e

ut
ib
tr
is
D
LESSON 2

or
START THE

e
PROJECT

at
lic
• Identify and Engage
Stakeholders

up
• Form the Team
• Build Shared Understanding D
• Determine Project Approach
ot
N
o
D

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 Learning Objectives

e
ut
ib
tr
• Define and discuss stakeholders and the most effective ways to communicate with them.

is
D
• Explain the best ways to form a team.

or
• Describe how to build the most effective understanding of a project and how doing so relates
to executing a project successfully.

e
• Explain how predictive and adaptive project life cycles work; explain what a hybrid

at
development approach is.

lic
• Decide which kind of development approach or life cycle is best suited for work.

up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
or
Identify and Engage Stakeholders

e
at
TOPIC A

lic
up
D
ot
N
o
D

3
Licensed For Use Only By: Mushunoori Bharani Krishna Murthy 6781292 Jul 2 2023 3:42AM
Typical Project

e
Stakeholders*

ut
ib
tr
is
D
• End users • Sponsors
Can you categorize these

or
• Customers • Business partners
stakeholders?
• Which are typically • Employees • Suppliers and contractors

e
at
project team • Organization • Government

lic
members? Which are
• Managers • Community
not?

up
• Which are typically
active in project work? D
ot
N
o
D

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Stakeholder and

e
Communications

ut
Management

ib
tr
Overview

is
D
• Stakeholder register

or
• Stakeholder engagement plan

e
• Communications management plan

at
• Stakeholder engagement assessment

lic
matrix (SEAM)
• Assessment grids / matrices / models

up
D
ot
N
o
D

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Copyright2023©
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provided
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PMI®
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Stakeholder

e
Identification

ut
Who are they?
• Check the business case and benefits management plan for

ib
names

tr
• Later, check the issue/impediments log, change log or

is
requirements documents to see who else is needed or named

D
or
What’s their relationship to the project?
• Interest

e
• Involvement

at
• Interdependencies

lic
• Influence

up
• Potential impact on project success
D
ot

Identify and engage stakeholders early to

N

avoid surprises later in the project!

o
D

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Assess

e
Stakeholders

ut
Data Gathering
• Questionnaires and surveys

ib
• Brainstorming

tr
is
Data Analysis

D
• Stakeholder analysis — What are their “stakes” in the project? — i.e.,

or
interest, rights, ownership, knowledge, contribution
• Document analysis

e
at
Data Representation

lic
• Two-dimensional (2D) grids

up
• Power/interest
D • Power/influence
• Impact/influence
ot

• 3D grid — Stakeholder “cube”

N

• Salience model
• Directions of influence
o
D

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Create the

e
Stakeholder

ut
Register

ib
• Capture and record important stakeholder information

tr
• Factor in OPAs

is
• Update it! Describe the evolving relationship with stakeholders

D
throughout the project

or
Contains the information necessary to execute the

e
at
stakeholder engagement plan

lic
up
D • Refer to stakeholder registers from previous, similar
projects for help
ot
• Remember this is a public document, so ensure the
N

information presented is appropriate

o
D

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 Stakeholder Register

e
ut
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

ib
On-time completion, successful
1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

tr
Government partner (liaison); funding Successful completion of facility and
2

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

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

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

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

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

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

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

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

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors
D
External Vendors - building clear instructions, contract Neutral
ot
11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor
N

Oasestown Community Community group operating in

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

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Know Your

e
Stakeholders

ut
ib
Go Beyond Job Power Level of authority

tr
Titles

is
Interest Level of concern about project outcomes

D
• Ability to influence project outcomes or cause changes to

or
Influence planning or execution
• Magnitude of potential contribution or disruption to project

e
aka

at
attitude or
Use a descriptive term — e.g., champion, supporter, neutral,

lic
impact
detractor

up
D
Tailor stakeholder assessments to suit project needs. The goal of
ot
this exercise is to facilitate your planning of effective
communication with the stakeholders!
N
o
D

