ECO Coverage

ut
1.9 Collaborate with stakeholders

ib
• Evaluate engagement needs for stakeholders (1.9.1)

tr
2.4 Engage stakeholders

is
• Analyze stakeholders (power interest grid, influence, impact) (2.4.1)
• Categorize stakeholders (2.4.2)

D
• Develop, execute, and validate a strategy for stakeholder engagement (2.4.4)

2.2 Manage communications

or
• Analyze communication needs of all stakeholders (2.2.1)
• Determine communication methods, channels, frequency, and level of detail for all
e
stakeholders (2.2.2)
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 Topic 2A: Identify and Engage
Stakeholders

Start projects with the stakeholders in mind,

e
establish effective relationships and
communication with them and maintain a focus

ut
on what the project means for them individually

ib
(or as a group).

tr
You will spend a lot of time communicating with
stakeholders, so good relationships are essential.

is
In this topic, we explore how to identify and

D
engage project stakeholders. In Lesson 4 of this
course, we return to the topic of stakeholder

or
management to discuss how to best
communicate and collaborate with stakeholders
on the project.
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 Typical Project Stakeholders

End users Sponsors

Customers Business partners

e
Employees Suppliers and
Organization contractors

ut
Managers Government

ib
Community

tr
Which are typically team members? Which are not?

is
__________________________________________________

D
__________________________________________________

or
_________________________________________________

__________________________________________________
e
at

Which are typically active in project work?

lic

__________________________________________________
up

__________________________________________________

__________________________________________________
D

__________________________________________________
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 Stakeholder and Communications Management

How do you find out who the stakeholders are?

e
__________________________________________________

ut
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ib
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is
__________________________________________________

D
__________________________________________________

or
__________________________________________________

How do you determine their relationship to the project?

e
at

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__________________________________________________
up

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D

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__________________________________________________
N

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 Assess Stakeholders

Stakeholder analysis tools/techniques

__________________________________________________

e
ut
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ib
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D
Data gathering tools/ techniques
__________________________________________________

or
__________________________________________________
e
__________________________________________________
at
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Data analysis tools/ techniques

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up

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D

__________________________________________________
ot

Data representation tools/ techniques

N

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83 Version 3.2
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 Create the Stakeholder Register

Stakeholder register definition

__________________________________________________

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ut
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or
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up
D
ot

This stakeholder register example is from the Shawpe project case study.
N
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 Find and examine the following in the stakeholder register:

Profile information:
• Name or organization: Stakeholders can be individuals or entities
• Title: Their functional position in the organization or elsewhere

e
• Project Role: Position on the project

ut
• Major Requirements: Which of the project requirements this stakeholder is
concerned with.

ib
• Internal/External: Is their role inside the company or not?
• Communication type: What is their preferred method/frequency of communication?

tr
Assessment information:

is
• Expectations: Take note of their expectations of the project. You will have learned

D
this during an interview, for example.
• Influence/Attitude: What degree of impact can this stakeholder have on the project?
Use descriptive terms and ensure everyone understands what the terms mean.
or
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 Know Your Stakeholders: Go Beyond Job Titles

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
Power

tr
is
D
Interest

or
e
at
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Influence
(attitude
up

or
impact)
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 Stakeholder Mapping

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or
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up

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 Directions of Influence

__________________________________________________

e
__________________________________________________

ut
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Definition Example
Upward

tr
is
D
Downward

Outward
or
e
at
lic

Sideward
up
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ot
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 Salience Model

Define and explain the categories used:

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
Stakeholder Perceptions
e
Why do you think it’s important to understand both
at

positive and negative stakeholder perceptions of your

project?
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

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 Capture Stakeholder Feedback Perceptions

Leadership tools and techniques include:

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
Approaches for key stakeholders

is
__________________________________________________

D
__________________________________________________

or
__________________________________________________
e
Approaches for all stakeholders
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

Approaches for large and public groups

ot

__________________________________________________
N

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o

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 Plan to Communicate with Stakeholders

Stakeholder engagement plan

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Communications management plan

D
__________________________________________________

or
__________________________________________________
e
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at

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lic

Communication Requirements Analysis

up

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D

__________________________________________________
ot

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N

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o
D

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 Communication Methods and Technologies

Note examples and best uses!

e
Meetings/verbal

ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Digital/electronic media

or
__________________________________________________
e
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at

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__________________________________________________
up

Physical
D

__________________________________________________
ot

__________________________________________________
N

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o

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 Communications Methods

Push

__________________________________________________

e
ut
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ib
Pull

tr
__________________________________________________

is
D
__________________________________________________

or
Interactive communication

__________________________________________________
e
at

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lic

Communications Challenges/Considerations
up

__________________________________________________

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

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o

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 Communication Model

Take notes on the components and dynamics here:

__________________________________________________

e
ut
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ib
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tr
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is
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D
__________________________________________________

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 Communication terms:
____________________________________________________________________________________

e
____________________________________________________________________________________

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

tr
____________________________________________________________________________________

is
D
____________________________________________________________________________________

or
Stakeholder Engagement Strategy

What is your typical strategy for stakeholder engagement?

e
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
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 Stakeholder Engagement Assessment Matrix
(SEAM)

Take note of the categories and designations for the SEAM.

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

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is
__________________________________________________

D
End of Topic 2A

or
__________________________________________________

__________________________________________________
e
at

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__________________________________________________
up
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ot
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 TOPIC 2B | FORM THE TEAM

ECO Coverage

1.4 Empower team members and stakeholders

e
• Organize around team strengths (1.4.1)

ut
2.16 Ensure knowledge transfer for project continuity

ib
• Discuss project responsibilities within team (2.16.1)
• Outline expectations for working environment (2.16.2)

tr
is
1.11 Engage and support virtual teams
• Examine virtual team member needs (e.g., environment, geography, culture, global,

D
etc.) (1.11.1)
• Investigate alternatives (e.g., communication tools, colocation) for virtual team
member engagement (1.11.2)
or
e
Topic 2B: Form the Team
at
lic

Team formation is the next topic we’ll explore.

up

This section provides guidance for the early stages of

team formation, including how to prepare and what to
expect.
D
ot
N

Many of the leadership elements of

team formation are discussed in
o

Lesson 4, Lead the Team.

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 Create A Collaborative Team Culture

Project manager responsibility:

________________________________________________________

e
ut
________________________________________________________

ib
________________________________________________________

tr
________________________________________________________

is
How do you think a collaborative team culture can be

D
created in a hybrid approach? Give some examples!

or
________________________________________________________

________________________________________________________
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at

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________________________________________________________
up
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 Project Team Formation Video

Project team formation is the subject of Dr Bruce

Tuckman’s ladder model.

e
ut
What are the five stages?

ib
This video and all the others are ________________________________________________________

tr
accessible from your LO CHOICE
dashboard! ________________________________________________________

is
________________________________________________________

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________________________________________________________

or
________________________________________________________
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 Project Team Formation: Key Concepts
Cross-functional team

________________________________________________________

e
________________________________________________________

ut
Self-organizing team

ib
________________________________________________________

tr
________________________________________________________
Servant leadership

is
D
________________________________________________________

________________________________________________________
or
Project Manager Role in Adaptive Teams
e
Leadership and management roles. ____________________
at

________________________________________________________
lic

________________________________________________________
up

Centralized: ___________________________________________
D

________________________________________________________
ot

________________________________________________________
N

Distributed: ____________________________________________

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 Hybrid Team Formation

Examples/benefits:

________________________________________________________

e
ut
________________________________________________________

ib
________________________________________________________

tr
________________________________________________________

is
Project Team Composition

D
________________________________________________________

or
________________________________________________________
e
________________________________________________________
at

________________________________________________________
lic

________________________________________________________
up

Project Team Roles

What are the roles and what does each one do?
D

________________________________________________________
ot

________________________________________________________
N

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o

________________________________________________________
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 Identify Project Resource Requirements:
Guidelines

________________________________________________________

e
________________________________________________________

ut
________________________________________________________

ib
________________________________________________________

tr
is
Generalizing Specialists

D
________________________________________________________

or
________________________________________________________
e
T-shaped
at
lic

________________________________________________________
up

________________________________________________________

T-Shaped People and Self-Organizing Teams

D
ot

________________________________________________________
N

________________________________________________________
o

________________________________________________________
D

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 Diversity, Equity, and Inclusion Standards
Define DE & I:

________________________________________________________

e
________________________________________________________

ut
________________________________________________________

ib
________________________________________________________

tr
What is the DE & I context of your organization or region?

is
D
________________________________________________________

________________________________________________________
or
________________________________________________________
e
Experts and Expert Judgement
at

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________________________________________________________
up

________________________________________________________
D

People from other areas of the organization

ot

________________________________________________________
N

________________________________________________________
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 Focus on Team Strengths

________________________________________________________

________________________________________________________

e
ut
________________________________________________________

ib
How can a SWOT Analysis help project professionals to
focus on team strengths:

tr
________________________________________________________

is
D
________________________________________________________

Team Norms
or
________________________________________________________
e
at

________________________________________________________
lic

________________________________________________________
up

PMI® Code of Ethics and Professional Conduct

Can you remember the four values that drive ethical

D

conduct for the project management profession?

ot

________________________________________________________
N

________________________________________________________
o

________________________________________________________
D

________________________________________________________

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 Team Charter and Ground Rules

Team charter

________________________________________________________

e
ut
________________________________________________________

ib
Ground rules

tr
________________________________________________________

is
________________________________________________________

D
or
You can enlarge this document for inspection in the Shawpe project case study PowerPoint file (slide 31)
e
at
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 Team Communication

Effective communication includes:

________________________________________________________

e
ut
________________________________________________________

ib
________________________________________________________

tr
Organize communications:

is
________________________________________________________

D
________________________________________________________

or
________________________________________________________
e
Colocated, Virtual or Both?
at

Advantages of colocated teams:

lic

________________________________________________________
up

________________________________________________________
D

________________________________________________________
ot

Advantages of virtual teams:

N

________________________________________________________
o

________________________________________________________
D

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 Virtual Team Challenges

________________________________________________________

________________________________________________________

e
ut
________________________________________________________

ib
________________________________________________________

tr
________________________________________________________

is
Running Virtual Teams

D
What are your tips for creating a positive virtual team
experience?
or
________________________________________________________
e
at

________________________________________________________
lic

________________________________________________________

________________________________________________________
up

Virtual Team Communication Technology

D

________________________________________________________
ot

________________________________________________________
N

________________________________________________________
o
D

________________________________________________________

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 Address Virtual Team Member Needs

________________________________________________________

________________________________________________________

e
ut
________________________________________________________

ib
________________________________________________________

tr
________________________________________________________

is
End of Topic 2B

D
________________________________________________________

or
________________________________________________________
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________________________________________________________
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 TOPIC 2C | BUILD SHARED UNDERSTANDING

ECO Coverage

1.2 Lead a team

e
• Set a clear vision and mission (1.2.1)

ut
1.8 Negotiate project agreements

ib
• Analyze the bounds of the negotiation for agreement (1.8.1)
• Assess priorities and determine ultimate objective(s) (1.8.2)

tr
• Participate in agreement negotiations (1.8.4)

is
• Determine a negotiation strategy (1.8.5)

D
1.10 Build shared understanding
• Survey all necessary parties to reach consensus (1.10.2)

1.12 Define team ground rules

or
• Support outcome of parties’ agreement (1.10.3)
e
• Communicate organizational principles with team and external stakeholders
at

(1.12.1)
• Establish an environment that fosters adherence to ground rules (1.12.2)
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 Topic 2C: Build Shared Understanding

One of the first goals in starting a project is to ensure that all

team members and stakeholders have a common
understanding of the objectives of the project, as well as an

e
understanding of any agreements, such as contracts or
statements of work that initiated the project.

ut
You must also enable the team to understand the importance

ib
of the project and the alignment to the organization’s
strategic objectives.

tr
is
Again, the focus is on creating that collaborative team
environment, but the stakes are highest in this period. As

D
much as possible, you need to make sure everyone is aligned
before work starts.

or
If you get the team in a good place from the start, then
keeping them motivated and inspired to do their best work will
be easier in the weeks ahead!
e
at

Seek Consensus for the Project Among the

lic

Team and Stakeholders

_________________________________________________________
up

_________________________________________________________
D

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o
D

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 Building a Shared Understanding: Guidelines

Stewardship:

_________________________________________________________

e
ut
_________________________________________________________

ib
Share project agreements and negotiate to ensure buy-in:

tr
_________________________________________________________

is
_________________________________________________________

D
_________________________________________________________

or
Uphold project agreements:
e
_________________________________________________________
at

_________________________________________________________
lic

_________________________________________________________
up

Project Vision Statement

D

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o
D

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 Holistic Understanding of the Project: Negotiation
Goals

First, find out:

e
_________________________________________________________

ut
_________________________________________________________

ib
_________________________________________________________

tr
is
Then

D
_________________________________________________________

or
_________________________________________________________

_________________________________________________________
e
at

How to Create a Holistic Understanding of the

Project
lic
up

_________________________________________________________
D

_________________________________________________________

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o
D

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 Refer to Business Case and Business Needs

_________________________________________________________

_________________________________________________________

e
ut
_________________________________________________________

For further optional reading or reference

ib
_________________________________________________________
in business analysis, PMI offers:

tr
_________________________________________________________
• The PMI Guide to Business

is
Analysis (2017) _________________________________________________________

D
• Business Analysis for
Practitioners: A Practice _________________________________________________________

Guide (2015)

Login and access requires PMI

or
_________________________________________________________

_________________________________________________________
e
membership
at

_________________________________________________________
lic

_________________________________________________________
up

_________________________________________________________
D
ot
N
o
D

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 Negotiate and Agree on Project Success Criteria

Steps:
• Interview stakeholders
• Gather expert judgment on success criteria

e
• Check:

ut
o Key performance indicators (KPIs)
o Lessons learned and historical data

ib
o Quality policy
o User acceptance testing (UAT) requirements

tr
is
_________________________________________________________

D
_________________________________________________________

or
_________________________________________________________

Acceptance criteria and definition of done (DoD):

e
at

_________________________________________________________
lic

_________________________________________________________

_________________________________________________________
up

_________________________________________________________
D
ot
N
o
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 Help Everyone Understand the Vision:
Guidelines

Guidelines

e
_________________________________________________________

ut
_________________________________________________________

ib
_________________________________________________________

tr
Product Box Exercise

is
_________________________________________________________

D
_________________________________________________________

or
_________________________________________________________
e
Extreme Programming (XP) metaphor
at

_________________________________________________________
lic

_________________________________________________________
up

_________________________________________________________
D

Got Agreement on the Project Agreements?

ot

_________________________________________________________
N

_________________________________________________________

_________________________________________________________
o
D

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 Project Charter

Project charter definition

_________________________________________________________

e
ut
_________________________________________________________

ib
_________________________________________________________

tr
What it does and why it’s important

is
_________________________________________________________

D
_________________________________________________________

or
_________________________________________________________
e
at

Project Charter: Contents

lic

What’s included:
up

_________________________________________________________

_________________________________________________________
D

_________________________________________________________
ot

_________________________________________________________
N

The Shawpe project team builds this

project charter – see slides 34-35 of the _________________________________________________________
o

Shawpe project case study! This

D

example project charter is a concise, one-

page document, but charters can vary in
length and breadth.

