Project Management Fundamentals and Core

Concepts (36%)
This domain focuses on the basics of project management, including project life cycles,
differences between project management and operations, and the application of ethics in
project management.

1. Demonstrate an understanding of the various project life cycles and

processes

1. Distinguish between a project, program, and a portfolio

○ A project is a temporary endeavor with a defined beginning and end,
undertaken to create a unique product, service, or result.
○ A program is a group of related projects, subprograms, and program activities
managed in a coordinated way to obtain benefits not available from managing
them individually.
○ A portfolio is a collection of projects, programs, subportfolios, and operations
managed as a group to achieve strategic objectives.

2. Distinguish between a project and operations:

○ Project work is temporary and creates unique outputs; it is characterized by
specific objectives and a defined lifespan.
○ Operations are ongoing and repetitive, focusing on sustaining the business.

3. Distinguish between predictive and adaptive approaches

○ Predictive (Plan-driven) methodologies, such as traditional waterfall models,
involve planning the project in detail upfront, suitable for environments where
changes are infrequent and requirements are well understood.
○ Adaptive (Agile) methodologies are iterative and flexible, allowing for frequent
changes and updates throughout the project, suitable for environments with
high uncertainty and change.

4. Distinguish between issues, risks, assumptions, and constraints

○ Issues are current problems that need to be resolved.
○ Risks are potential future events that may impact the project.
○ Assumptions are statements believed to be true without proof for planning
purposes.
○ Constraints are limitations that affect how a project can be executed, such as
time, budget, and scope limitations.

5. Review/critique project scope

This involves evaluating the project scope to ensure it is aligned with project
objectives, complete, and fully defined.
 6. Apply the project management code of ethics to scenarios
Project managers are expected to adhere to ethical standards and practices as
defined by PMI, including responsibility, respect, fairness, and honesty (refer to PMI
Code of Ethics and Professional Conduct)

7. Explain how a project can be a vehicle for change

Projects are often initiated to implement changes within an organization, whether
through introducing new products, services, processes, or systems, to achieve
strategic business objectives.

2. Demonstrate an understanding of project management planning

1. Describe the purpose and importance of cost, quality, risk, schedule, etc.
Cost Management: Involves planning, estimating, budgeting, financing,
funding, managing, and controlling costs so that the project can be completed
within the approved budget. It's crucial for ensuring that a project is financially
viable and can deliver the intended value without overspending.

○ Quality Management: Ensures that the project's deliverables meet the

necessary quality standards and stakeholder expectations. It involves quality
planning, assurance, and control. This is important for maintaining the
project's reputation, ensuring customer satisfaction, and reducing costs
associated with rework.

○ Risk Management: The process of identifying, analyzing, and responding to

project risks. It includes maximizing the probability and consequences of
positive events and minimizing the probability and consequences of adverse
events to project objectives. Effective risk management is essential for project
success, as it helps in anticipating and mitigating potential problems that
could derail the project.

○ Schedule Management: Involves the planning, developing, managing, and

controlling of project schedules. This is critical for ensuring that project
activities are completed on time. Effective schedule management helps in the
timely delivery of project deliverables, efficient use of resources, and
managing stakeholder expectations.

2. Distinguish between the different deliverables of a project management plan

versus a product management plan
○ Project Management Plan (PMP): A formal, approved document used to
guide both project execution and project control. The primary purpose of the
PMP is to document the agreed-upon approach to deliver the project's
objectives. It covers how to manage and control the project, including
schedules, costs, quality, resources, communication, risk, and stakeholder
engagement.
 ○ Product Management Plan: Focuses on developing and managing a product
or service that the project is undertaken to produce. This plan outlines the
roadmap, strategy, features, and market positioning for the product. It's more
about ensuring the product's success in the market rather than the specifics
of project execution.

3. Distinguish differences between a milestone and a task duration

○ Milestone: A significant point or event in a project schedule, representing a
major achievement or a phase completion. Milestones are used as a project
progress indicator but do not have a duration themselves.
○ Task Duration: The amount of time consumed to complete a specific task or
activity within the project. It is a critical component in developing the project
schedule, affecting the overall project timeline.

4. Determine the number and type of resources in a project

○ Identifying and quantifying the necessary human resources, equipment,
materials, and any other resources needed to complete the project. This
involves understanding the scope of the project, the tasks involved, and
estimating the types and quantities of resources needed for each task.