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 Stakeholder Mapping

e
HIGH

ut
Use two dimensions to map stakeholders: KEEP MANAGE

ib
SATISFIED CLOSELY
• Power and interest grid

tr
POWER
• Power and influence grid

is
D
• Impact and influence grid
MONITOR KEEP

or
INFORMED
Or use three dimensions – a cube –

e
at
to refine the analysis further! LOW INTEREST HIGH

lic
up
Method:
• Place each stakeholder on the grid (do
D
not use names)
ot

• Use the same quadrant labels, but

N

change the axis labels

o
D

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Directions of

e
Influence

ut
You should understand the social network of project

ib
stakeholders, specifically the direction of their influence on
the project.

tr
is
D
Parent organization — senior management

or
Upward
(business, financial interests)

e
Downward In the project hierarchy — team or specialists

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

up Friendly or competitive for resources —

D
Sideward project manager's peers, other organizational
ot

departments
N
o
D

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Salience

e
Model

ut
ib
URGENCY LEGITIMACY

tr
• Level of required Appropriate involvement

is
attention/detail Or proximity, as applied to

D
• Time constraints team stakeholders,

or
Focus on the product indicating level of
owner role. Are they • High stakes
involvement with project

e
familiar, interested
work

at
and engaged enough

lic
with the project to
make decisions and POWER

up
move the project
forward? D Level of
authority
ot
N
o
D

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Stakeholder Perceptions

e
ut
ib
tr
• Must be holistically understood in

is
customer-centric project

D
management approaches

or
• Can be damaging to a project,
whether they are negative or

e
at
positive

lic
Why do you think it’s important

up
to understand both positive and
negative stakeholder D
perceptions of your project?
ot
N
o
D

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Capture

e
Stakeholder

ut
Key stakeholders
Feedback and

ib
• Interview to understand project requirements and

tr
Perceptions vision and communication preferences

is
D
or
All stakeholders

e
• Appropriate, regular project communications
• Interpersonal skills

at
lic
• Active listening
• Emotional

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

• Posters and advertising

o
D

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Plan to

e
Communicate

ut
with

ib
tr
Stakeholders

is
D
or
Stakeholder engagement plan identifies required management
strategies to effectively engage stakeholders.

e
at
lic
Team fulfills strategies via communications described in the

up
communications management plan.
D
ot
N
o
D

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Communication

e
Requirements

ut
Analysis

ib
tr
is
D
• Leads to a clear articulation of the stakeholders’

or
communications needs

e
• Enables effective choices about communication topics,

at
frequency, models and technologies

lic
• Output is a grid, questionnaire or survey that documents the

up
communication and technology requirements for each
D
stakeholder
ot
N
o
D

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Communication:

e
Methods and

ut
Technologies

ib
tr
Meetings/verbal
• Physical (face to face)

is
• Virtual (videoconferencing)

D
• Phone call

or
e
Do you use any other Digital/electronic media

at
communication methods • Websites and social media
• Instant/text messaging via phone or

lic
or techniques on your
projects? platform

up
• Email or fax
Are there types your D
organization does not
Physical
ot
allow? Why?
• Body language and gestures
N

• White boards
o
D

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Communication

e
Methods

ut
PUSH

ib
tr
PULL

is
D
or
• Conversation (virtual or in
Push — sender determines: person)

e
• Send an email • Workshops/collaboration

at
• Make a phone call • Whiteboarding

lic
up
Pull — receiver determines: Agile teams are
• Post information on team
D colocated whenever
board possible so that they can
ot
• Store reference documents in be highly collaborative.
electronic repository — e.g.,
N

SharePoint
o
D

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Communication

e
Challenges /

ut
Considerations

ib
• Urgency of need for information

tr
is
• Availability and reliability of technology

D
• Ease of use

or
• Project environment – e.g., language and
formality

e
at
• Sensitivity and confidentiality of information

lic
• Communications OPAs — e.g., social media

up
protocols
• Data protection laws/regulations
D
• Accessibility requirements
ot
N
o
D