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 e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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 Kickoff Meeting
Purpose:

_________________________________________________________

e
_________________________________________________________

ut
_________________________________________________________

ib
Organizational/public:

tr
_________________________________________________________

is
D
_________________________________________________________

or
Internal/team:

_________________________________________________________
e
at

_________________________________________________________
Any specific differences according to life cycle?
lic

_________________________________________________________
up

_________________________________________________________
End of Topic 2C
D

_________________________________________________________
ot

_________________________________________________________
N

_________________________________________________________
o

_________________________________________________________
D

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 TOPIC 2D | PROJECT APPROACH

ECO Coverage

2.13 Determine appropriate project methodology/ methods and practices

e
ut
• Assess project needs, complexity, and magnitude (2.13.1)
• Recommend project execution strategy (e.g., contracting, financing) (2.13.2)

ib
• Recommend a project methodology/approach (i.e., predictive, adaptive, hybrid)
(2.13.3)

tr
is
Topic 2D: Project Approach

D
Now that you have a clearer idea of the purpose,

or
objective, stakeholders, and team resources required
for the project, you and your team will be thinking
about how you can best approach the work.
e
at
lic
up
D
ot
N
o
D

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 First, Understand How and Why Approaches
Differ

_________________________________________________

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
D
Which project management frameworks do you use?
Do you or your organization have a preference?

or
________________________________________________________
e
________________________________________________________
at

________________________________________________________
lic

________________________________________________________
up

________________________________________________________
D

________________________________________________________
ot
N
o
D

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 Tailored Development Approaches

Role of servant leadership in tailoring a development

approach:

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
is
Project Management Development
Approaches

D
_________________________________________________

or
_________________________________________________
e
_________________________________________________
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N
o
D

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 Project or Product?
Product management definition:

_________________________________________________

e
_________________________________________________

ut
Product / project relationship:

ib
_________________________________________________
Figure 2-4. Sample Product Life Cycle |
The Standard for Project Management,

tr
_________________________________________________
PMBOK® Guide – Seventh Edition

is
_________________________________________________

D
Explain why projects often have both a project manager
and a product owner:

or
_________________________________________________
e
_________________________________________________
at
lic
up
D
ot
N
o
D

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 Life

e
ut
Cycle and Development Approach

ib
What kind of life cycle is depicted here?

tr
is
____________________________

D
Predictive Life Cycle Visual

or
_________________________________________________
e
_________________________________________________
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

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 Adaptive Life Cycle Example

How does the depicted life cycle show an incremental

approach?

e
________________________________________________________

ut
________________________________________________________

ib
________________________________________________________

tr
________________________________________________________

is
D
________________________________________________________

________________________________________________________
or
________________________________________________________
e
________________________________________________________
at
lic

________________________________________________________

________________________________________________________
up
D
ot
N
o
D

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 Cadence

Definition

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
Single delivery – definition and typical use case

is
_________________________________________________

D
_________________________________________________

or
_________________________________________________
e
Multiple delivery – definition and typical use case
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D

Periodic delivery – definition and typical use case

ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

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 Adaptive Development Approaches

Can you explain the concepts and steps in this diagram?

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
_________________________________________________

D
_________________________________________________

or
e
at
lic
up
D
ot
N
o
D

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 Development Approach and Life Cycle
Terminology Quiz

Fill in the blanks using the following words:

e
• Deliverable

ut
• Development approach
• Life cycle

ib
• Phases

tr
Project professionals use a _________________ or method,

is
which can be predictive, iterative, incremental, adaptive,
or hybrid, to create and evolve a _______________, which is

D
a unique and verifiable product, result, or capability to
perform a service.
or
A project passes through a series of logically related
e
activities, called ___________ from its start to its
at

completion. This entire process is called a

___________________.
lic

Acceptance of a ___________ is required to complete a

up

process, phase, or project.

D
ot
N
o
D

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 Hybrid Life Cycle and Development Approach

According to PMI research, most projects are hybrid. But

how and why are they created? What are the business
needs or drivers? Think about project approach in terms

e
of systems’ interactions.

ut
_________________________________________________

ib
_________________________________________________

tr
is
_________________________________________________

D
Hybrid Project Approaches: Examples

or
_________________________________________________

_________________________________________________
e
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D
ot
N
o
D

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 What Can Be Tailored?

_________________________________________________

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
D
Development Approaches: Guidance and
Probing Questions

or
_________________________________________________
e
_________________________________________________
at

_________________________________________________
lic

Assess Complexity: The Stacey Complexity

up

Model

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

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 Suitability Filter: A Diagnostic Visual Based on
Survey Data

_________________________________________________

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
D
For more information on how to use this _________________________________________________

tool: Agile Practice Guide, p. 127+

or
e
Iterative and Incremental: Overview
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o
D

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 Iterative Way of Working Video

The video mentions the following artifacts and

ceremonies. We’ll look at an overview of agile
ceremonies in this lesson; the others are discussed as

e
follows:

ut
• Product backlog – Lesson 3

ib
• Iteration backlog – Lesson 3
• User stories – Lesson 3

tr
• Burndown chart – Lesson 5

is
• Iteration planning – Lesson 3
Also available for viewing • Coordination meeting – aka standup or scrum –

D
in your LO CHOICE dashboard Lesson 2
• Iteration demonstration – aka Demo – Lesson 5
•
or
Iteration retrospective – Lesson 4

_________________________________________________
e
at

_________________________________________________
lic

_________________________________________________

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

_________________________________________________

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 Scrum

Scrum master / senior scrum master

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
Sprints (iterations)

is
_________________________________________________

D
_________________________________________________

or
_________________________________________________
e
Scrum Ceremonies: Overview
at
lic

Sprint planning:

_________________________________________________
up

_________________________________________________
D

_________________________________________________
Daily scrum:
ot

_________________________________________________
N

_________________________________________________
o
D

_________________________________________________

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 Sprint review—can include demo

_________________________________________________

e
_________________________________________________

ut
_________________________________________________

ib
Scrum Ceremonies (continued)
Sprint retrospective

tr
_________________________________________________

is
D
_________________________________________________

_________________________________________________

or
e
at
lic
up
D
ot
N
o
D

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 Agile Ceremonies
Do you use these agile ceremonies in your organization?
How effective do they seem to be to you?

Product strategy meeting

e
ut
_________________________________________________

ib
_________________________________________________

tr
Daily meeting or standup:

is
_________________________________________________

D
_________________________________________________

or
Backlog refinement
e
_________________________________________________
at

_________________________________________________
lic

Project retrospective
up

_________________________________________________
D

_________________________________________________
ot
N
o
D

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 End of Topic 2D

_________________________________________________

e
_________________________________________________

ut
ib
End of Lesson 2

tr
is
_________________________________________________

D
_________________________________________________

or
_________________________________________________
e
at
lic
up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
Lesson 3: Plan the Project
or
e
at
lic

Description
up

Planning includes all aspects of a project, including scope, schedule, budget, quality, risk, and
finally, putting it all together.
D
ot
N
o
D

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 e
ut
ib
tr
is
D
or
e
Topics
at

A. Planning projects
lic

B. Scope
C. Schedule
up

D. Resources
E. Plan budget
F. Risks
D

G. Quality
H. Integrate plans
ot
N
o
D

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 Lesson 3 Notes
TOPIC 3A | PLANNING PROJECTS

e
Topic Coverage

ut
• Differentiation of planning in predictive and adaptive approaches

ib
tr
Topic 3A: Planning Projects

is
In this lesson, we look at how project teams can plan

D
for successful outcomes using PMI best practices.
Most of the content in this section refers to the

or
“Process” domain in the exam content outline, or the
Way of Working side of the Talent Triangle®, but we
will explore relevant leadership “power skills” and
e
business environment factors as well.
at
lic
up
D
ot
N
o
D

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 Planning Starts with a Project Management
Plan

Subsidiary plans

e
___________________________________________________

ut
___________________________________________________

ib
SUBSIDIARY MANAGEMENT PLANS
• Scope management plan ___________________________________________________

tr
• Requirements management

is
plan ___________________________________________________
• Schedule management plan

D
• Cost management plan ___________________________________________________
• Quality management plan Baselines
• Resource management plan
• Communications management
plan
• Risk management plan
or
___________________________________________________
e
___________________________________________________
• Procurement management plan
at

• Stakeholder engagement plan

___________________________________________________
BASELINES
lic

• Scope baseline
• Schedule baseline Additional components
up

• Cost baseline
___________________________________________________
ADDITIONAL COMPONENTS
• Change management plan
D

___________________________________________________
• Configuration management
plan
ot

• Performance measurement ___________________________________________________

baseline
N

• Project life cycle Enables project managers to:

• Development approach
• Management reviews
o

___________________________________________________
D

___________________________________________________

___________________________________________________

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 Project Documents

Definition and description:

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
Typical project documents include:
e
___________________________________________________
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________

___________________________________________________
ot

___________________________________________________
N
o
D

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 Collaborative Planning: Adaptive and Hybrid
Development Approaches

Describe the typical flow or setup in adaptive/hybrid

e
planning approaches:

ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
e
___________________________________________________
at
lic
up
D
ot
N
o
D

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 Planning Across Life Cycles

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

Predictive Hybrid Adaptive

ib
Requirements

tr
specification

is
Outcome(s)

D
Change or
e
at

Stakeholder
lic

Involvement
up

Risk and cost

controls
D
ot

End of Topic 2A
N

___________________________________________________
o
D

___________________________________________________

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 TOPIC 3B | SCOPE

ECO Coverage

e
2.1 Execute project with the urgency required to deliver business value

ut
• Support the team to subdivide Project tasks as necessary to find the minimum
viable product (2.1.3)

ib
2.8 Plan and manage scope

tr
• Predictive vs Adaptive approach for scope

is
• Determine and prioritize requirements (2.8.1)
• Break down scope (e.g., WBS, backlog) (2.8.2)

D
2.17 Plan and manage project/phase closure or transitions

or
• Determine criteria to successfully close the project or phase (2.17.1)
• Differentiation of planning in predictive and adaptive approaches
e
at

Topic 2B: Scope

lic

Now that we have an overview of how project

planning happens across project life cycles, we’re
up

ready to get into the business of planning! Typically,

we start with scope.
D
ot
N
o
D

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 Scope

Project scope

___________________________________________________

e
ut
___________________________________________________

ib
_________________________________________________
The examples on this slide are
Product scope

tr
from the scenario in the
optional Shawpe (SLC) case

is
_________________________________________________
study exercise (self-study) included with
this course.

D
_________________________________________________

or
What does fixed or flexible mean?
e
_________________________________________________
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D
ot
N
o
D

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 e
ut
ib
tr
is
D
Enlarged version with click-outs
or
e
at

Adaptability and Resilience in Planning

Rolling wave planning
lic

___________________________________________________
up

___________________________________________________
D

Progressive elaboration
ot

___________________________________________________
N

___________________________________________________
o
D

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 MVP or MBI? Planning for Work Incrementally

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________
This video provides a
closer look at MVPs and

tr
___________________________________________________
MBIs.

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
e
Product Roadmap
at

Product roadmap
lic

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o
D

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 Milestones

Definition and description

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
A milestone list identifies all milestones and indicates

is
which are:

D
_________________________________________________

or
_________________________________________________

_________________________________________________
e
at

_________________________________________________
lic

_________________________________________________
Scope Planning: Comparison of Processes
up

Project manager:
D
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Product owner:

___________________________________________________

e
___________________________________________________

ut
Team:

ib
___________________________________________________

tr
___________________________________________________

is
Collect requirements process

D
___________________________________________________

or
___________________________________________________
Requirements documentation
e
___________________________________________________
at

___________________________________________________
lic

User story
up

___________________________________________________

__________________________________________________
D
ot

What might a hybrid scope planning process involve?

N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Get Started with Requirements?

Do all types of projects start with requirements?

Describe each development approach to
requirements or an analogous requirements process

e
– i.e., user stories.

ut
___________________________________________________

ib
___________________________________________________

tr
is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
Requirements: What Are They and Why Do
We Need Them?
e
at

Definition and description:

lic

___________________________________________________
up

___________________________________________________

___________________________________________________
D

Guidelines for use:

ot

___________________________________________________
N

___________________________________________________
o
D

___________________________________________________

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 Document Requirements

Description of requirements documentation:

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
Requirements traceability matrix:

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
Requirements Management Plan: Plan Track
e
and Report on Requirements Activities
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

___________________________________________________

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 Types of Requirements

___________________________________________________

e
___________________________________________________

ut
___________________________________________________

ib
___________________________________________________

tr
Type Describes the

is
Project

D
Product
or
e
at

Quality
lic

Business
up
D

Stakeholder
ot
N

Transition/Re
adiness
o
D

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 Collect Requirements Process
Expert judgment / Interpersonal/team skills

___________________________________________________

e
___________________________________________________

ut
___________________________________________________
Take notes on these tools and

ib
Data gathering
techniques used in the Collect
Requirements process.

tr
___________________________________________________

is
___________________________________________________

D
Data analysis

___________________________________________________
or
___________________________________________________
e
Decision-making techniques
at

___________________________________________________
lic

___________________________________________________
up

Data representation
D

___________________________________________________

___________________________________________________
ot

Prototyping – e.g., storyboarding

N

___________________________________________________
o

___________________________________________________
D

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 Scope Planning: How to Collect
Requirements

___________________________________________________

e
___________________________________________________

ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
D
___________________________________________________

___________________________________________________

or
___________________________________________________
e
Data Gathering
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________
Benchmarking
ot

___________________________________________________
N

___________________________________________________
Use benchmarks to generate product requirements.
o
D

___________________________________________________

___________________________________________________

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 Can you remember the other methods for data
gathering?

___________________________________________________

e
___________________________________________________

ut
Why do you think benchmarking is effective in
gathering data for scope planning?

ib
tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
Scope Planning-Requirements Prioritization

___________________________________________________
e
at

___________________________________________________
lic

___________________________________________________

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Represent Data

Mind mapping

___________________________________________________

e
ut
___________________________________________________

ib
Affinity diagram

tr
___________________________________________________

is
___________________________________________________

D
Context Diagram

or
Context diagram

___________________________________________________
e
at

___________________________________________________
lic

___________________________________________________
up

Prototyping
D

Storyboarding

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o
D

___________________________________________________

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 Prototypes

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________
Scope Management Plan

tr
is
Scope management plan

D
___________________________________________________

or
___________________________________________________

___________________________________________________
e
at

___________________________________________________
lic

___________________________________________________

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot
N
o
D

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 Project Scope Statement

Includes:

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
e
Guidelines:
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o
D

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 Scope Planning: Tools and Techniques for
Analysis

Match the requirements analysis tool/technique with

e
the correct description

ut
ib
tr
is
This is a matching exercise you
should have completed with the

D
class.

Document analysis or
Used to consider possible
potential options or approaches to
e
Alternatives analysis execute and perform project work
at
lic

Product analysis
Analyze the information needed to
develop the project scope
up

Expert judgment statement or any technical detail

Derive new project requirements

D

from existing documents

ot

Ask questions about a product

N

and form answers to describe use,

characteristics, and other relevant
o

aspects
D

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 Product Analysis Methods

Product breakdown

___________________________________________________

e
ut
___________________________________________________
Systems engineering

ib
___________________________________________________

tr
___________________________________________________

is
Systems analysis

D
___________________________________________________

or
___________________________________________________
Requirements analysis
e
at

___________________________________________________
lic

___________________________________________________
Value engineering
up

___________________________________________________
D

___________________________________________________
Value analysis
ot

___________________________________________________
N

___________________________________________________
o
D

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 Create the Work Breakdown Structure

Work breakdown structure (WBS)

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
D
or
e
at
lic
up
D
ot
N
o
D

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 Decompose the Work in the WBS

Divide and subdivide the project scope and

deliverables into smaller, more manageable parts

e
Steps:

ut
___________________________________________________

ib
___________________________________________________

tr
is
___________________________________________________

D
___________________________________________________
WBS Dictionary

or
Provides detailed deliverable, activity, and scheduling
information about each component in the WBS
e
Decompose work and include:
at
lic

___________________________________________________
up

___________________________________________________

You can find an example of a WBS

___________________________________________________
D

dictionary entry in the optional Shawpe

(SLC) case study exercise (self-study)
___________________________________________________
ot

included with this course.