5. Use a risk register in a given situation

A risk register is a project management tool used to identify, assess, and plan
responses to project risks. It includes details of identified risks, their severity, potential
impact, mitigation strategies, and the status of any actions taken to address them.

6. Use a stakeholder register in a given situation

A stakeholder register is a document that lists all project stakeholders, providing
information such as their roles, interests, power, influence, and requirements. It is
used to plan stakeholder engagement and communication strategies.

7. Explain project closure and transitions

○ Project closure is the process of finalizing all project activities, formally closing
the project, and handing over the deliverables to the client or transitioning
them into operations. This includes documenting lessons learned, releasing
project resources, and ensuring that all aspects of the project are completed
satisfactorily.

○ Transition involves the process of moving the project's products or services

from the project environment to the operational environment, ensuring that
they can be used effectively in their intended context.
3. Demonstrate an understanding of project roles and responsibilities

1. Compare and contrast the roles and responsibilities of project managers and
project sponsors:
○ Project Managers are responsible for the planning, execution, monitoring,
controlling, and closure of a project. They lead the project team, manage
resources, and are accountable for achieving the project objectives.

○ Project Sponsors are typically members of the organization's senior

management who champion the project and ensure it aligns with strategic
goals. They provide resources, support, and direction but are not involved in
the day-to-day management of the project.

2. Compare and contrast the roles and responsibilities of the project team and
the project sponsor:
○ The Project Team includes individuals who work on various tasks within the
project. Their responsibilities involve executing tasks as per the project plan,
contributing expertise, and collaborating to achieve project goals.

○ The Project Sponsor, as noted, plays a more strategic role, ensuring the
project aligns with business objectives, securing funding, and aiding in
high-level decision-making.

3. Explain the importance of the role the project manager plays:

Project managers are pivotal in steering projects towards their successful completion.
They act as intermediaries between the project team and stakeholders, manage
communications, resolve conflicts, and adapt project plans as needed. Their roles
include being initiators, negotiators, listeners, coaches, working members, and
facilitators, ensuring the project remains on track and aligned with its goals.

4. Explain the differences between leadership and management:

○ Leadership involves inspiring and motivating team members towards
achieving project objectives and fostering an environment that encourages
teamwork and innovation.
○ Management focuses on planning, organizing, and controlling resources and
processes to meet the project's specific goals efficiently and effectively.

5. Explain emotional intelligence (EQ) and its impact on project management:

Emotional Intelligence refers to the ability to understand and manage one's own
emotions and those of others. In project management, high EQ is crucial for effective
leadership, conflict resolution, and team management. It helps project managers
communicate effectively, foster a positive team environment, navigate stakeholder
relationships, and adapt to changing project dynamics.
4. Determine how to follow and execute planned strategies or
frameworks

1. Give examples of how it is appropriate to respond to a planned strategy or

framework
Responding to a planned strategy or framework involves recognizing the context in
which a strategy is to be implemented and adjusting actions accordingly. For
example:
○ In a communication strategy, it may involve tailoring the mode and frequency
of communication to stakeholder needs and project requirements, ensuring
effective information flow.
○ For risk management frameworks, it includes identifying potential risks early
in the project, assessing their impact, and implementing mitigation strategies
proactively.
○ In implementing a quality management strategy, it involves setting quality
standards from the start and conducting regular quality assurance and control
activities to meet project objectives.

2. Explain project initiation and benefit planning

○ Project Initiation: This is the first phase of a project life cycle. It involves
defining the project at a broad level, securing approval to proceed, and
identifying initial scope, objectives, and stakeholders. Project initiation is
crucial for setting the vision and direction of the project. It often culminates in
the creation of a project charter, which formally authorizes the project and
grants the project manager authority to utilize organizational resources to
project activities.
○ Benefit Planning: Involves identifying, defining, and planning the realization of
benefits the project is expected to deliver. This includes understanding how
the project outputs will contribute to business outcomes and how these
outcomes will deliver the intended benefits. Benefit planning is essential for
ensuring that the project aligns with the organization's strategic objectives and
delivers measurable value. It involves setting up metrics for benefit realization
and planning how these benefits will be sustained over time.

● Return on Investment (ROI): ROI measures the gain or loss generated

on an investment relative to the amount of money invested. It is
expressed as a percentage and is used to evaluate the efficiency or
profitability of an investment.