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Communication

e
Model*

ut
Cross-Cultural Communication Model

ib
tr
is
D
or
e
Think of an example of a

at
transmission. Depending on
the method, what kinds of

lic
noise can play a part?

up
D
ot
N
o
D

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Stakeholder

e
Engagement

ut
Strategy

ib
• Involve stakeholders

tr
• Enable appropriate management strategies

is
• Create and maintain relationships

D
or
e
at
lic
up
D
ot
N
o
D

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 Example Stakeholder Engagement Assessment Matrix

e
(SEAM)

ut
ib
tr
is
Stakeholder Unaware Resistant Neutral Supportive Leading

D
Tailor labels for 1 D C

or
stakeholder levels 2 C D
of engagement to

e
3 C D
your context, team

at
or organization.

lic
4 C D
Don’t use names

up
5 C D
on the matrix –
refer to D
stakeholders by 6 C D
ot
number.
N

C – Current engagement level | D – Desired engagement level

o
D

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ECO Coverage

e
ut
ib
1.9 Collaborate with stakeholders

tr
• Evaluate engagement needs for stakeholders

is
(1.9.1)

D
2.4 Engage stakeholders

or
• Analyze stakeholders (power interest grid,
influence, impact) (2.4.1)

e
• Categorize stakeholders (2.4.2)

at
• Develop, execute and validate a strategy for

lic
stakeholder engagement (2.4.4)

up
2.2 Manage communications
• Analyze communication needs of all D
stakeholders (2.2.1)
ot
• Determine communication methods,
channels, frequency and level of detail for all
N

stakeholders (2.2.2)
o
D

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 e
ut
ib
tr
is
D
or
Form the Team

e
at
TOPIC B

lic
up
D
ot
N
o
D

25
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Create a

e
Collaborative

ut
Team Culture

ib
tr
Project manager:

is
• Builds team agreements, structures and processes that

D
support a culture that enables individuals to work together
and benefit from interactions

or
(Optional) • Tailors a resource management plan

e
How do you think a

at
collaborative team

lic
culture can be created in
a hybrid approach? Give

up
some examples!
• The team assembles and self-organizes to support project
D requirements.
ot
N
o
D

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Project Team

e
Formation

ut
Video

ib
tr
is
Tuckman’s

D
Ladder of Team

or
Development

e
at
Dr. Bruce Tuckman

lic
up
D
ot
N
o
D

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Project Team

e
Formation

ut
ib
Key Concepts

tr
is
D
Self-organizing team: A cross-functional team in which people fluidly
assume leadership as needed to achieve the team’s objectives.

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

at
understanding and addressing the needs and development of team

lic
members in order to enable the highest possible team performance.

up
D These concepts can be applied in any kind of project team.
ot
N
o
D

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Project

e
Manager Role

ut
in Adaptive

ib
Leadership and management models:

tr
Teams

is
• Centralized: All team members practice leadership activities and

D
accountability is usually assigned to one individual, such as the project

or
manager or similar role (team lead).

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

at
to enable communication, collaboration and engagement on accountable

lic
tasks.

up
If a team is self-organizing, is a project manager needed?
D • If not, which of these models works best?
• If yes, what does that role look like?
ot
N
o
D

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Hybrid Team Formation

e
ut
Example

ib
tr
Centralized coordination by a project

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

D
or
e
at
lic
up
D
ot
N
o
D

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Project Team

e
Composition

ut
ib
tr
is
D
• Refers to team’s makeup and how team members are brought together

or
• Varies based on organizational culture, location and scope
• Can be full-time or part-time members

e
at
• Includes varied knowledge and expertise — i.e., generalists and

lic
specialists

up
D
ot
N
o
D

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Project Team Roles

e
ut
ib
tr
• Project management staff

is
• Project work staff

D
• Supporting experts

or
• Business partners

e
at
lic
up
D
ot
N
o
D

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Identify

e
Project

ut
Resource

ib
tr
Requirements Provision team members, external contractors and suppliers and physical

is
and intangible assets:
Guidelines

D
• Ensure relevant skill sets

or
• Avoid single points of failure — e.g., a single resource has a required

e
skill

at
• Create cross-functional teams

lic
• Use generalizing specialists, or T-shaped people, whenever possible

up
to support other areas of the project
• Ensure appropriate physical resources and other requirements — e.g.,
D
equipment and access rights
ot
N
o
D