___________________________________________________
N

___________________________________________________
o
D

___________________________________________________

___________________________________________________

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 Scope Baseline

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
Components include:

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
Don’t Forget to Plan for
Transitions/Handovers
e
___________________________________________________
at

___________________________________________________
lic

___________________________________________________
up

Questions to consider:
D

___________________________________________________
ot

___________________________________________________
N

____________________________________________________
o
D

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 Scope Planning in Adaptive Environments

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
is
Release and Iteration Planning
Planning also takes place at the daily standup

D
meeting when teams discuss details of work in
progress.

or
___________________________________________________
e
___________________________________________________
at

Collaborative planning meetings that break scope

into larger releases and then iterations/sprints
lic

___________________________________________________
up

___________________________________________________
At release planning (or Agile release planning),
D

decide:
ot

___________________________________________________
N

___________________________________________________
At iteration planning (or sprint planning):
o
D

___________________________________________________

___________________________________________________

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 Backlogs

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
e
at

User Stories, Story Maps and Roadmaps

lic

___________________________________________________
up

___________________________________________________

___________________________________________________
D

The Story Map technique was

___________________________________________________
developed by Jeff Patton.
ot
N

Epics> Features>User Stories

o

Epic
D

___________________________________________________

___________________________________________________

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 Feature

___________________________________________________

e
___________________________________________________

ut
ib
tr
is
D
or
e
at
lic

Note the timeline at the top which indicates the varied and typical intervals of each
component.
up

Also note the situation of each – for example, epics can include more than one
feature and user stories are placed within features
D

Prioritize and Refine the Backlog

ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Plan Scope: Quiz
This is a similar format to the PMP® certification exam,
except without names of individuals and companies.

Which two stakeholders perform project scope

e
planning? (Choose two)

ut
a) Ang Fen, project manager

ib
b) Helen Grey, product owner
c) Eugene Lowe, project sponsor

tr
d) Project team
Ang Fen, project manager

is
at Shawpe Industries Ang Fen wants to give the executive team an overview
of the work ahead at the next strategy meeting.

D
Which artifact should he show them?

You can find more practice

questions in the optional
a)
b)
c)
or
Scope management plan
Product roadmap
Scope statement
e
Shawpe (SLC) case study exercise
d) Work breakdown structure
at

(self-study) included with this course.

End of Topic 2B
lic
up

___________________________________________________

___________________________________________________
D
ot
N
o
D

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 TOPIC 3C | SCHEDULE

ECO Coverage

2.6 Plan and manage schedule

e
• Predictive vs adaptive approach for schedule

ut
• Estimate project tasks (milestones, dependencies, story points) (2.6.1)
• Utilize benchmarks and historical data (2.6.2)

ib
• Prepare schedule based on methodology (2.6.3)

tr
is
Topic 3C: Schedule

D
Schedule planning can follow a few different

or
trajectories, depending on the project life cycle in use.
Let’s start with some general concerns common in all
kinds of projects and then explain schedule planning
e
in predictive and then adaptive and hybrid settings.
at

Get from “A” to “B”

lic

Overview of the schedule planning process

up
D

In a predictive approach, the project manager:

ot

_____________________________________________________
N

_____________________________________________________

_____________________________________________________
o
D

_____________________________________________________

_____________________________________________________

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 In adaptive approaches, the project team:

__________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
_____________________________________________________

is
_____________________________________________________

D
Schedule Management Plan

or
Schedule management plan

_____________________________________________________
e
at

_____________________________________________________
lic

_____________________________________________________

_____________________________________________________
up

Schedule Management Plan Components

D

Discuss how the schedule management plan can be a

ot

beneficial tool in hybrid projects. How and who would

it benefit?
N

_____________________________________________________
o

The schedule management plan

D

includes the components in the ____________________________________________________

table. Take notes there.

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 Project
schedule
model

Accuracy

e
ut
ib
Units of
measure

tr
is
Organizational
procedural

D
links

Control
thresholds
or
e
at

Rules
lic
up

Reporting
D

Process
ot

descriptions
N
o
D

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 Start with Benchmarks and Historical Data

Benchmarking

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
Historical data

is
_____________________________________________________

D
_____________________________________________________

or
_____________________________________________________
e
Hybrid Schedules: Example Characteristics
at

and Benefits
lic

_____________________________________________________
up

_____________________________________________________

_____________________________________________________
D

Predictive Schedule Planning

ot

Work package
N

_____________________________________________________
o

_____________________________________________________
D

_____________________________________________________

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 Precedence relationship

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
Dependency

tr
_____________________________________________________

is
_____________________________________________________

D
_____________________________________________________

or
Critical path
e
_____________________________________________________
at

_____________________________________________________
lic

_____________________________________________________
up

Break Down Project Activities

D

Project activities
ot

_____________________________________________________
N

_____________________________________________________
o

Activity list
D

_____________________________________________________

_____________________________________________________

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 Code of accounts

_____________________________________________________

e
_____________________________________________________

ut
Activity Dependency Types

ib
_____________________________________________________

tr
is
_____________________________________________________

D
Mandatory
Meaning
or Action by Project Manager
e
at

Discretionary
lic
up

External
D
ot

Internal
N
o
D

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 e
ut
Precedence Relationships

ib
Precedence diagramming method

tr
The activities relate to the project work
in the optional Shawpe (SLC) project

is
case study. • This graphic is a finish-to-start relationship
example:

D
• The team needs to CONFIRM KEY
STAKEHOLDER AND CUSTOMER
or
ATTENDANCE and then ERECT SIGNAGE WITH
CUSTOMER BRANDING.
•
e
They need to apply the budget and time only to
the customers who are committed to attending.
at
lic

Types of Precedence Relationships

• Finish to start (FS)

up

• Finish to finish (FF)

• Start to start (SS)
D

• Start to finish (SF)

ot

These are explained below, and an example is given of

each.
N

The activities in this schedule network

diagram relate to the Shawpe (SLC) project
o

case study. The narrative is given here for

D

those who benefit from learning about the

precedence relationships by example.

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 Activities used in diagram:

A. Obtain occupancy permit from

Oasestown building

e
department
B. Confirm tour guide

ut
C. Confirm key stakeholder and
customer attendance

ib
D. Complete landscaping and
decoration

tr
E. Identify finished spaces for the
tour

is
F. Erect signage with customer
branding

D
Explore this excerpt of a schedule network diagram.
or
Note each colored box is labelled with a number.
e
1. Finish-to-start (FS): - A logical relationship in which
at

a successor activity cannot start until a preceding

(predecessor) activity has finished.
lic

For example: Obtain occupancy permit from

up

Oasestown building department before the team can

identify finished spaces for the tour. The total time for
these two activities is the sum of A + E.
D

• Explanation: The company can only take

visitors to spaces that are certified safe for
ot

occupancy.
N

2. Finish-to-finish (FF): A logical relationship in which

a successor activity cannot finish until a preceding
o

activity (predecessor) has finished.

D

For example: Complete landscaping and decoration

must be finished before identifying finished spaces for

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 the tour. The total time to complete both activities is
the sum of D + E, minus any overlap.
• Explanation: The team only wants to show
finished spaces, so the landscaping and
decoration must be completed before the

e
space can be identified as “finished.”

ut
3. Start-to-start (SS): A logical relationship in which a

ib
successor activity cannot start until a preceding
activity (predecessor) has started.

tr
For example: The team can’t erect stakeholder-

is
specific signage for the tour before key stakeholder
attendance is confirmed. As with the FF example, the

D
total time for activities C and F will vary, depending on
when Activity F starts. But in SS, execute, is a longer

or
window of time during which Activity F can begin.
Explanation: The marketing team can’t erect
stakeholder-specific signage without confirming
e
which stakeholders will attend! But they can start
at

designing the signs and ordering the materials while

lic

they wait for confirmation.

4. Start-to-finish (SF): A logical relationship in which

up

a successor activity cannot finish until a preceding

activity (predecessor) has started.
D

For example: Complete landscaping and decoration

can’t end until erect stakeholder-specific signage for
ot

tour has started. The total time for two activities in an

SF relationship is either D or F, whichever is longer.
N

• Explanation: The groundskeeping team can

start landscaping and decorating at any time,
o

but until the signs are erected and the whole

site is tidied up, they cannot finish their work.
D

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 Lags and Leads in Precedence Relationships

Lead

_____________________________________________________

e
ut
_____________________________________________________
Lag

ib
_____________________________________________________

tr
Lead:
_____________________________________________________

is
In our example, the team wants to
include time in case the agency issuing

D
Guidelines:
the occupancy permit is slow. So, they • The use of leads and lags should not replace
begin efforts to confirm receipt of
occupancy permit 2 weeks before the
team identifies finished spaces for the
or
schedule logic.
• Duration estimates do not include any leads or
lags.
e
tour. This would be shown as a finish- • Document activities and their related
at

to-start with a 2-week lead as shown in assumptions.

Section 1.
lic

Lag:
up

In our example, the team starts

erecting stakeholder-specific signage
for the tour 2 weeks after key
D

stakeholder and customer attendance

is confirmed. Creating specialty
ot

signage takes time and is costly, so the

N

team wants to make sure the

designers have time to create
o

something that will please the

potential customers.
D

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 Activity Duration Estimate Terminology

Activity duration estimate

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
Elapsed time

is
_____________________________________________________

D
_____________________________________________________

or
_____________________________________________________
e
Effort
at

_____________________________________________________
lic

_____________________________________________________
up

_____________________________________________________
D

_____________________________________________________
ot
N
o
D

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 Estimating Techniques

_____________________________________________________

_____________________________________________________

e
ut
ib
Advantages Disadvantages
Uses historical data from a similar

tr
Analogous
activity or project to estimate

is
duration (or cost)

D
aka “top-down estimating.”
Parametric Uses an algorithm to calculate
duration (or cost) based on
historical data and project
parameters.
or
e
Durations can be quantitatively
at

determined — multiply quantity of

work to be performed by the
lic

number of labor hours per unit of

work
up

Three- Defines an approximate range of

an activity’s duration, using most
Point
likely, optimistic, and pessimistic
D

estimates
ot

Used when historical data is

insufficient, or subjective
N

Bottom-up
o

Uses aggregates of the estimates

of the lower level components of
D

the WBS

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 Three-Point Estimation Examples

Triangular Distribution (average)

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
_____________________________________________________

is
_____________________________________________________

D
Beta distribution (PERT average)

or
What is PERT?

_____________________________________________________
e
at

_____________________________________________________
lic

_____________________________________________________

_____________________________________________________
up

_____________________________________________________
D
ot
N
o
D

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 Critical Path Method

Sequence mandatory critical path activities to find the

longest path through a project and to determine the
shortest possible project duration and the amount of

e
flexibility in the schedule

ut
• Each activity is inside a box with its duration

ib
Process: estimate.
• Sequence mandatory critical • The arrows indicate the nature of a dependency

tr
path activities to find the

is
longest path through a project
and to determine the shortest
_____________________________________________________

D
possible project duration and
the amount of flexibility in the
schedule. _____________________________________________________
• Determine the length of each
path in the diagram.
• The longest path is the critical
or
_____________________________________________________
e
path.
at
lic
up
D
ot
N
o
D

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 Network Diagram with Date and
Dependencies

Float

e
ut
_____________________________________________________

ib
_____________________________________________________
Free float will always be less than or equal to float.

tr
is
Early finish date (EF)
The example is explained below, for

D
_____________________________________________________
your information. However, this is
automated process done with
software–e.g., Primavera—and
these calculations are not required
or
_____________________________________________________
e
on the exam.
Early start date (ES)
at

_____________________________________________________
lic

_____________________________________________________
up

Late finish date (LF)

D

_____________________________________________________
ot

_____________________________________________________
N

Late start date (LS)

o

_____________________________________________________
D

_____________________________________________________

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 e
ut
ib
tr
is
D
or
e
Example:
at

1. The first step would be to draw the diagram for the various activities noting their
predecessors (arrows).
• This will show the number of paths in the project. In this case there are four potential
lic

paths, ACF, ADF, ADE and BE.

• By adding up the length (durations) of the various paths, the path with the longest
up

duration is known as the critical path.

• Remember though that there can be multiple critical paths. If the length of other paths
are very close in length to the critical path, those are identified as “near” critical paths
D

and will require monitoring by the project manager, so they do not also become a
critical path.
2. The next step is to do the forward pass to determine the early start (top left of box) and early
ot

finish (top right of box) date for each activity.

3. Then perform the backward pass, the late start (bottom left) and late finish (bottom right)
N

date can be determined.

4. The difference between the early and late dates is known as the float or slack for the activity
o

(ES minus LS and EF minus LF). Activities on the critical path will have a float or slack of 0
days.
D

To double check on your forward and backward pass answers: the difference in days between the early
and late start dates and the difference in days between the early and late finish dates should be the
same number of days.

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 The Project Schedule

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
_____________________________________________________
Schedule Presentation Formats

is
D
_____________________________________________________

_____________________________________________________

Make a list here. We’ll look at a few of

or
_____________________________________________________
e
them next.
_____________________________________________________
at

Gantt Chart
lic

Visualize and track the project over a time line!

up

_____________________________________________________
D

_____________________________________________________
ot

_____________________________________________________
N

_____________________________________________________
o
D

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 Milestone Schedule

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
Project Schedule Network Diagram

tr
is
D
or
e
at
lic

Visualize Interrelationship of Activities

_____________________________________________________
up

_____________________________________________________
D

_____________________________________________________
ot

_____________________________________________________
N

Can you identify the elements on the diagram?

• Activities
o

• Dependencies
D

• Predecessors
• Successors

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 Resource Optimization

Once the schedule is mapped out on the network

diagram, it’s time to allocate resources.

e
ut
Resource smoothing

ib
_____________________________________________________

tr
_____________________________________________________

is
_____________________________________________________

D
Resource leveling

or
_____________________________________________________
e
_____________________________________________________
at

_____________________________________________________
lic

Schedule Compression Techniques

up

Fast tracking
D

_____________________________________________________
ot

_____________________________________________________
N

Crashing

_____________________________________________________
o
D

_____________________________________________________

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 Schedule Baseline

Schedule baseline

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________

tr
How can changes be made to the schedule baseline?

is
_____________________________________________________

D
_____________________________________________________

or
Special Intervals
e
Examples:
at

_____________________________________________________
lic

_____________________________________________________
up

Hardening Iteration/Iteration H is related to quality:

D

_____________________________________________________
Does your organization/project use
ot

special intervals? Give an example.

_____________________________________________________
N

_____________________________________________________
___________________________________
o

___________________________________
D

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 Schedule Management in Adaptive
Environments: Guidelines

_____________________________________________________

e
_____________________________________________________

ut
_____________________________________________________

ib
_____________________________________________________

tr
_____________________________________________________

is
D
_____________________________________________________

_____________________________________________________

or
e
Adaptive Scheduling Approaches:
at

Comparative View
lic

_____________________________________________________
up

_____________________________________________________

_____________________________________________________
D

_____________________________________________________
ot

_____________________________________________________
N

_____________________________________________________
o

_____________________________________________________
D

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 Adaptive Planning Overview

• A release schedule usually lasts from 3-6 months.

• Timeboxed iterations or sprints typically last 1 - 4
weeks.

e
• Assign story points to tasks to determine the

ut
amount of work.
• Velocity – the capacity of the team to complete

ib
work

tr
____________________________________________________

is
D
____________________________________________________

____________________________________________________

or
____________________________________________________
e
____________________________________________________
at

____________________________________________________
lic

____________________________________________________
up

Working with Features

D

_____________________________________________________

_____________________________________________________
ot

_____________________________________________________
N
o
D

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 Agile Release Planning

• Group stories by sequence and priority

• Sequence features and functions for the
release

e
• Prioritize user stories in the release backlog

ut
and associate them with features and functions

ib
_____________________________________________________

tr
_____________________________________________________

is
____________________________________________________

D
____________________________________________________

or
Measure Effort, Not Time
e
Why do we measure effort and not time?
at

_____________________________________________________
lic

_____________________________________________________
up

_____________________________________________________
How:
D

• Relative sizing
• Story points
• Planning poker
ot
N

_____________________________________________________

_____________________________________________________
o
D

_____________________________________________________

_____________________________________________________

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 Definition of Ready (DoR) and Definition of
Done (DoD)

Definition of ready (DoR)

e
_____________________________________________________

ut
_____________________________________________________

ib
Definition of done (DoD)

tr
is
_____________________________________________________

D
_____________________________________________________

or
Reprioritize Sprint/Iteration Backlog

_____________________________________________________
e
at

_____________________________________________________
lic

_____________________________________________________
up

_____________________________________________________
This process has also been known as
‘grooming the backlog’. _____________________________________________________
D

_____________________________________________________
ot

_____________________________________________________
N

_____________________________________________________
o

_____________________________________________________
D

_____________________________________________________

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 Hybrid Scheduling Model Example

Project manager plans high-level project phases and

milestones; scrum master runs sprints using agile
processes.

e
ut
• Identify project work types and try to break
them down.

ib
• Create a prioritized work backlog which fulfils

tr
project phase or achieves milestone.

is
Can you identify which aspects of this
• Work in iterations/sprints of 2 - 4 weeks (use
scheduling model are predictive and

D
shorter sprints for less experienced team to
which are adaptive? facilitate alignment)

Can you identify who does each of the

tasks listed? The project manager,
• or
Plan work before every iteration using
prioritized backlog items.
e
product owner or team?
at

• Estimate every task to decide how many can fit

in a single sprint.
lic

• Hold a retrospective at the end of every sprint;

capture metrics to adjust timing and task
up

estimate for next sprint.

D

End of Topic 3C
ot

_____________________________________________________
N

_____________________________________________________
o
D

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 TOPIC 3D | RESOURCES

ECO Coverage

1.6 Build a team

e
• Deduce project resource requirements (1.6.2)

ut
2.11 Plan and manage procurement (resources)

ib
• Define resource requirements and needs (2.11.1)
•

tr
Communicate resource requirements (2.11.2)
• Manage suppliers/contracts (2.11.3)

is
• Plan and manage procurement strategy (2.11.4)
•

D
Develop a delivery solution (2.11.5)

or
Topic 3D: Resources

Resources include both the people and equipment

e
that will be needed to conduct the project activities.
at

We also discuss how to plan for procurement of

lic

external resources in this section.

up
D
ot
N
o
D

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 Resources: People and Equipment

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
tr
Recommended reading –
“People Management”

is
resource on [Link].

D
Resource Management Plan

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

Take notes on what’s included in the resource

management plan.
up

Identify resources
D

How to acquire them

ot

Peoples’ roles and

responsibilities
N

Role
o

Authority
D

Responsibility

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 Competencies and skills
required
Project Organization
Chart
Project team resource

e
management

ut
Training

ib
Team development

tr
methods
Resource controls

is
Recognition plan

D
Assign Resources and Allocate
or
Responsibilities
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

Consider both technical and ‘soft’ skills and

competencies
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Use Resource Calendars

Resource calendar definition and use:

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________
Responsibility Assignment Tools

tr
is
Responsibility assignment matrix (RAM):

D
__________________________________________________

or
__________________________________________________

__________________________________________________
e
Fill in the category descriptions of the RACI chart.
at

Responsible
lic

Accountable
up

Consulted
D

Informed
ot

Adaptive Resource Planning Quiz

N

You should have done this quiz in class.

o

Which of these are true? (Choose several)

D

• Teams self-organize to distribute work.

• Adaptive teams never have a leader.

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 • Team members are a mix of generalists and
specialists.
• Team members should be T-shaped.

Quiz answer All are ‘true’ except “Adaptive teams never have a

e
leader.”

ut
Teams self-organize, and hybrid teams can have a

ib
centralized management model with a project
manager or a team lead. ‘Never’ is incorrect here,

tr
because it can be useful to have a team lead, an

is
agile coach, a facilitator, and so on. Another way of
answering this is to say that everyone is a leader—a

D
servant leader

or
e
at
lic
up
D
ot
N
o
D

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 Filling Resource Needs: Make or Buy?
Borrow?

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
Make-or-buy-analysis

tr
is
__________________________________________________

D
__________________________________________________

or
__________________________________________________

Make-or-buy-decisions
e
at

__________________________________________________
lic

__________________________________________________

__________________________________________________
up

Plan the Procurement Strategy

D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Procurement Management Plan

Define/describe:

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Procurement Documents: Bid and Proposal
Activities
or
__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________
up

Statement of work

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N
o
D

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 Formal Procurement Processes: RFPs,
Bidder, Conferences

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
Request for proposal (RFP)

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
Bidder conferences
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

Source Selection Criteria

D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Qualified Vendors

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________
Contracts: Negotiate Productive

is
Relationships

D
__________________________________________________

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________

__________________________________________________
ot

__________________________________________________
N
o
D

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 Contract Types (1 of 3)
Cost-reimbursable contracts

__________________________________________________

e
__________________________________________________

ut
Cost plus fixed fee (CPFF)

ib
__________________________________________________

tr
__________________________________________________

is
D
Cost plus incentive fee (CPIF)

or
__________________________________________________

__________________________________________________
e
at

Cost plus award fee (CPAF)

lic

_______________________________________________
up

__________________________________________________
Contract Types (2 of 3)
D

Fixed-price contracts
ot

__________________________________________________
N

__________________________________________________
o
D

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 Firm fixed price (FFP)

__________________________________________________

__________________________________________________

e
ut
Fixed price incentive fee (FPIF)

ib
__________________________________________________

tr
__________________________________________________

is
Fixed price with economic price adjustments

D
(FPEPA)

or
__________________________________________________

__________________________________________________
e
Contract Types (3 of 3)
at

Time and materials contracts

lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 “Agile” Contract Types

• Tailor contracts to suit needs.

• These contract types are not exclusive to agile

e
projects.

ut
ib
tr
is
The Agile Practice Guide – pp 77-78

D
Multi-tiered
structure

Emphasize value
or
e
delivered
at

Fixed-price
increments
lic

Not-to-exceed
time and
up

materials

Graduated time
D

and materials
ot

Early cancellation
option
N

Dynamic scope
option
o
D

Team
augmentation

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 Components of Contracts

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
End of Topic 3D
or
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D
ot
N
o
D

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 TOPIC 3E | BUDGET

ECO Coverage

2.5 Plan and manage budget and resources

e
• Estimate budgetary needs based on the scope of the project and lessons learned

ut
from past projects (2.5.1)
• Anticipate future budget challenges (2.5.2)

ib
• Plan and manage resources (2.5.4)

tr
Topic 3E: Budget

is
In this area of planning, you determine the

D
budget/finance structure, relationships and
amounts for your project.
or
Will you be aligning a budget with scope and
e
schedule requirements in a predictive life cycle?
at

Or collaborating with partners and internal finance

lic

stakeholders to craft a suitable financial solution,

as the agile mindset suggests?
up

It’s likely a combination of both! We’ll look at both

approaches and show the benefits of tailoring a
D

budget.
ot
N
o
D

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 Budget Planning: Overview

Burn rate

__________________________________________________

e
ut
__________________________________________________

ib
Consider:
• Cost as well as value

tr
• Organization and stakeholder

is
attitudes towards budget and costs

D
Predictive Budget Planning

or
Cost management plan
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

Cost baseline
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 Budget at completion (BAC)

__________________________________________________

__________________________________________________

e
ut
Cost baseline

ib
_________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Check with Organization: Funding Limit

or
Reconciliation

__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________

__________________________________________________
up

__________________________________________________
D

Historical Data: Start with What’s Known

ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 Resource Costs

Predictive

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
is
Adaptive

D
__________________________________________________

or
__________________________________________________

__________________________________________________
e
at

Estimate Costs
lic

Predictive
up

__________________________________________________
D

__________________________________________________
ot

Adaptive
N

__________________________________________________
o

__________________________________________________
D

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 Project Budget

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
Adaptive and Hybrid Budget Planning:
e
Guidelines/Example
at

Adaptive
lic

__________________________________________________
up

__________________________________________________
D

Hybrid
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

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 Budget Considerations

__________________________________________________

__________________________________________________

e
ut
_________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
End of Topic 3E
e
at

__________________________________________________
lic

__________________________________________________
up
D
ot
N
o
D

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 TOPIC 3F | RISKS

ECO Coverage

2.3 Assess and manage risks

e
• Determine risk management options (2.3.1)

ut
• Iteratively assess and prioritize risks (2.3.2)

ib
3.1 Plan and manage project compliance.
• Determine necessary approach and action to address compliance needs (risk, legal)

tr
(3.1.6)

is
• Determine potential threats to compliance (3.1.3)

D
Topic 3F: Risks
or
Things will go wrong on a project.
e
at

However, rather than being reactive to risk, we can

be prepared with a strategy, a toolkit of possible
lic

responses and a growth mindset to be proactive

about risk planning.
up
D
ot
N
o
D

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 Risk: Conditions of Uncertainty

Trigger condition

e
___________________________________________________

ut
___________________________________________________

ib
___________________________________________________

tr
is
Opportunity

D
___________________________________________________

or
___________________________________________________

__________________________________________________
e
at

Threat
lic

___________________________________________________
up

___________________________________________________

___________________________________________________
D

Issue
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

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 Project Risks SLC Example

e
ut
ib
tr
is
This example relates to the optional
Shawpe (SLC) case study exercise

D
(self-study) included with this course.

or
e
at
lic
up

This is a list of project risks, identified by the project

manager and the team before the project starts.
D

Risk: Business Context

ot

Business risk
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Likelihood vs. probability

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
Opportunity vs. threat

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
Create Risk Strategy
Include data and attitudes of the organization as well
e
as the project.
at

• Risk appetite
lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

• Risk threshold
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Define/Refine Risk Management Approach

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
Factor in project characteristics:
• Size

tr
• Complexity
• Importance

is
• Development approach

D
• Risk management plan

or
___________________________________________________

___________________________________________________
e
at

___________________________________________________
lic

Inherent Risk
Describe how Agile teams approach inherent risk:
up

___________________________________________________
D

How do we calculate or determine inherent risk?

ot

___________________________________________________
N

___________________________________________________
Stacey diagram
o

___________________________________________________
D

___________________________________________________

___________________________________________________

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 Risk Identification Techniques

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
Prompt list

D
___________________________________________________

or
___________________________________________________
e
___________________________________________________
at

___________________________________________________
lic

Risk breakdown structure (RBS)

up

___________________________________________________
D

___________________________________________________

___________________________________________________
ot
N

Affinity diagram

___________________________________________________
o
D

___________________________________________________

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 Risk Breakdown Structure

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
is
Assess Risks: Qualitative then Quantitative

D
___________________________________________________

or
___________________________________________________

___________________________________________________
e
at

___________________________________________________
Create Risk Probability and Impact
lic

Definitions
up

___________________________________________________

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Probability and Impact Matrix

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
Risk Register: Example

___________________________________________________
or
___________________________________________________
e
___________________________________________________
at
lic

___________________________________________________

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N
o
D

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 Risk List (Example)

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
Quantitative Risk Analysis Methods

Simulation or
e
___________________________________________________
at

___________________________________________________
lic

(1 of 2)
Monte Carlo simulation (risk analysis)
up

___________________________________________________
D

___________________________________________________
ot

Sensitivity analysis
N

___________________________________________________
o

___________________________________________________
D

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 Decision tree analysis

___________________________________________________

___________________________________________________

e
ut
Influence diagram

ib
___________________________________________________
(2 of 2)

tr
___________________________________________________

is
Expected monetary value (EMV)

D
___________________________________________________

or
___________________________________________________
Risks: Time, Cost and Life Cycle
e
at

Read this list of typical risks and think about how the
project’s life cycle affects the probability or severity of
lic

that risk. We did the first one for you (at left).

Example risks:
up

• Delivery date slips

• Stretched resources
• Lack of clarity
Delivery date slips:
D

• Scope creep
Though adaptive projects use a
dynamic scheduling model, ___________________________________________________
ot

controlling work in sprints/iterations

using cadences and timeboxing, it’s ___________________________________________________
N

possible that customers want teams

to work even faster, or the schedule ___________________________________________________
o

rolls on and on with no ”end” in sight

D

___________________________________________________
from stakeholders’ points of view.

___________________________________________________

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 Risk Response: Good Practice

___________________________________________________

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________
Plan Risk Response: Guidelines and

tr
Terminology

is
Secondary risk

D
___________________________________________________

or
___________________________________________________

___________________________________________________
e
at

Residual risk
lic

___________________________________________________
up

___________________________________________________

___________________________________________________
D

Contingency plan
ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Contingency reserve

___________________________________________________

___________________________________________________

e
ut
___________________________________________________
Risk Response Strategies

ib
Threat

tr
is
___________________________________________________

D
___________________________________________________

or
___________________________________________________

Opportunity
e
at

___________________________________________________
lic

___________________________________________________

___________________________________________________
up

___________________________________________________
D

End of Topic 3F
ot

___________________________________________________
N

___________________________________________________
o
D

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 TOPIC 3G | QUALITY

ECO Coverage

2.7 Plan and manage quality of products/deliverables

e
• Determine quality standard required for project deliverables (2.7.1)

ut
3.1 Plan and manage project compliance

ib
• Use methods to support compliance (3.1.4)
• Measure the extent to which the project is in compliance (3.1.7)

tr
is
Topic 3G: Quality

D
Planning for quality applies to the outcomes and

or
deliverables as well as the processes used in the
project.
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at
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N
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 Quality

_____________________________________________________

_____________________________________________________

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ut
_____________________________________________________

ib
_____________________________________________________

tr
_____________________________________________________

is
_____________________________________________________

D
Cost of Quality (CoQ)

or
_____________________________________________________
e
_____________________________________________________
at

_____________________________________________________
lic

_____________________________________________________
up

Cost of Quality is based on _____________________________________________________

Philip Crosby’s Quality is Free.
D

_____________________________________________________
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 Stakeholder and Customer Expectations of
Quality

_____________________________________________________

e
_____________________________________________________

ut
_____________________________________________________

ib
Quality management plan

tr
is
_____________________________________________________

D
_____________________________________________________

or
Quality policy

_____________________________________________________
e
at

_____________________________________________________
lic

Product/deliverable
up

____________________________________________________

_____________________________________________________
D

Processes
ot

_____________________________________________________
N

_____________________________________________________
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 Quality Management Plan

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
Compliance Requirements

tr
_____________________________________________________

is
_____________________________________________________

D
_____________________________________________________

or
Internal and external standards, such as:
e
_____________________________________________________
at

_____________________________________________________
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____________________________________________________
up

Compliance actions
D

_____________________________________________________
ot

_____________________________________________________
N

_____________________________________________________
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 Quality Standards and Regulation

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
What standards are relevant in your industry?

tr
_____________________________________________________

is
_____________________________________________________

D
_____________________________________________________

or
Discussion: Quality Standards and
Regulations
e
at

_____________________________________________________
lic

_____________________________________________________
up

_____________________________________________________

_____________________________________________________
D

Note your and other

participant responses to this _____________________________________________________
ot

discussion question, as it
helps you to frame project _____________________________________________________
N

management content in scenario

format. _____________________________________________________
o

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 Quality Metrics, Checklists and Processes

_____________________________________________________

_____________________________________________________

e
ut
_____________________________________________________

ib
_____________________________________________________
Quality Methods for Continuous Improvement

tr
is
• Six Sigma (aka Lean Six Sigma) – DMAIC
framework

D
• Kaizen – “change for better/improve”
• (PDCA) Plan – Do – Check – Act –
Shewhart/Deming
•
or
Agile methods - Scrum, Kanban, Crystal Methods
e
_____________________________________________________
at

_____________________________________________________
lic

Lesson 5 delivers a more detailed look

at continuous improvement. We _____________________________________________________
recommend reading ahead about the
up

_____________________________________________________
methods listed on this page.

_____________________________________________________
D

End of Topic 3G
ot
N

_____________________________________________________

_____________________________________________________
o
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 TOPIC 3H | INTEGRATE PLANS

ECO Coverage

2.9 Determine appropriate project methodology/ methods and practices

e
• Consolidate the project/phase plans (2.9.1)

ut
• Assess consolidated project plans for dependencies, gaps, and continued business
value (2.9.2)

ib
• Analyze the data collected (2.9.3)
• Collect and analyze data to make informed project decisions (2.9.4)

tr
• Determine critical information requirements (2.9.5)

is
2.10 Manage project changes

D
• Determine strategy to handle change (2.10.2)

or
Topic 3H: Integrate Plans
e
Finally, project professionals integrate all planning
at

activities to support the activities to deliver the

vision and expected value. The key to doing this as
lic

seamlessly as possible is having an effective

strategy for change management.
up

This topic addresses both the predictive process

of project plan integration and change
D

management that is required of all projects.

ot
N
o
D

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 Integrating Plans: An Important Step

Why is plan integration important? Explain.

e
ut
________________________________________________

ib
________________________________________________

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________________________________________________

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Integrated project management plan

D
________________________________________________

or
________________________________________________
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________________________________________________
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up
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 Integrate Plans

e
Describe plan integration in a predictive approach.

ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
D
What do we mean by reframing the approach to
plan integration in hybrid approaches?

or
________________________________________________
e
________________________________________________
at

________________________________________________
lic
up

How do adaptive projects provide a structure for

D

integrated planning?

________________________________________________
ot

________________________________________________
N
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 Change Control

Use a change management plan to set a process

e
and assigned roles for change.

ut
Change management plan

ib
________________________________________________

tr
is
________________________________________________

D
________________________________________________

or
________________________________________________

________________________________________________
e
at

Change request (CR)

lic

________________________________________________
up

________________________________________________

________________________________________________
D

________________________________________________
ot

________________________________________________
N
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 Plan for Complexity and Change

• Organization’s system
• Human behavior
• Uncertainty or ambiguity

e
ut
Systems-based

ib
________________________________________________

tr
________________________________________________

is
________________________________________________

D
Reframe the problem

or
________________________________________________
e
________________________________________________
at

________________________________________________
lic

Process-based
up

________________________________________________
D

________________________________________________
ot

________________________________________________
N
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 How to Approach Complex Plans: Fail Fast
and Self-Correct!

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
End of Topic 3H

tr
is
________________________________________________

D
________________________________________________

or
e
End of Lesson 3
at
lic

________________________________________________

________________________________________________
up
D
ot
N
o
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 e
ut
ib
tr
is
D
LESSON 4 | LEAD THE PROJECT TEAM
or
e
at
lic

Description
up

There are many ways to lead a team. No one approach is perfect for every situation. The
D

appropriate leadership style depends on the situation, the project, the stakeholders, your skills,
and many other factors. Project professionals must be astute in various leadership styles to
ot

apply and knowledgeable about tailoring leadership to the team and project needs.
N
o
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 e
ut
ib
tr
is
D
or
e
at

Topics
lic

A. Craft Your Leadership Skills

up

B. Create a Collaborative Project Team Environment

C. Empower the Team
D. Support Team Member Performance
D

E. Communicate and Collaborate with Stakeholders

F. Training, Coaching and Mentoring
ot

G. Manage Conflict
N
o
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 Lesson 4 Notes
TOPIC 4A | CRAFT YOUR LEADERSHIP SKILLS

e
ECO Coverage

ut
1.2 Lead a team
• Value servant leadership (e.g., relate the tenets of servant leadership to the team)

ib
(1.2.3)
• Determine an appropriate leadership style (e.g., directive, collaborative) (1.2.4)

tr
• Distinguish various options to lead various team members and stakeholders (1.2.7)

is
1.11 Engage and support virtual teams

D
• Implement options for virtual team member engagement (1.11.3)

or
Topic 4A: Craft Your Leadership Skills
e
at

Teams are made up of individuals with different

skill sets, backgrounds, experiences, and
lic

attitudes.
up

Cohesive, collaborative teams typically are

productive and effective. Leadership is a trait
required of everyone on the project team. If you
D

are the project manager or team lead, then you

also need to lead on leadership!
ot

This topic corresponds to the “People” domain of

N

the ECO and the “Power Skills” side of the PMI®

Talent Triangle.
o
D

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 Power Skills

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
What are your strongest and weakest leadership
skills?

tr
is
________________________________________________

D
________________________________________________

or
________________________________________________

________________________________________________
e
at

________________________________________________
lic

Guidelines for Developing Inclusive

Leadership Competencies
up

________________________________________________
D

________________________________________________
ot

________________________________________________
N

________________________________________________
o

________________________________________________
D

________________________________________________

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 Leadership Skills and Competencies

• Communication
• Conflict management
• Critical thinking

e
• Cultural awareness

ut
• Decision-making
• Emotional Intelligence Technique (EQ or

ib
EI)
• Ethical approach (PMI Code of Ethics and

tr
Professional Conduct)

is
• Expert judgment
• Facilitation

D
• Meeting management
• Negotiation
•
• or
Networking
Team building
e
________________________________________________
at

________________________________________________
lic

________________________________________________
up

________________________________________________
D
ot
N
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 Interpersonal and Team Skills

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
Active listening

is
________________________________________________

D
________________________________________________

or
Communication styles assessment
e
________________________________________________
at

________________________________________________
lic

Leadership Styles: Tailoring

up

Considerations

• Experience with project type

D

• Team member maturity

• Organizational governance structures
ot

• Distributed project teams

Fill in the chart about leadership
style characteristics.
N

________________________________________________
o

________________________________________________
D

________________________________________________

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 Leadership Characteristics
Style
Direct

e
ut
ib
Consultative

tr
is
D
Servant
Leadership
or
e
at

Consensus/
lic

collaborative
up

Situational
D
ot
N
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 Leadership ≠ Management

What are the differences between these

concepts?

e
________________________________________________

ut
________________________________________________

ib
________________________________________________

tr
is
________________________________________________

D
________________________________________________

or
________________________________________________

Servant Leadership
e
at

Do you perform as a servant leader at work? How

have others demonstrated servant leadership traits?
lic

________________________________________________
up

________________________________________________
We have introduced servant leadership
D

already, so you can use this opportunity ________________________________________________

to focus on specific leadership tasks
ot

associated with the role. ________________________________________________

N

________________________________________________
o

________________________________________________
D

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 Adopt a Growth Mindset

Growth mindset

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
________________________________________________

D
________________________________________________

or
________________________________________________
e
Team Building
at

________________________________________________
lic

________________________________________________
up

________________________________________________
D

________________________________________________
ot

________________________________________________

________________________________________________
N

________________________________________________
o
D

________________________________________________

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 Tuckman’s Stages of Team Development
(Review)

Forming

e
________________________________________________

ut
________________________________________________

ib
Remember the Tuckman’s Stages?
Storming

tr
Let’s review them quickly!

is
________________________________________________

D
________________________________________________

Norming
or
________________________________________________
e
at

________________________________________________
lic

Performing
up

________________________________________________

________________________________________________
D

Adjourning
ot

________________________________________________
N

________________________________________________
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 Balance Team Tone with Sense of
Urgency
Tone

________________________________________________

e
ut
________________________________________________

ib
Urgency

tr
________________________________________________

is
How do you strike the balance between
________________________________________________
a positive team tone and fostering the

D
How can you create a balance?
appropriate sense of urgency?

or
________________________________________________

________________________________________________
e
at

________________________________________________
lic
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 Virtual Team Member Engagement

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
Virtual Team Member Best Practices

D
________________________________________________

or
________________________________________________
e
________________________________________________
at

________________________________________________
lic

________________________________________________
up

End of Topic 4A
D

________________________________________________
ot

________________________________________________
N
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 TOPIC 4B | CREATE A COLLABORATIVE PROJECT TEAM
ENVIRONMENT

ECO Coverage

e
2.12 Manage project artifacts

ut
• Determine the requirements (what, when, where, who) for managing the
project artifacts (2.12.1)

ib
• Validate that the project information is kept up to date (i.e., version control)
and accessible to all stakeholders (2.12.2)

tr
is
D
Topic 4B: Create a Collaborative Project
Team Environment

or
We just discussed leading the people in your
project. Now let’s look at best practices for
e
ensuring work can happen smoothly. This topic
at

includes creating a structure for physical and

virtual working, including workspace
lic

management, project artifact and document

creation, and configuration management.
up
D
ot
N
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 Where and How the Team Works

Prioritize:
• Colocation
•

e
Environment
•

ut
Meaningful interaction
• Ground rules

ib
_______________________________________________

tr
_______________________________________________

is
_______________________________________________

D
_______________________________________________

or
_______________________________________________
e
at
lic
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 “Agile” Space for Hybrid Teams
• Colocation
• Collaboration
• Communication

e
• Transparency

ut
• Visibility

ib
_______________________________________________

tr
_______________________________________________

is
_______________________________________________

D
_______________________________________________

or
_______________________________________________

_______________________________________________
e
at

_______________________________________________
lic

Explain the importance of transparency/visibility:

up

_______________________________________________

_______________________________________________
D

_______________________________________________
ot

_______________________________________________
N

_______________________________________________
o
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 Work Information Management Systems

Project management information systems

(PMIS)

e
_______________________________________________

ut
_______________________________________________

ib
_______________________________________________

tr
is
Artifact management systems

D
_______________________________________________

or
_______________________________________________

_______________________________________________
e
at

Importance of Artifacts
lic

_______________________________________________
up

_______________________________________________

_______________________________________________
D

_______________________________________________
ot

_______________________________________________
N

_______________________________________________
o

_______________________________________________
D

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 Information Storage and Distribution
Good Practices

_______________________________________________

e
_______________________________________________

ut
_______________________________________________

ib
_______________________________________________

tr
_______________________________________________

is
D
_______________________________________________

_______________________________________________

or
Standardize Artifacts: What to Include
e
at

_______________________________________________
lic

_______________________________________________
up

_______________________________________________

_______________________________________________
D

_______________________________________________
ot

_______________________________________________
N

_______________________________________________
o
D

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 Tailor Artifacts

Predictive

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
Hybrid/Adaptive

is
_______________________________________________

D
_______________________________________________

or
_______________________________________________
e
Maintain Artifacts
at

Configuration management plan

lic

_______________________________________________
up

_______________________________________________
D

_______________________________________________
ot

Configuration management system

N

_______________________________________________
o

_______________________________________________
D

_______________________________________________

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 Version Control

Definition and use:

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
_______________________________________________

is
_______________________________________________

D
End of Topic 4B

or
_______________________________________________
e
at

_______________________________________________
lic
up
D
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N
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 TOPIC 4C | EMPOWER THE TEAM

ECO Coverage

1.2 Lead a team

e
• Support diversity and inclusion (e.g., behavior types, thought process) (1.2.2)

ut
• Inspire, motivate, and influence team members/stakeholders (e.g., team contract,
social contract, reward system) (1.2.5)

ib
1.4 Empower team members and stakeholders

tr
• Determine and bestow level(s) of decision-making authority (1.4.4)

is
Topic 4C: Empower the Team

D
The idea of empowerment is a critical part of the agile
or
mindset. Predictive team environments can also
benefit from empowered team members who can
e
assist project managers in making decisions based
on their expert judgment.
at
lic

In all contexts, strive to create an environment where

individual team members are empowered to
contribute ideas.
up
D
ot
N
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 Empower Teams with EI and Fluid
Communication
In 2016, “After years of analyzing interviews and data
from more than 100 teams, [Google researchers]

e
found that the drivers of effective team performance

ut
are the group’s average level of emotional intelligence
and a high degree of communication between

ib
members.”

tr
From “Great Teams Are About
What are your thoughts about these findings, and how

is
Personalities, Not Just Skills”
by Dave Winsborough and are they related to empowering a team?

D
Tomas Chamorro-Premuzic. Harvard
Business Review, January 25, 2017. ____________________________________________________
Accessed online 12/2022.

or
____________________________________________________
e
____________________________________________________
at

Empowerment, Unity, Autonomy

lic

____________________________________________________
up

____________________________________________________
D

____________________________________________________

Goal:
ot

____________________________________________________
N

____________________________________________________
o
D

____________________________________________________

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 Support Diversity, Equality, and Inclusion
(DE&I)

____________________________________________________

e
____________________________________________________

ut
____________________________________________________

ib
Team DE&I development objectives include:

tr
____________________________________________________

is
This topic follows from the DE&I ____________________________________________________
Standards topic in Lesson 2. As with

D
other leadership topics, we plan for ____________________________________________________
and then support various aspects of a
project or project team. or
e
Create Psychological Safety and Embrace
at

Diversity
lic

Psychological safety
up

____________________________________________________

____________________________________________________
D

____________________________________________________
ot

Healthy work settings include:

N

____________________________________________________
o

____________________________________________________
D

____________________________________________________

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 Motivational Theories/Approaches

____________________________________________________

____________________________________________________

e
ut
____________________________________________________

ib
How well do you know:
• Maslow’s Hierarchy of Needs

tr
• Herzberg’s Motivation-Hygiene Theory
• McGregor’s Theory X and Y

is
• McClelland’s Achievement Motivation Theory

D
Maslow’s Hierarchy of Needs

or
____________________________________________________
e
____________________________________________________
at

____________________________________________________
lic

____________________________________________________
up

____________________________________________________
D

____________________________________________________

____________________________________________________
ot
N
o
D

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 Herzberg’s Motivation-Hygiene Theory (aka
Two-Factor Theory)

____________________________________________________

e
____________________________________________________

ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________

is
D
____________________________________________________
McGregor’s Theory X and Theory Y

Theory X or
e
____________________________________________________
at

____________________________________________________
lic

____________________________________________________
up

Theory Y
D

____________________________________________________
ot

____________________________________________________
N

____________________________________________________
o
D

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 McClelland’s Achievement Motivation Theory

____________________________________________________

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________
Uphold Team Charter and Ground Rules

is
D
Checklist:

•
•
•
or
Visibility
Updated rules because of changes
New team member induction
e
• Ground rule violations
at

How do the team charter and the ground rules help to

Think of the ground rules as a
lic

empower teams?
means of creating empowerment
and cohesion. The role of ground
up

rules in managing conflict is

____________________________________________________
explored in upcoming Topic 4G:
D

Manage Conflict. ____________________________________________________

ot

____________________________________________________
N

____________________________________________________
o
D

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 Use Rewards and Recognition

Rewards

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________

is
____________________________________________________

D
Recognition

____________________________________________________
or
____________________________________________________
e
____________________________________________________
at
lic

Decision-Making: Empower the Team to Act

Consensus
up

____________________________________________________
D

____________________________________________________
ot

____________________________________________________
N

____________________________________________________
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____________________________________________________
D

____________________________________________________

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 Decision-Making: Opportunities to Empower
the Team

Teams that actively participate in making decisions

are empowered by the action.

e
ut
Some opportunities to decide about:

ib
• Activities

tr
____________________________________________________

is
____________________________________________________

D
____________________________________________________

• or
Risks
e
____________________________________________________
at

____________________________________________________
lic

____________________________________________________
up

• Anything else?
D

____________________________________________________
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____________________________________________________
N
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 Decision-Making Methods

____________________________________________________

____________________________________________________

e
ut
____________________________________________________

ib
Voting

tr
is
D
Multicriteria
or
e
decision
at

analysis
lic
up

Autocratic
D

decision
making
ot
N
o
D

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 Decision-Making Methods: Voting

Voting methods:

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
____________________________________________________

is
____________________________________________________

D
Unanimity

or
e
at

Majority
lic
up
D

Plurality
ot
N
o
D

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 Display Task Accountability

Why do we need to do this?