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T-Shaped People and

e
Self-Organizing Teams

ut
T

ib
T

tr
• Provide individual value and versatility

is
on project teams

D
• Lend flexibility to organizations
• Help avoid key resource shortages or

or
work stoppages due to availability

e
• Train and coach team members to

at
become T-shaped, combining breadth
and depth of knowledge

lic
up
D
ot
N
o
D

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Diversity, Equity and

e
Inclusion Standards

ut
ib
tr
• Teams are global and diverse in culture,

is
gender, physical ability, language and

D
many other factors.
• The project environment optimizes the

or
team’s diversity and builds a climate of

e
mutual trust.

at
lic
up
D
ot
N
o
D

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Experts and Expert

e
Judgment

ut
ib
tr
People from other areas of the organization

is
• Consultants

D
• Stakeholders

or
• Professional and technical associations
• Historical data

e
at
• Project manager

lic
up
D
ot
N
o
D

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Focus on Team Strengths

e
ut
ib
tr
• Organize around team strengths

is
• Be aware of weaknesses

D
• Identify threats to team success and

or
opportunities to improve team
performance

e
at
SWOT analysis

lic
up
D
ot
N
o
D

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Team Norms

e
ut
ib
• Together, establish expected team behaviors at the beginning of the

tr
project

is
• Enable teams to handle challenges later

D
• Include guidelines and techniques for:

or
• Meetings
• Communications

e
• Conflict management

at
• Shared values

lic
• Decision-making

up
D
• Align team values with the PMI Code of Ethics and Professional Conduct
ot
N
o
D

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PMI®

e
Code of Ethics

ut
RESPONSIBILITY
and Professional Conduct

ib
tr
is
D
Can you remember the four values
RESPECT FA I R N E S S
that drive ethical conduct for the

or
project management profession?

e
at
lic
HONESTY

up
D
ot
N
o
D

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Team Charter*

e
and Ground

ut
Rules*

ib
• A document – electronic or paper, or a poster of the ground rules

tr
• Created together with the team

is
• Includes:

D
• Shared values

or
• Behavior guidelines
• Guidelines for communications and use of tools

e
at
• Decision-making guidelines

lic
• Performance expectations
• Conflict-resolution measures

up
• Meeting time, frequency, and channel
D
• Other team agreements — e.g., shared hours, improvement
ot
activities
N
o
D

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 Team Charter Example

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

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Team

e
Communication

ut
• Effective communication • Include communication

ib
includes: expectations and details in the

tr
team charter
o Verbal

is
• Organize communications:
o Written

D
o Facilitate team and
o Behavioral

or
stakeholder collaboration
o Physical (notice boards) Manage expectations

e
o Virtual o Check regularly to make sure

at
it’s working!

lic
o Plan and use retrospectives

up
to discuss communications
D improvements
ot
N
o
D

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Colocated,

e
Virtual or

ut
Virtual Team* Colocated Team*
Both?

ib
tr
• “Normal” in most workplaces • Interaction is easy

is
• Create opportunities for the • Better bonding is facilitated

D
organization:
• Use of physical tools,

or
What kind of team are • Better skills at lower costs collaboration and boards

e
you on? possible
• Avoids relocation

at
expenses

lic
• Work/life balance

up
• Rely on communication
technology
D
• May have bonding challenges
ot
N
o
D

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Virtual Team Challenges

e
ut
ib
tr
• Individual performance tracking

is
• Diversity - language, technological skill

D
• Solo working prohibits bonding

or
e
at
lic
up
D
ot
N
o
D

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Running Virtual Teams

e
ut
ib
tr
• Check in with people individually as

is
often as possible

D
• Conduct positive network-building

or
activities

e
What are your tips for creating a

at
positive virtual team experience?

lic
up
D
ot
N
o
D

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Virtual Team

e
Communication

ut
Technology

ib
tr
is
• Plan team communication and

D
collaboration methods

or
• Consider working hours, geographical
dispersion and security requirements

e
• Use appropriate tools:

at
• Task boards

lic
• Messaging and chat

up
• Calendars
• Document storage
D
ot
• Knowledge repositories
N

• Videoconferencing
o
D

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Address Virtual Team

e
Member Needs

ut
ib
tr
Facilitate and ensure collaboration as a

is
priority

D
Address the basic needs of a virtual team,

or
including:
• Cohesion

e
at
• Shared goals

lic
• Clear purpose
• Clarity on roles and expectations

up
D
ot
N
o
D

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ECO Coverage

e
ut
ib
tr
1.4 Empower team members and stakeholders

is
• Organize around team strengths (1.4.1)

D
2.16 Ensure knowledge transfer for project
continuity

or
• Discuss project responsibilities within team
(2.16.1)

e
at
• Outline expectations for working environment

lic
(2.16.2)
1.11 Engage and support virtual teams

up
• Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
D
(1.11.1)
ot

• Investigate alternatives (e.g., communication

N

tools, colocation) for virtual team member

engagement (1.11.2)
o
D

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 e
ut
ib
tr
is
D
or
Build Shared Understanding

e
at
TOPIC C

lic
up
D
ot
N
o
D

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Seek Consensus for the

e
Project Among the Team

ut
and Stakeholders

ib
tr
is
• Demonstrate leadership behaviors

D
• Focus on value

or
• Be a diligent, respectful and caring
steward

e
at
• Navigate complexity
• Embrace adaptability and resiliency

lic
up
Create artifacts: D
• Project charter
ot
• Project vision statement
N
o
D

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Building a Shared

e
Understanding

ut
ib
Guidelines

tr
is
• Share the project agreements (vision

D
statement and project charter) with
stakeholders and the team

or
• Agree or negotiate to reach agreement
and “buy-in”:

e
• Project agreements — stakeholders

at
• Roles and responsibilities, priorities

lic
and assignments — team

up
• Uphold the agreements throughout the
project D
ot
Use open and reliable
communication methods and your
N

leadership “power skills”

o
D

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Project Vision

e
Statement

ut
ib
tr
is
D
• Created by project sponsor or executive

or
• Includes a clear vision of the desired objectives and alignment with
the organization’s strategic goals

e
at
• Refer to it throughout the project to maintain alignment

lic
up
D
ot
N
o
D

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Holistic

e
Understanding

ut
of the Project

ib
tr
Negotiation Goals

is
First, find out...

D
• The boundaries of negotiation for the project agreement

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

e
• The desired objectives of the project

at
lic
Then:
• Apply critical thinking and business acumen

up
• Discover how the project fits in the organizational landscape and
D
business objectives
ot
N
o
D

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How to Create

e
a Holistic

ut
ib
Understanding

tr
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,

is
including asking the sponsor to clarify the vision statement!

D
• Existing agreements may contain initial intentions for, or describe, a

or
project:
• Contracts with external parties

e
• Memorandums of understanding (MOUs)

at
• Service-level agreements (SLAs)

lic
• Letters of agreement or intent

up
• Verbal agreements
D • Communication (especially emails) between key stakeholders
• Statements of work (SOW)
ot
N
o
D

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Refer to

e
Business

ut
Case and

ib
Business case:

tr
Business • A documented economic feasibility study

is
Needs • Establishes benefits of project work

D
• Provides a basis for authorization of further project activities

or
e
at
lic
Business needs documents:

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

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Negotiate and

e
Agree on • Interview stakeholders

ut
Project • Gather expert judgment on technical success criteria

ib
tr
Success • Check:

is
Criteria • Organizational (program, operations) key performance indicators

D
(KPIs)

or
• Lessons learned and historical data
• Quality policy

e
at
• User acceptance testing (UAT) requirements

lic
up
• Reporting and verification criteria for objectives
D • Identification of deliverable and objective acceptance criteria
for each
ot

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

N

addition to iteration outputs

o
D

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Help Everyone

e
Understand

ut
the Vision

ib
• Use interpersonal and leadership “power skills” and open communication

tr
Guidelines channels with stakeholders and team members

is
• Get creative with agile methods!