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
Predictive

is
____________________________________________________

D
____________________________________________________

or
Hybrid/Adaptive
e
____________________________________________________
at

____________________________________________________
lic

End of Topic 4C
up

____________________________________________________
D

____________________________________________________
ot
N
o
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 TOPIC 4D | SUPPORT TEAM MEMBER PERFORMANCE

ECO Coverage

1.3 Support team performance

e
• Appraise team member performance against key performance indicators (KPIs)

ut
(1.3.1)
• Support and recognize team member growth and development (1.3.2)

ib
• Determine appropriate feedback approach (1.3.3)
• Verify performance improvements (1.3.4)

tr
is
1.14 Promote team performance through the application of emotional intelligence
• Assess behavior through the use of personality indicators (1.14.1)

D
• Analyze personality indicators and adjust to the emotional needs of key project
(1.14.2)

or
Topic 4D: Support Team Member
Performance
e
at

Supported team members perform better and are

lic

motivated to do their best work. You’ll need

strategies to maintain support for individuals on
up

the whole team. These are mainly focused on

emotional intelligence and communication.
D
ot

Please note that though this

topic title is very similar to the
N

title of Lesson 5, this section is

about supporting individuals.
o
D

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 Manage and Lead

Management by Objectives

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
________________________________________________

D
________________________________________________

or
________________________________________________
e
Servant Leadership – Three steps:
at

________________________________________________
lic

________________________________________________
up

________________________________________________
D
ot
N
o
D

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 Assess Team Member Performance to…

________________________________________________

________________________________________________

e
ut
________________________________________________

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Predictive

tr
is
________________________________________________

D
________________________________________________

or
Adaptive
e
________________________________________________
at

________________________________________________
lic

Performance Assessment Tasks

up
D
ot

________________________________________________
N

________________________________________________
o

________________________________________________
D

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 Personality Indicators: Look Beyond
Introvert/Extrovert

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
Commonly used tools

tr
________________________________________________

is
________________________________________________

D
________________________________________________

or
________________________________________________
e
at
lic
up

DO: DON’T:
D
ot
N
o
D

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 Use Personality Research to Coach Team
Members

Personality can affect

e
________________________________________________

ut
________________________________________________

ib
Psychological team roles

tr
is
________________________________________________

D
________________________________________________

or
Using the list of psychological team roles, which
types of project tasks or process roles would you
e
associate them with?
at

________________________________________________
lic

________________________________________________
up
D
ot
N
o
D

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 Emotional Intelligence - 5 components

Emotional self-awareness

________________________________________________

e
ut
________________________________________________

ib
Self-regulation

tr
________________________________________________

is
________________________________________________

D
Motivation

or
________________________________________________
e
________________________________________________
at

________________________________________________
lic

Empathy (discussed in more depth in next slides)

up

________________________________________________
D

________________________________________________
ot

Social Skills
N

________________________________________________
o

________________________________________________
D

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 Emotional Intelligence: Overview

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
________________________________________________

tr
Goleman, D. (1995) Emotional
Intelligence : Why It Can Matter More ________________________________________________

is
Than IQ

D
________________________________________________

________________________________________________
or
________________________________________________
e
________________________________________________
at
lic

________________________________________________

________________________________________________
up

________________________________________________
D
ot
N
o
D

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 Empathy

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
Inward

tr
________________________________________________

is
________________________________________________

D
Outward

or
________________________________________________
e
________________________________________________
at

Social Skills
lic

________________________________________________
up

________________________________________________
D

________________________________________________
ot

________________________________________________
N

________________________________________________
o

________________________________________________
D

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 Motivation Elements
Achievement/drive

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
Commitment

tr
________________________________________________

is
D
________________________________________________

________________________________________________

Initiative
or
e
at

________________________________________________
lic

________________________________________________

________________________________________________
up

Optimism
D

________________________________________________
ot

________________________________________________
N

________________________________________________
o
D

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 End of Topic 4D

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
is
D
or
e
at
lic
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D
ot
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o
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 TOPIC 4E | COMMUNICATE AND COLLABORATE WITH
STAKEHOLDERS

ECO Coverage

e
2.2 Manage communications

ut
• Communicate project information and updates effectively (2.2.3)
• Confirm communication is understood and feedback is received (2.2.4)

ib
tr
1.2 Lead a team
• Analyze team members’ and stakeholders’ influence (1.2.6)

is
2.4 Engage stakeholders

D
• Engage stakeholders by category (2.4.3)

1.9 Collaborate with stakeholders

or
• Optimize alignment between stakeholder needs, expectations, and project
objectives (1.9.2)
e
• Build trust and influence to accomplish project objectives (1.9.3)
at
lic

3.2 Evaluate and deliver project benefits and value

• Apprise stakeholders of value gained by the project (3.2.5)
up

Topic 4E: Communicate and Collaborate

with Stakeholders
D

Information, relationships, progress — everything

ot

depends on successful communication. We

discussed how to plan for it in lesson 2, topic A:
N

“Identify and Engage Stakeholders.”

o

Now we move into execution and to explore

D

effective communication and collaboration with

stakeholders.

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 “Communication is the real work of
leadership”

_________________________________________________

e
ut
_________________________________________________
Communications are both personal and

ib
strategic. As a project leader, you need
_________________________________________________
to manage volumes of informal and

tr
formal conversations, emails _________________________________________________
documents and so on.

is
_________________________________________________

D
You also must establish healthy,
collaborative working relationships _________________________________________________
within the team and with stakeholders.

Project managers spend a great deal of

or
_________________________________________________
e
_________________________________________________
time communicating with stakeholders,
at

so it is important to ensure the right _________________________________________________

information is getting to the right
lic

stakeholder so timely decisions can be _________________________________________________

made, issues addressed, and
up

expectations met. _________________________________________________

_________________________________________________
D

Collaboration with stakeholders looks

different in each project, but let’s look at
some general guidelines. _________________________________________________
ot

\
_________________________________________________
N

_________________________________________________
o
D

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 Monitor Stakeholders and Their
Engagement

Review continuously and update the matrix.

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
is
_________________________________________________

D
_________________________________________________

or
e
at
lic
up
D
ot
N
o
D

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 Communications Management Plan

Components:
• Team member and stakeholder
identification

e
• Stakeholder communication requirements

ut
• Processes/guidance/templates
• Project information

ib
Team member and stakeholder ID

tr
is
_________________________________________________

D
_________________________________________________

or
Stakeholder communication requirements

_________________________________________________
e
at

_________________________________________________
lic

_________________________________________________
Processes/guidance/templates
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
Project information:
N

_________________________________________________
o

_________________________________________________
D

_________________________________________________

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 Managing Project Communications:
Communications Matrix

This is a shorter form of a communications

management plan.

e
ut
Format can be a spreadsheet, whiteboard, other

ib
Contents:

tr
_________________________________________________

is
_________________________________________________

D
_________________________________________________

or
_________________________________________________
e
_________________________________________________
at
lic
up
D
ot
N
o
D

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 Communications: Two Ways
Active listening

_________________________________________________

e
_________________________________________________

ut
_________________________________________________

ib
Effective feedback is:

tr
_________________________________________________

is
D
_________________________________________________

_________________________________________________
or
Reports and Formal Communication
e
at

Can you think of some examples?

lic

_________________________________________________
up

_________________________________________________

_________________________________________________
D
ot
N
o
D

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 How to Collaborate

Guidelines for collaboration

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
_________________________________________________

D
_________________________________________________

or
Use Information Radiators: Keep
Information Visible
e
at

Formats and benefits for collaboration.

lic

_________________________________________________
up

_________________________________________________

Watch a video and gain _________________________________________________

D

further information on
information radiators in
_________________________________________________
ot

Lesson 5!

_________________________________________________
N

_________________________________________________
o
D

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 Collaboration Activities

_________________________________________________

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
Communicate and Collaborate to Negotiate

D
_________________________________________________

or
_________________________________________________
e
_________________________________________________
at

_________________________________________________
lic

_________________________________________________
up

Meetings
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

_________________________________________________

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 Stakeholder Engagement Assessment
Matrix (SEAM)

Explain how to use this tool to help collaboration

and communication with stakeholders:

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
_________________________________________________

D
End of Topic 4E
or
e
_________________________________________________
at

_________________________________________________
lic
up
D
ot
N
o
D

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 TOPIC 4F | TRAINING, COACHING, AND MENTORING

ECO Coverage

1.6 Build a team

e
• Appraise stakeholder skills (1.6.1)

ut
1.5 Ensure team members/stakeholders are adequately trained

ib
• Determine required competencies and elements of training (1.5.1)

tr
• Determine training options on training needs (1.5.2)
• Allocate resources for training (1.5.3)

is
• Measure training outcomes (1.5.4)

D
1.13 Mentor relevant stakeholders

• or
• Allocate the time for coaching mentoring (stakeholders) (1.13.1)
Recognize and act on coaching mentoring opportunities (1.13.2)
e
Topic 4F: Training, Coaching and Mentoring
at

Let’s move from collaboration to training with team

lic

members and stakeholders. This is a different

leadership topic, but still within the realm of
up

“working together.”
D
ot
N
o
D

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 Foster a Knowledge-Sharing Culture

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
Agile coach / scrum master role

is
D
__________________________________________________

__________________________________________________
or
__________________________________________________
e
at

Training, Coaching and Mentoring:

Descriptions
lic

Descriptions and uses of each

up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

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 How to Acquire Required Competencies

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Plan for Training, Coaching and Mentoring

D
Describe a well-rounded plan for training, coaching and
mentoring:
or
__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot
N
o
D

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 Know the Value of Training, Coaching and
Mentoring

Treat knowledge as an asset!

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
is
__________________________________________________

D
__________________________________________________

or
Training, Coaching and Mentoring Discussion
e
• Have you ever had a valuable trainer, coach, or
at

mentor?
• Describe why they were effective.
lic

• Would people think you are a valuable trainer,

coach, or mentor? Why?
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Elements of Training

Tailor training options to the team:

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Coach Teams and Individuals in Project
Management
or
Explain the value of sharing project management with
e
others. Which types of knowledge should be shared?
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

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 Coach Groups and Individuals

Explore this diagram about coaching strategies in

adaptive and hybrid teams! Note the two levels of
coaching: individual and team coaching.

e
ut
__________________________________________________

ib
__________________________________________________

tr
is
__________________________________________________

D
__________________________________________________
Self-Organizing Teams Collaborate and
Learn
or
e
Tacit knowledge
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Measuring Training Outcomes

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Maintain Mentorships

D
__________________________________________________

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
Optional further reading:
lic

“Mentoring: a key competency

__________________________________________________
for program and project
up

professionals” URL:
[Link] __________________________________________________
entoring-key-competency-program-
D

project-professionals-6264
End of Topic 4F
ot
N

__________________________________________________
o

__________________________________________________
D

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 TOPIC 4G | MANAGE CONFLICT

ECO Coverage

1.1 Manage conflict

e
• Interpret the source and stage of the conflict (1.1.1)

ut
• Analyze the context for the conflict (1.1.2)
• Evaluate/recommend/reconcile the appropriate conflict resolution solution (1.1.3)

ib
1.12 Define team ground rules

tr
• Discuss and rectify ground rule violations (1.12.3)

is
1.10 Build shared understanding

D
• Investigate potential misunderstandings (1.10.4)
• Break down situations to identify the root cause of a misunderstanding (1.10.1)

or
e
Topic 4G: Manage Conflict
at

An extremely important part of project leadership is

lic

maintaining a peaceful, productive working

environment in which conflict is managed. In this
up

section, we learn how to deal with conflicts, so that

when they arise or escalate, you can attend to them.
D
ot
N
o
D

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 Why Conflict Management Matters

Ineffective conflict management leads to:

____________________________________________________

e
ut
____________________________________________________

ib
____________________________________________________

tr
Effective conflict management leads to:

is
____________________________________________________

D
____________________________________________________

or
____________________________________________________
e
____________________________________________________
at

Conflict Management: Roles

lic

Is conflict management different in predictive and

adaptive teams? How so? Who does what?
up

____________________________________________________
D

____________________________________________________
ot

____________________________________________________
N

____________________________________________________
o

____________________________________________________
D

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 Causes of Conflict: Context

Describe the common causes of conflict and

contexts

e
___________________________________________________

ut
____________________________________________________

ib
____________________________________________________

tr
is
Conflict as Part of Team Culture

D
____________________________________________________

or
____________________________________________________

____________________________________________________
e
at

____________________________________________________
lic

Optional further reading on ____________________________________________________

psychological safety on
[Link].
up

How to Handle Conflict

D

____________________________________________________
ot

____________________________________________________
N

____________________________________________________
o

____________________________________________________
D

____________________________________________________

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 Use Leas’ Levels of Conflict

____________________________________________________

____________________________________________________

e
ut
____________________________________________________

ib
• Level 1 - Problem to solve: Differences are
identified, then shared and discussed among

tr
Leas, Speed B. Leadership members. This level is a problem or task-
and Conflict. Nashville: oriented conflict, not a person or relationship-

is
Abingdon Press, 1983. oriented conflict.
• Level 2 - Disagreement: Personalities and

D
issues mix; therefore, problems cannot be
identified. At this stage, people begin to

•
or
distrust one another and make problems
personal.
Level 3 - Contest: Win/lose dynamic emerges,
e
followed by taking sides, distorted
at

communication, personal attacks. Conflict

objectives shift from focus on self-protection
lic

to winning the argument. People feel

threatened or invigorated and ready to fight.
up

• Level 4 - Fight/Flight: Conflict participants

may shift from winning to now trying to hurt or
get rid of their opponents. Intervention is
D

required.
• Level 5 - Intractable situation/War: People are
ot

now incapable of having a clear understanding

of issues. Efforts to destroy others’ reputation,
N

positions, or well-being are common. This

eventually ruins the relationship.
o
D

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 Use Interpersonal Skills to Manage Conflict

__________________________________________________

__________________________________________________

e
ut
Emotional

ib
Intelligence

tr
is
Influencing

D
Leadership
or
e
at

Decision-
Making
lic
up

Active
Listening
D
ot
N
o
D

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 Conflict Management Approaches

_________________________________________________

_________________________________________________

e
ut
ib
Smooth/

tr
Accommodate

is
Withdraw/

D
Avoid

Compromise/
Reconcile
or
e
at

Force/
lic

Direct
up

Collaborate/
Problem Solve
D
ot
N
o
D

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 End of Topic 4G

__________________________________________________

e
__________________________________________________

ut
End of Lesson 4

ib
tr
__________________________________________________

is
__________________________________________________

D
or
e
at
lic
up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
Lesson 5: Support Project Team Performance
or
e
at
lic

Description
up

This lesson explores concepts and tasks related to ensuring the team is doing its best work
D

and stays on track to achieving successful project outcomes.

ot

We explore both the “People” and “Process” domains of the ECO in this lesson.
N
o
D

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 e
ut
ib
tr
is
D
or
e
at

Topics
lic
up

A. Implement ongoing improvements

B. Support performance
D

C. Evaluate project progress

D. Manage project issues and impediments
ot

E. Manage project changes

N
o
D

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 Lesson Notes
TOPIC 5A | IMPLEMENT ONGOING IMPROVEMENTS

e
Topics Covered

ut
Continuous Improvement (CI)

ib
• Plan continuous improvement methods, procedures, and tools
• Assess CI framework

tr
• Plan CI methods, procedures, tools

is
• Recommend/Execute CI steps

D
Topic 5A: Implement Ongoing

or
Improvements

This lesson addresses the importance of

e
continuous improvement (CI) methods to project
at

practitioners and organizations.

lic
up

Continuous improvement is a
foundation of agile practices and
best/good practices in organizations.
D

Even though CI does not appear on the

ECO, it is an essential part of the project
ot

manager role.
N
o
D

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 Continuous Improvement (CI)

Definition and description

________________________________________________

e
ut
________________________________________________

ib
What is ‘kaizen’?

tr
________________________________________________

is
________________________________________________

D
Kaizen Video

or
e
at

________________________________________________
lic

________________________________________________
up

________________________________________________
A look at the approaches
that are widely credited as
________________________________________________
D

the beginning of the CI

knowledge area. ________________________________________________
ot

Duration: 1m 37s
N

You can find this video—and all the

o

others—in the LO CHOICE screen.