D
• A product box exercise to internalize the vision from the

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

e
at
• Example: Here is why Oasestown residents will choose to

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

up
D • The XP metaphor technique explains a complex idea in simple,
familiar terms, using common language and vocabulary
ot

• Example: SLC is the living room of Oasestown!

N
o
D

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Got Agreement on the

e
Project Agreements?

ut
ib
tr
There is no single way to create a

is
project charter, but every project

D
needs to have one!

or
e
at
lic
up
D
ot
N
o
D

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Project

e
Charter*

ut
ib
tr
What it does and why it’s important:

is
• Authorizes project

D
• Enables project manager to apply resources to project work

or
• Defines rationale and business need

e
• Verifies alignment with strategic goals

at
lic
• Keeps everyone focused on a clear project vision

up
D Usually created by project sponsor or project manager with
executive/stakeholder approval. Sometimes a statement of work
ot

can serve as project charter.

N
o
D

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Project

e
Charter

ut
ib
Contents

tr
What’s included:

is
• Names - project sponsor, project manager, key

D
stakeholders

or
• Project description, including preliminary requirements,
measurable objectives

e
at
• Business needs, including financial goals or milestones

lic
• Summary schedule and milestones

up
• Assumptions, boundaries and constraints, including
D
overall risk, approval requirements and approved budget
ot
• Information from the business case, including success and
exit criteria
N
o
D

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Project

e
Charter:

ut
Example

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

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 Kickoff Meeting

e
ut
ib
Purpose Internal/Team – held after agreements are

tr
finalized

is
• Establishes project context
• Give project charter overview

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

or
• Aligns team and stakeholders with project
responsibilities (may include the initial
vision

e
team charter)

at
• Present results of planning efforts

lic
Organizational/Public
• Announce project initiation • Initiate product backlog

up
• Share understanding of high-level vision,
D • Present product roadmap
purpose and value
• Identify sponsor, key stakeholders and
ot

project manager
N

• Include high-level items from the project

o

charter
D

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ECO Coverage

e
ut
1.2 Lead a team

ib
• Set a clear vision and mission (1.2.1)

tr
1.8 Negotiate project agreements

is
• Analyze the bounds of the negotiation for agreement

D
(1.8.1)
• Assess priorities and determine ultimate objective(s)

or
(1.8.2)
• Participate in agreement negotiations (1.8.4)

e
at
• Determine a negotiation strategy (1.8.5)

lic
1.10 Build shared understanding
• Survey all necessary parties to reach consensus

up
(1.10.2)
D
• Support outcome of parties’ agreement (1.10.3)
ot
1.12 Define team ground rules
• Communicate organizational principles with team and
N

external stakeholders (1.12.1)

o

• Establish an environment that fosters adherence to

D

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 e
ut
ib
tr
is
D
or
Project Approach

e
at
TOPIC D

lic
up
D
ot
N
o
D

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First, Understand How and

e
Why Approaches Differ

ut
ib
tr
is
• Changing perceptions of value — e.g.,

D
sustainability, customer-centricity

or
• Dynamic and perpetual global change
• Increasing complexity and risk

e
at
• Need to innovate and be dynamic

lic
Which project management

up
frameworks do you use?
Do you have a preference?
D
ot
N
o
D

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Tailored

e
Development

ut
Approaches

ib
• Support dynamic work environments

tr
• Discover value delivery requirements early

is
• Put stakeholders and the team in close collaboration

D
or
Advantages:

e
at
• Provide better feature or capability assessment — continuous
improvement and quality

lic
• Improve organizational tolerance for change

up
D
Servant leaders influence projects and encourage
ot

the organization to think differently.