D

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 Assess Current CI Methods

________________________________________________

________________________________________________

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ut
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________________________________________________

tr
________________________________________________

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Lean Six Sigma

D
________________________________________________

or
________________________________________________
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at

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Others?

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up

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o
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 Conduct Retrospectives: Review and
Improve Methods

How to conduct a retrospective:

e
• Prepare topics for inspiration

ut
• On a board, make two columns: “What
Went Well” and “What Could Be Improved”

ib
• Ask attendees to add items to these lists
• Allow each participant to identify the

tr
reason for the improvement

is
• Decide common items that need
improvement and mark them

D
• Narrow the list to those improvement
areas that will bring value in the next sprint
•

•
or
Get team consensus on the plan
improvement
Update these tasks on the backlog after a
e
discussion with the product owner
at

• Implement changes
lic

What could you be doing better?

up

________________________________________________

________________________________________________
D

________________________________________________
ot

________________________________________________
N

________________________________________________
o

________________________________________________
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 Improve Your Improvement Methods

________________________________________________

________________________________________________

e
ut
A/B testing

ib
________________________________________________

tr
________________________________________________

is
________________________________________________

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Pareto chart

or
________________________________________________
e
________________________________________________
at

80/20 rule
lic

________________________________________________
up

________________________________________________
D

Update Processes and Standards

ot

________________________________________________
N

________________________________________________
o

________________________________________________
D

________________________________________________

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 Continuous Improvement Discussion

What are improvement procedures in your

organization?
What methods do you use?

e
ut
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________________________________________________

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________________________________________________

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________________________________________________

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________________________________________________

or
Lead with an Improvement Mindset
e
________________________________________________
at

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________________________________________________
up

________________________________________________
D

________________________________________________
ot

End of Topic 5A
N

________________________________________________
o

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 TOPIC 5B | SUPPORT PERFORMANCE

ECO Coverage

2.2 Manage communications

e
• Communicate project information and updates effectively (2.2.3)

ut
• Confirm communication is understood and feedback is received (2.2.4)

ib
1.4 Empower team members and stakeholders
• Support team task accountability (1.4.2)

tr
• Evaluate demonstration of task accountability (1.4.3)

is
1.6 Build a team

D
• Continuously assess and refresh team skills to meet project needs (1.6.3)
• Maintain team and knowledge transfer (1.6.4)

2.11 Manage project artifacts

or
• Continually assess the effectiveness of the management of the project artifacts
e
(2.12.3)
at

2.13 Determine appropriate project methodology/methods and practices

lic

• Use iterative, incremental practices throughout the project life cycle (e.g., lessons
learned, key stakeholder engagement, risk) (2.13.4)
up

Topic 5B: Support Performance

D

Supported teams perform better and are motivated

ot

to do their best work.

N

This lesson explores good practices for ensuring

team cohesion during execution of project work.
o
D

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 Project Team Leadership Objectives

_________________________________________________

_________________________________________________

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ut
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_________________________________________________

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Manage with Objectives, Tolerances,

D
Thresholds

or
_________________________________________________

_________________________________________________
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at

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_________________________________________________

_________________________________________________
up
D
ot
N
o
D

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 The Project Manager’s Role: Centralized
Model

Predictive

e
ut
• Ensures alignment of due dates — project
deliverables, project life cycle and benefits

ib
realization plan
• Provides a project management plan

tr
• Ensures creation and use of appropriate
knowledge to/from the project

is
• Manages project performance and changes
to project activities

D
• Makes integrated decisions about key
changes that impact the project
•

•
or
Measures and monitors progress, and takes
appropriate action
Collects, analyzes, and communicates
e
project information to relevant stakeholders
at

• Ensures completion of all project work and

formally closes each phase, contract, and
lic

the project as a whole

• Manages phase transitions when necessary
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N

_________________________________________________
o

_________________________________________________
D

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 Teams Roles and Responsibilities to
Support Performance: Review Exercise

e
In this hybrid project, the _________________

ut
oversees project management plan integration, but
delegates control of detailed product planning

ib
and delivery to the _________________.

tr
The _________________ focuses on building a cross-
Fill in the blanks using the role labels
functional team, a collaborative decision-making

is
at left.
environment and ensuring the team can respond

D
to changes.
PROJECT MANAGER

TEAM
or
The process role of _________________ helps the
team to understand the agile mindset and use
scrum processes.
e
at

To develop the SLC product, the _________________ is

lic

SCRUM MASTER/ the local domain expert that plans how to do the work
AGILE COACH and the _________________ looks after value creation.
up

PRODUCT OWNER Answers are on the next page.

D
ot
N
o
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 Optimize Communication

_________________________________________________

_________________________________________________

e
ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
Answers to quiz In this hybrid project, the project manager

D
oversees project management plan integration, but
delegates control of detailed product planning

or
and delivery to the team.

The project manager/agile coach / scrum

e
master focuses on building a cross-functional
at

team, a collaborative decision-making environment

and ensuring the team can respond to changes.
lic

The process role of agile coach / scrum master

up

helps the team to understand the agile mindset

and use scrum processes.
D

To develop the SLC product, the team is the local

domain expert that plans how to do the work and the
ot

product owner looks after value creation.

N
o
D

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 Use Feedback to Support High
Performance

_________________________________________________

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
_________________________________________________

is
D
Support Team Task Accountability

or
_________________________________________________

_________________________________________________
e
at

_________________________________________________
lic

_________________________________________________

_________________________________________________
up
D
ot
N
o
D

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 Show Roles and Responsibilities:
RAM/RACI

Leadership and management roles

e
_________________________________________________

ut
_________________________________________________

ib
_________________________________________________

tr
is
Responsibility assignment matrix

D
_________________________________________________

or
_________________________________________________

_________________________________________________
e
at

Some accountabilities are set and not transferable,

even on agile teams. Can you give an example?
lic

_________________________________________________
up

_________________________________________________
D

_________________________________________________
ot
N
o
D

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 Curate Knowledge as an Asset

Explicit knowledge

_________________________________________________

e
ut
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ib
_________________________________________________

tr
Tacit knowledge

is
_________________________________________________

D
_________________________________________________

or
_________________________________________________
e
Additional notes:
at

_________________________________________________
lic

_________________________________________________
up

_________________________________________________
D
ot
N
o
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 Incorporate Knowledge Transfer

Community of practice (COP)

_________________________________________________

e
ut
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ib
_________________________________________________

tr
_________________________________________________

is
Work shadowing

D
_________________________________________________

or
_________________________________________________
e
_________________________________________________
at

_________________________________________________
lic

Additional notes:
up

_________________________________________________
D

_________________________________________________
ot

_________________________________________________
N
o
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 Knowledge Management: Three Levels

_________________________________________________

e
_________________________________________________

ut
ib
tr
Individual
What do team

is
members need to

D
know to perform
project work?
Project
What’s required to
achieve
or
e
project goals?
at

Organization
lic

What’s required to
manage programs or
portfolios?
up
D
ot

Learn the Right Way to Motivate Your

Team
N

_________________________________________________
o

_________________________________________________
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 DO: DON’T:

e
ut
ib
tr
is
D
or
e
at
lic
up
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ot
N
o
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 Continuously Realign Team Efforts with
Value Delivery

_________________________________________________

e
_________________________________________________

ut
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ib
_________________________________________________

tr
is
Check on Artifact Maintenance

D
_________________________________________________

or
_________________________________________________

_________________________________________________
e
at

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lic

End of Topic 5B
up

_________________________________________________
D

_________________________________________________
ot
N
o
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 TOPIC 5C | EVALUATE PROJECT PROGRESS
ECO Coverage

2.8 Plan and manage scope

• Monitor and validate scope (2.8.3)

e
ut
2.6 Plan and manage schedule
• Measure ongoing progress based on methodology (2.6.4)

ib
• Modify schedule, as needed, based on methodology (2.6.5)
• Coordinate with other projects and other operations (2.6.6)

tr
is
2.5 Plan and manage budget and resources
• Monitor budget variations and work with governance process to adjust as

D
necessary (2.5.3)

2.1
or
Execute project with the urgency required to deliver business value
• Examine the business value throughout the project (2.1.2)
e
2.7 Plan and manage quality of products/deliverables
at

• Continually survey project deliverable quality (2.7.3)

• Recommend options for improvement based on quality gaps (2.7.2)
lic

Topic 5C: Evaluate Project Progress

up

In this topic, we’ll learn how to measure project

D

progress and set it up for success.

ot
N
o
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 Guidelines to Measuring Performance

Scope

__________________________________________________

e
ut
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Schedule

ib
__________________________________________________

tr
__________________________________________________

is
Budget

D
__________________________________________________

or
__________________________________________________
Resources
e
at

__________________________________________________
lic

__________________________________________________
Quality
up

__________________________________________________
D

__________________________________________________
Risk
ot

__________________________________________________
N

__________________________________________________
o
D

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 Report on Performance: Tailor if Required

__________________________________________________

__________________________________________________

e
ut
ib
Milestone schedule

tr
Quality reports

is
Earned value management

D
(EVM) reports

Variance analysis reports

or
e
at

Work performance dashboards

lic
up
D

Monitor Scope
ot

__________________________________________________

__________________________________________________
N

_________________________________________________
o
D

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 Scope Validation: Customer Accepts
Completed Deliverables

__________________________________________________

e
__________________________________________________

ut
ib
How does the customer accept the deliverables in each type of life cycle?

tr
is
D
or
e
at
lic
up
D
ot

1. In a predictive development approach,

Now let’s check that you learned! which artifact helps determine the
N

acceptance criteria?
a. Responsibility traceability matrix
b. Scope statement
o

Answers are on the next page. c. Team charter

D

d. Stakeholder engagement plan

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 2. In an adaptive development approach,
what helps determine that the acceptance
criteria for user stories have been met?
a. Product roadmap
b. Definition of done

e
c. Release plan
d. Kanban board

ut
ib
Measure Schedule Performance

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
Earned value (EV)
e
at

__________________________________________________
lic

__________________________________________________

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

Quality metric

__________________________________________________
N

__________________________________________________
o
D

__________________________________________________

Variance analysis

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 __________________________________________________

__________________________________________________

e
Answers to scope validation quiz B. Scope statement

ut
B. Definition of done
Schedule Management Tools

ib
List and describe some schedule management
tools used in predictive approaches:

tr
is
__________________________________________________

D
__________________________________________________

or
__________________________________________________

__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________
up

Visualize Performance

Explain how we show committed versus completed

D

work:
ot

__________________________________________________
N

__________________________________________________
o

_________________________________________________
D

__________________________________________________

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 __________________________________________________

__________________________________________________

e
ut
ib
tr
is
D
Duration 2m 34s Information Radiators Video
or
A look at the information radiators and the value
e
We already learned about how to use they provide.
at

information radiators to create

transparency and collaborative spaces
lic

and environments. This video show __________________________________________________

how to use information radiators to
__________________________________________________
up

monitor, communicate, and be able to

act on project progress and work.
__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 __________________________________________________
Burns Charts: Burndown (Iteration)

__________________________________________________

e
ut
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ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Burns Charts: Burnup (Release)

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

Task Board
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

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 __________________________________________________

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
Estimate Velocity: Aim for Constant Rate

tr
__________________________________________________

is
D
__________________________________________________

__________________________________________________

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

Continuous Flow Approaches: Measure

Throughput, Lead and Cycle Time
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 __________________________________________________

Budget Challenges

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
D
__________________________________________________

__________________________________________________

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic
up
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ot
N
o
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 Earned Value Management (EVM) – two
slides

Define and describe EVM

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
is
__________________________________________________

D
__________________________________________________

or
Planned value

__________________________________________________
e
at

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lic

Earned value

__________________________________________________
up

__________________________________________________
D

Actual cost

__________________________________________________
ot

__________________________________________________
N
o
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 EVM Measures for Schedule Control
Make note of definitions and formulas!

Schedule variance - Is the project progressing on

schedule?

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Schedule performance index - How efficiently is the

D
team working?

or
__________________________________________________

__________________________________________________
e
at

__________________________________________________
lic

EVM Measures for Cost Control

Make note of definitions and formulas!
up

Cost variance - Is the project on budget?

D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

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D

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 Cost performance index - How efficient is my
project?

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
EAC/ETC Analysis

tr
is
EAC – Estimate at completion
ETC – Estimate to complete

D
• Are more funds required
•
• or
What will the project cost in total?
How much more is required to complete the
planned work?
e
at

Make note of definitions and formulas!

lic

__________________________________________________
up

__________________________________________________

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N
o
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 EVM

Here we consider how EVM can be used and the

benefits in different kinds of projects.

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
D
Manage and Lead Resources

or
__________________________________________________

__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________
Physical Resource Management
up

__________________________________________________
D

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ot

__________________________________________________
N

__________________________________________________
o

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D

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 Update Resource Allocation

__________________________________________________

__________________________________________________

e
ut
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ib
__________________________________________________

tr
__________________________________________________

is
D
Handle Contract Changes and Disputes

__________________________________________________
or
__________________________________________________
e
__________________________________________________
at
lic

__________________________________________________
up

Quality Management Guidelines

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D

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ot

__________________________________________________
N

__________________________________________________
o

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 Evaluate and Manage Quality

__________________________________________________

e
__________________________________________________

ut
ib
tr
is
Predictive

D
or
e
at
lic
up

Adaptive
D
ot
N
o
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 Quality Audit

Define and describe

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
Additional notes:

is
__________________________________________________

D
__________________________________________________

or
__________________________________________________
Control Quality Tools
e
at

List the tools used to control quality in the following

tasks:
lic

Data gathering
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

Data analysis
o

__________________________________________________
D

__________________________________________________

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 Data representation

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
Control Quality Tools: Example

is
__________________________________________________

D
__________________________________________________

or
__________________________________________________
e
Data Visualization: Quality Tool—Cause and
at

Effect Diagram
lic

What is this diagram also called?

up

__________________________________________________
D

Explain how to use this diagram.

ot

__________________________________________________

__________________________________________________
N

__________________________________________________
o
D

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 Data Visualization: Quality Tool — Scatter
Diagram

Explain how to use this tool.

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Data Visualization: Quality Tool — Control

D
Chart
Explain how this tool works

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

Data Visualization: Quality Tool —

Histogram and Pareto Chart
D

Explain how this tool works

ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 Ensure Quality of Processes and Product

During project execution, we create, update, and

validate the quality of project processes and
products.

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
Verify Deliverables

__________________________________________________
e
at

__________________________________________________
lic

__________________________________________________

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N
o
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 Evaluate and Manage Risk

How do you know that risk management is

adequate/working for a project?