N
o
D

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 Project Management Development Approaches

e
ut
Certainty About

ib
Characteristics Change and Risk
Requirements

tr
is
• Plan-driven
• Change possible, but
• Linear sequence of

D
controlled
activities, in phases High, from beginning
• Risks carefully studied

or
• Phase completion governed
and managed
by phase gates

e
at
• Change-driven • Built on assumption of

lic
• Iterative or incremental Unclear or customer- high degree of change
• Timeboxed cadence driven, so needs further • High tolerance of risk

up
(iterations/sprints) or discovery with guardrails for risk
continuous flow D management
ot

Tailored development approach, combining these elements

N
o
D

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Project or

e
Product?

ut
ib
A product is part of a

tr
project; products have

is
their own life cycles.

D
Product management

or
represents a key
integration point within

e
program and project

at
management.

lic
Product owners are
responsible for

up
maximizing the value of
the product and D
accountable for the end
ot
product.
Can you explain why projects often have both a project
N

manager and a product owner?

o
D

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Life Cycle and

e
Development

ut
Approach

ib
tr
is
D
or
Which type of life cycle is

e
depicted here?

at
lic
up
D
ot
N
o
D

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Predictive Life

e
Cycle

ut
ib
FEASIBILITY
Visual

tr
is
DESIGN

D
or
BUILD

e
at
TEST

lic
up
D DEVELOPMENT DEPLOY
ot

CLOSE
N
o
D

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Adaptive Life

e
Cycle

ut
Initial Project and
Product Vision

ib
Example

tr
is
D
or
Note the iterations on the ITERATION 1 ITERATION 2 ITERATION 3
Product /

e
graphic, then describe Service

at
how this life cycle uses Delivered
an incremental Feedback Feedback

lic
Backlog Backlog
approach.
Prioritization Prioritization

up
D
ot
N
o
D

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Cadence

e
ut
ib
tr
Refers to the timing and frequency of

is
delivery of project deliverables.

D
• Single: One delivery at the end of the

or
project
• Multiple: Delivery separated into parts,

e
at
not necessarily sequentially

lic
• Periodic: Like multiple deliveries, but on
a fixed schedule — e.g., monthly or

up
bimonthly
D
ot
N
o
D

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 Adaptive Development Approaches

e
ut
ib
ITERATION OR SPRINT
INITIAL

tr
TEAM
VISION MVP(s) WORKS

is
D
INCORPORAT DEFINITION
PRODUCT USER E FEEDBACK DELIVER TO OF DONE MET DELIVER

or
BACKLOG STORIES CUSTOMER PRODUCT

e
at
SUBSTANDARD
PIVOT IDEA

lic
up
DROP
D
ot

Cadence can be time-boxed with

N

sprints/iterations or a continuous flow.

o
D

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Development

e
Approach and

ut
development approach
Project professionals use a _______________________ or method, which
Life Cycle

ib
can be predictive, iterative, incremental, adaptive, or hybrid, to create and

tr
Terminology deliverable which is a unique and verifiable product, result, or
evolve a ___________,

is
Quiz

D
capability to perform a service.

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

e
• Development

at
approach phases from its start to its completion. This entire process is called a
_______

lic
• Phases life cycle
_________.
• Life cycle

up
D deliverable is required to complete a process, phase, or
Acceptance of a ___________
ot
project.
N
o
D

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Hybrid Life

e
Cycle and

ut
Development

ib
tr
Approach

is
D
• Accomplished by tailoring

or
• Combines adaptive and predictive life cycles and/or development
approaches

e
• Useful when requirements are uncertain or risky

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

lic
can be developed by different project teams

up
• Uses iterative and incremental development
D
ot
N
o
D

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Hybrid Project

e
Approaches:

ut
Examples

ib
tr
is
• Use agile or iterative practices within a predictive framework

D
• Use predictive artifacts or processes within an adaptive life cycle

or
• Business analysis techniques assist with requirements

e
management

at
• New tools help identify complex elements in projects

lic
• Organizational change management methods prepare for

up
transitioning project outputs into the organization
D
ot
N
o
D

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What Can Be

e
Tailored?

ut
ib
tr
is
• Project life cycle

D
• Development life cycle components

or
• Way of working (WoW)

e
at
• Knowledge management

lic
• Change management

up
• Project governance
• Benefits management
D
ot
N
o
D

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Development

e
Approaches

ut
ib
Guidance and • Deliverable type and the development approach influence the number

tr
Probing and cadence for project deliveries.

is
• The development approach and the desired delivery cadence determine
Questions

D
the project life cycle and its phases.

or
• How much unplanned work?

e
• How does the team prefer to work?

at
• What cadence suits our work?

lic
• What does the customer want? Is incremental value delivery even

up
important to them?
• What’s our schedule? Do we want a steadier, building approach or a faster
D
pace?
ot

• What’s our risk appetite/threshold?

N

• Are sprints helpful?

o
D

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Assess

e
Complexity:

ut
Far from

ib
agreement
The Stacey CHAOS

tr
Fundamentally
Complexity risky

is
Model

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-Ralph D. Stacey COMPLEX

Requirements

or
Adaptive

e
approaches

at
COMPLICATED work well here

lic
Linear

up
SIMPLE approaches
Close to
D work well here
agreement
Close to Far from
ot
certainty Technical Capability
certainty
N
o
D

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Suitability

e
Filter:

ut
ib
A Diagnostic

tr
Visual Based on

is
Survey Data

D
or
e
at
lic
up
D
ot
N
o
D

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 Iterative and Incremental: Overview

e
ut
ib
Development Approaches

tr
is
D
Predictive Hybrid Adaptive

or
e
at
lic
Increasingly Iterative and Incremental

up
D
ot
• Compatible with each other
• Used in hybrid and adaptive projects
N

• Break down development cycle to enable early value delivery

o
D

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 Iterative Way of Working: Video

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

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Scrum

e
ut
ib
tr
is
• This is a commonly used agile framework that offers suggestions for how

D
work can be organized to maximize value to the end user.
• Scrum is implemented at a product development team level.

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

e
ceremonies (meetings); iterations are called sprints.

at
lic
up
Remember that Agile frameworks focus on influencing the entire
D organization, including leadership and company culture.
ot
N
o
D

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Scrum

e
• Sprint planning
Ceremonies

ut
• Team collaborates with product owner to plan work for current sprint
• Scrum master/senior scrum master facilitates

ib
Overview

tr
• Daily scrum

is
• Short, daily meeting of team only
• Team members describe work, ask for help, consider progress toward goal

D
• Not a status meeting

or
• Sprint review – can include Demo

e
• Held at end of sprint

at
• Team, product owner and stakeholders attend, or customers review progress

lic
and give feedback to adapt product

up
• Sprint retrospective
• Team identifies improvements to performance and collaboration
D
ot
N
o
D

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Agile

e
Ceremonies

ut
ib
tr
• Product strategy meeting – product owner shares product vision

is
D
• Daily standup or standup
• Team status meeting

or
We've discussed the
ceremonies over the last • 5 to 15 minutes, timeboxed
• Not necessarily daily

e
few slides. Do you use

at
them in your
organization? How • Backlog refinement

lic
effective do they seem to • Product owner prioritizes items on backlog
be to you?

up
• Project retrospective
D
• Held at the end of a project to review work and processes
• Like lessons learned
ot
N
o
D

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ECO Coverage

e
ut
ib
tr
is
D
2.13 Determine appropriate project methodology/

or
methods and practices
• Assess project needs, complexity and magnitude

e
at
(2.13.1)
• Recommend project execution strategy (e.g.,

lic
contracting, financing) (2.13.2)

up
• Recommend a project methodology/approach
(i.e., predictive, adaptive, hybrid) (2.13.3)
D
ot
N
o
D

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 e
ut
ib
tr
is
D
or
e
End of Lesson 2

at
lic
up
D
ot
N
o
D

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