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
D
__________________________________________________

__________________________________________________
or
Can you identify some typical risk management
e
practices that keep projects progressing fluidly?
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
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 Monitor Risks

Guidelines

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Questions to ask

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

Review Your Reserves

up

Reserve analysis

__________________________________________________
D

__________________________________________________
ot

Additional notes:
N

__________________________________________________
o

__________________________________________________
D

__________________________________________________

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 Risk Register

Guidelines

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
__________________________________________________

or
__________________________________________________
e
Risk Management Discussion
at

When you think about risks in a project, which do

lic

you think are the most serious? How do you know?

up

__________________________________________________

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o

__________________________________________________
D

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 Manage Compliance as the Highest Priority

Guidelines for managing compliance

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
Examine Business Value

D
How often and how well does your project team

or
really focus efforts on examining the business value
of the project during execution? How could you
improve this?
e
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

End of Topic 5C
ot

__________________________________________________
N

__________________________________________________
o
D

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 TOPIC 5D | MANAGE PROJECT ISSUES AND IMPEDIMENTS

ECO Coverage

2.15 Manage project issues

e
• Recognize when a risk becomes an issue (2.15.1)

ut
• Attack the issue with the optimal actions to achieve project success (2.15.2)
• Collaborate with relevant stakeholders on the approach to resolve the issues

ib
(2.15.3)

tr
1.7 Address and remove impediments, obstacles, and blockers for the team

is
• Determine critical impediments, obstacles, and blockers for the team (1.7.1)
• Prioritize critical impediments, obstacles, and blockers for the team (1.7.2)

D
• Use network to implement solutions to remove impediments, obstacles, and
blockers for the team (1.7.3)

or
• Re-assess continually to ensure impediments, obstacles and blockers for the team
are being addressed (1.7.4)
e
Topic 5D: Manage Project Issues and
at

Impediments
lic

Change is inevitable, but it is rarely

up

insurmountable. Let’s look at strategies, tools,

and techniques for managing project changes!
D
ot
N
o
D

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 Problem Vocabulary: Impediments,
Obstacles and Blockers

e
Describe the role of the servant leader (project
manager) in removing obstacles for the team:

ut
______________________________________________

ib
______________________________________________

tr
is
______________________________________________
Issue or Impediment? Just Solve the

D
Problem

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
The difference between the terms
‘issue log’ and ‘impediment log’ is
D

Guidelines for use:

primarily due to use of the Scrum
framework. However, adaptive __________________________________________________
ot

teams tend to use the term

‘impediment log’ while predictive __________________________________________________
N

teams use ‘issue log’.

o
D

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 Risks and Issues

Ensure you understand the relationship between

risks and issues.

e
• A risk is generally defined as an event that

ut
might impact a project.
• An issue is a risk that has happened and will

ib
impact the project.
• An issue can also just happen, without a

tr
known risk being present – these kinds of

is
issues arise from unknown factors

D
Risks

or
______________________________________________

______________________________________________
e
at

______________________________________________
lic

______________________________________________
up

Issues

______________________________________________
D

______________________________________________
ot

______________________________________________
N
o
D

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 Issues

These are the areas in a project that are prone to

issues:

e
• Scope change control

ut
• Schedule control

ib
• Cost control
• Project variance analysis

tr
• Quality
• Risk

is
• Procurement

D
• Communications

Can you think of some examples?

or
_________________________________________________________
e
at

_________________________________________________________
lic

_________________________________________________________

_________________________________________________________
up

_________________________________________________________
D

_________________________________________________________
ot
N
o
D

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 Issue Resolution: Guidelines

______________________________________________

______________________________________________

e
ut
______________________________________________

ib
______________________________________________

tr
is
D
or
e
at

This example issue log uses activities from the Shawpe project case study.
lic

Discover and Solve Impediments Using

Scrum
up

______________________________________________
D

______________________________________________

______________________________________________
ot

______________________________________________
N
o
D

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 Remove Impediments: Overview

______________________________________________

______________________________________________

e
ut
______________________________________________

ib
______________________________________________

tr
Discussion

is
How does your team solve problems?

D
______________________________________________

or
______________________________________________

______________________________________________
e
at

______________________________________________
lic

End of Topic 5D
up

______________________________________________
D

______________________________________________
ot
N
o
D

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 TOPIC 5E | MANAGE PROJECT CHANGES

ECO Coverage

3.3 Evaluate and address external business environment changes for impact on scope

e
• Survey changes to external business environment (e.g., regulations, technology,

ut
geopolitical, market) (3.3.1)
• Assess and prioritize impact on project scope/backlog based on changes in

ib
external business environment (3.3.2)
• Recommend options for scope/backlog options (e.g., schedule, cost changes)

tr
(3.3.3)

is
• Continually review external business environment for impacts on project
scope/backlog (3.3.4)

D
2.10 Manage project changes

practices (2.10.1) or
• Anticipate and embrace the need for change (e.g., follow change management

• Execute change management strategy according to the methodology (2.10.3)

e
• Determine a change response to move the project forward (2.10.4)
at

Topic 5E: Manage Project Changes

lic

Change is inevitable, but it is rarely insurmountable.

up

Let’s look at strategies, tools, and techniques for

managing project changes!
D
ot
N
o
D

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 Interactive/Discussion
Which constitutes a change in a project?
Can a change come from anywhere?
How does the life cycle and development approach
affect our response to change?

e
ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
___________________________________________________

D
___________________________________________________

or
Causes of Project Changes
e
Typical causes for changes in predictive projects:
at

• Inaccurate initial estimates

• New regulations
lic

• Missed requirements
• Specification changes
up

Are any of these also causes of changes in adaptive

projects?
D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o
D

___________________________________________________

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 Be a Changemaker and a Change Leader

• Be a diligent, respectful, and caring steward

• Recognize, evaluate, and respond to system
interactions

e
• Navigate complexity

ut
• Create a collaborative project team
environment

ib
• Demonstrate leadership behaviors
• Optimize risk responses

tr
Explore PMI’s Make Reality • Effectively engage with stakeholders
hub, the virtual home of • Tailor based on context

is
changemakers! • Embrace adaptability and resiliency
• Focus on value

D
• Build quality into processes and deliverables
• Enable change to achieve the envisioned

or
future state

How many of these project management principles are

e
associated with the concept of change?
at
lic

Monitor the External Business Environment

up

___________________________________________________
D

___________________________________________________

___________________________________________________
ot

___________________________________________________
N
o
D

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 Manage Change: Overview and Controls

Notes on change controls across development

approaches

e
___________________________________________________

ut
___________________________________________________

ib
___________________________________________________

tr
___________________________________________________

is
D
Change Management Process Flowchart

•
or
Effective change control system includes:

Forms
e
• Tracking methods - a change log updated at
at

each step
• Processes
lic

• Approval levels required for authorizing or

rejecting requested changes
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________

___________________________________________________
N

Every change request ends in one of two ways —

o

either it is rejected, or the project is rebalanced.

D

Explore the change management process pathways

in the diagram.

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 Change Requests: Four Types
•
• Corrective action

___________________________________________________

e
ut
___________________________________________________

ib
___________________________________________________

tr
• Preventive action

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
e
• Defect repair
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

• A change

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o
D

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 Change Control Systems: Change Control
Board

___________________________________________________

e
___________________________________________________

ut
___________________________________________________

ib
Change control board

tr
is
___________________________________________________

D
___________________________________________________

or
___________________________________________________

Manage Contract Changes and Resolve

e
Problems
at

___________________________________________________
lic

___________________________________________________
up

___________________________________________________
D

Contract Change Control System

ot

___________________________________________________
N

___________________________________________________
o

___________________________________________________
D

___________________________________________________

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 Types of Contract Changes

Component

e
Administrative

ut
changes

ib
Contract

tr
modification

is
Which kinds of changes do you think

D
Supplemental
are more likely to cause conflict? agreement
Why? How can these be avoided?
or
Constructive
e
changes
at
lic

Termination of
contract
up

Legal Concepts When Managing Disputes

D

___________________________________________________
ot

___________________________________________________
N

___________________________________________________
o
D

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 Process, Adjudicate, and Communicate
Claims

___________________________________________________

e
___________________________________________________

ut
___________________________________________________

ib
What kinds of changes do you think are more likely

tr
to cause conflict? Why? How can these be avoided?

is
___________________________________________________

D
___________________________________________________

or
___________________________________________________
e
Update Project Management Plan
at

Describe the final steps in processing a change

lic

___________________________________________________
up

___________________________________________________
D

___________________________________________________
ot

___________________________________________________
N
o
D

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 End of Topic 5E

___________________________________________________

e
___________________________________________________

ut
ib
End of Lesson 5

tr
is
___________________________________________________

D
___________________________________________________

or
e
at
lic
up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
Lesson 6: Closing the Project/Phase
or
e
at
lic

Description
up

Regardless of whether the project is completed successfully or cancelled prematurely, there

D

are several activities that should be performed to close out the work.
ot
N
o
D

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 e
ut
ib
tr
is
D
Topics
or
e
A. Project phase/closure
at

B. Benefits realization
C. Knowledge transfer
lic
up
D
ot
N
o
D

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 Lesson Notes
TOPIC 6A | PROJECT PHASE/CLOSURE

e
ECO Coverage

ut
1.8 Negotiate project agreements

ib
• Verify objective(s) of the project agreement is met (1.8.3)

tr
2.17 Plan and manage project/phase closure or transitions

is
• Validate readiness for transition (e.g., operations team or next phase) (2.17.2)
• Conclude activities to close out project or phase (e.g., final lessons learned,

D
retrospectives, procurement, financial, resources) (2.17.3)

or
Topic 6A: Project/Phase Closure
e
Whether it’s closure of an entire project, or an
at

individual phase, specific activities are required.

Let’s start with the various reasons for closure of
lic

a phase or a project before moving on to

discussing appropriate activities for the closing
up

process.

A predictive project uses a closeout process,

D

while teams using adaptive approaches

complete work and “release” the result to the
ot

customer and then continue to the next release.

N
o
D

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 Why Phases or Projects Close: Fulfillment

Acceptance criteria

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
Definition of Done (DOD)

is
_______________________________________________

D
_______________________________________________

or
_______________________________________________
e
Why Phases or Projects Close:
at

Premature or Forced Closure

lic

______________________________________________
up

_______________________________________________

_______________________________________________
D

Can you think of examples?

ot

_______________________________________________
N

_______________________________________________
o
D

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 Close Project or Phase Activities

_______________________________________________

_______________________________________________

e
ut
_______________________________________________

ib
Final report

tr
_______________________________________________

is
_______________________________________________

D
_______________________________________________

or
Transitions (Handovers)
e
_______________________________________________
at

_______________________________________________
lic

_______________________________________________
up

Do you use a rollout plan? What does it include?

D

_______________________________________________
ot

_______________________________________________
N
o
D

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 Transition/Handover Readiness

_______________________________________________

_______________________________________________

e
ut
Assess the readiness of all parties, including:

ib
• ________________________________________

tr
• ________________________________________

is
• ________________________________________

D
• ________________________________________

or
Transition/Handover Activities
e
at

What activities are part of a transition/handover?

lic

_______________________________________________

_______________________________________________
up

_______________________________________________
D

_______________________________________________
ot
N
o
D

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 Interactive/Activity

• Do you remember the difference between

explicit and tacit knowledge?

e
ut
• Discuss the importance of transferring
both kinds of knowledge from the project

ib
team to the customer.

tr
•

is
Give an example of how your team has
done it in the past.

D
_______________________________________________

or
_______________________________________________
e
_______________________________________________
at

_______________________________________________
lic

_______________________________________________
up

_______________________________________________
D

_______________________________________________
ot

_______________________________________________
N
o
D

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 Paying and Closing Contracts

______________________________________________

_______________________________________________

e
ut
_______________________________________________

ib
tr
is
D
DO: DON’T:
or
e
at
lic
up
D
ot
N
o
D

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 Finalizing Contracts

_______________________________________________

_______________________________________________

e
ut
_______________________________________________

ib
_______________________________________________

tr
_______________________________________________

is
End of Topic 6A

D
or
___________________________________________________

___________________________________________________
e
at
lic
up
D
ot
N
o
D

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 TOPIC 6B | BENEFITS REALIZATION

ECO Coverage

e
3.2 Evaluate and deliver project benefits and value

ut
• Document agreement on ownership for ongoing benefit realization (3.2.2)
• Verify measurement system is in place to track benefits (3.2.3)

ib
tr
Topic 6B: Benefits Realization

is
Value is delivered when the customer

D
organization can use, or realize, the requested
benefits of a project.

or
This is an extremely important, yet typically
ignored subject. When the project is transitioned
e
or delivered to the business, the project team is
at

no longer involved. Benefits realization, from the

perspective of the project team, is about effective
lic

planning and a delivery or release schedule that

satisfies the customer’s requirements.
up
D
ot
N
o
D

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 Early and Long-Term Benefits Realization

________________________________________________

e
________________________________________________

ut
________________________________________________

ib
Can you identify a type of project in which value is

tr
delivered very early?

is
________________________________________________

D
________________________________________________

or
________________________________________________
e
And a project in which value is delivered months
at

or even years after transition?

lic

________________________________________________
up

________________________________________________

________________________________________________
D

________________________________________________
ot
N
o
D

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 Benefits Transition and Sustainment:
Responsibilities

Benefits management plan

e
________________________________________________

ut
________________________________________________

ib
________________________________________________

tr
is
DevOps

D
________________________________________________

or
________________________________________________

________________________________________________
e
at

Additional notes:
lic

________________________________________________
up

________________________________________________

________________________________________________
D

________________________________________________
ot

________________________________________________
N

________________________________________________
o

________________________________________________
D

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 Benefits Transition and Sustainment: An
Explanation

Spend some time exploring this chart that

explains how project benefits can be measured

e
and transitioned to the customer.

ut
ib
tr
Project team

is
Customer
Product owner or project

D
manager

or
e
at
lic
up
D
ot
N
o
D

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 Benefits Management Plan

Define and describe the importance of the

benefits management plan

e
________________________________________________

ut
________________________________________________

ib
Business document

tr
is
________________________________________________

D
________________________________________________

or
________________________________________________
Benefits Owner
e
Who can be a benefits owner?
at
lic

________________________________________________

________________________________________________
up

________________________________________________
D

What is the benefit owner’s role and

ot

responsibility?
N

________________________________________________

________________________________________________
o
D

________________________________________________

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 Verify Benefits Realization

________________________________________________

________________________________________________

e
ut
________________________________________________

ib
________________________________________________

tr
________________________________________________

is
________________________________________________

D
End of Topic 6B

or
___________________________________________________
e
___________________________________________________
at
lic
up
D
ot
N
o
D

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 TOPIC 6C | KNOWLEDGE TRANSFER

ECO Coverage

2.16 Ensure knowledge transfer for project continuity

e
• Confirm approach for knowledge transfers (2.16.3)

ut
ib
Topic 6C: Knowledge Transfer

tr
Knowledge transfer occurs between team

is
members and stakeholders during the project, but it

D
also becomes an asset to the organization and
future projects as part of the historical project

or
information.

This includes both the archiving of project artifacts

e
per the OPAs as well as consolidating the individual
at

lessons learned captured throughout the project

into the organization’s lessons learned repository.
lic
up
D
ot
N
o
D

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 Knowledge Management During Closing
Lessons learned register

__________________________________________________

e
__________________________________________________

ut
__________________________________________________

ib
__________________________________________________

tr
Lessons learned repository

is
D
__________________________________________________

__________________________________________________
or
__________________________________________________
e
Conduct Project Retrospective
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

__________________________________________________
N

__________________________________________________
o
D

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 Finalize Lessons Learned

__________________________________________________

__________________________________________________

e
ut
__________________________________________________

ib
__________________________________________________

tr
__________________________________________________

is
__________________________________________________

D
Consolidating Lessons Learned

or
__________________________________________________
e
__________________________________________________
at

__________________________________________________
lic

__________________________________________________
up

__________________________________________________
D

__________________________________________________
ot

Final Report: Summary of Project or Phase

Performance Result
N
o
D

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 Description

Scope
objectives
Quality

e
objectives

ut
Cost
objectives

ib
Validation
information

tr
Schedule

is
objectives
Benefits

D
realization
Risks or
issues
encountered
or
e
at
lic
up
D
ot
N
o
D

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 End of Topic 6C

___________________________________________________

e
ut
___________________________________________________

ib
tr
End of Lesson 6

is
D
___________________________________________________

___________________________________________________

or
e
at
lic
up
D
ot
N
o
D

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