● Net Present Value (NPV): NPV is the difference between the present
value of cash inflows and outflows over a period of time. It is used to
assess the profitability of an investment or project, with a positive NPV
indicating that the project is expected to generate profit.
● Benefit-Cost Ratio (BCR): The BCR is a financial metric that
compares the benefits of a project or investment to its costs,
expressing the relationship as a ratio. A BCR greater than 1 indicates
that the benefits outweigh the costs, suggesting the investment is
financially viable.

● Internal Rate of Return (IRR): IRR is the discount rate that makes the
net present value (NPV) of all cash flows from a particular project
equal to zero. It is used to evaluate the attractiveness of a project or
investment, where a higher IRR indicates a more desirable
opportunity.

● Payback Period (PBP): The PBP is the time required for the return on
an investment to "pay back" the sum of the original investment. It is a
simple calculation that is used to assess the risk of an investment,
with shorter payback periods generally considered more favorable.
5. Demonstrate an understanding of common problem-solving tools and
techniques

1. Evaluate the Effectiveness of a Meeting

Evaluating the effectiveness of a meeting involves determining whether the meeting's
objectives were achieved, if it was conducted in an efficient manner, and if
participants were engaged and contributed meaningfully. Effective meetings are
well-planned, have a clear agenda, start and end on time, facilitate constructive
discussion, and result in actionable outcomes. Techniques to improve meeting
effectiveness include setting clear objectives, ensuring the right participants are
invited, and having a structured agenda.

2. Explain the Purpose of Focus Groups, Standup Meetings, Brainstorming, etc.

○ Focus Groups: These are small, diverse groups of people assembled to
discuss and provide feedback on a specific subject or project. Focus groups
are useful for gathering qualitative data, understanding user needs, or testing
new ideas.

○ Standup Meetings: Also known as daily scrums in Agile project management,

these short meetings are used to provide project status updates. Participants
typically discuss what they did the previous day, plan for the current day, and
identify any blockers. The goal is to enhance team communication and
quickly address issues.

○ Brainstorming: A creative group problem-solving technique used to generate

a wide range of ideas. Brainstorming sessions are designed to encourage
open and unrestricted sharing of ideas to solve problems or identify
opportunities, promoting innovative thinking and solutions.

○ Workshops: Interactive sessions that may involve training, the development of

specific deliverables, or collaborative work on project tasks. Workshops are
useful for leveraging collective knowledge and skills to achieve specific
outcomes.

○ Kick-off Meetings: These are initial meetings at the beginning of a project or a

new phase of a project. The purpose is to introduce the project team, outline
the project objectives, discuss the plan, and ensure everyone understands
their roles and responsibilities. It sets the tone and direction for the project.

○ Retrospective Meetings: Used mainly in Agile project management, these

meetings occur at the end of a project phase or sprint to discuss what went
well, what didn't, and how processes can be improved for the next cycle. The
goal is continuous improvement and team learning.
Predictive Plan-Based Methodologies (17%)
It emphasizes the traditional, plan-driven approach to project management, detailing
activities within the project processes and the documentation of project controls.
​

1. Explain when it is appropriate to use a predictive, plan-based

approach

1. Identify the suitability of a predictive plan-based approach for the

organizational structure (e.g., virtual, colocation, matrix structure, hierarchical,
etc.)
○ Virtual: Suited for projects where team members work remotely. Predictive
approaches can be challenging due to less frequent in-person interactions but
are manageable with clear documentation and planning.
○ Colocation: Ideal for predictive methodologies as team members are
physically located together, facilitating easier communication and adherence
to the planned approach.
○ Matrix Structure: Can accommodate predictive methodologies if roles and
responsibilities are clearly defined, ensuring that project and functional
managers effectively coordinate.
○ Hierarchical (Traditional): Well-suited to predictive methodologies as the clear
chain of command supports structured planning and execution processes.

2. Determine the activities within each process

○ Activities are defined by the PMBOK® Guide's process groups: Initiating,
Planning, Executing, Monitoring and Controlling, and Closing. Each process
group contains specific activities, such as developing project charters in
Initiating or creating a detailed project management plan in Planning.

Initiating Process Group

○ Develop Project Charter: Document that formally authorizes a project or a
phase.
○ Identify Stakeholders: Identify all people or organizations affected by the
project and document their interests, involvement, and impact on project
success.

Planning Process Group

○ Develop Project Management Plan: Document that describes how the project
will be executed, monitored, and controlled.
○ Plan Scope Management: Create a scope management plan.
○ Collect Requirements: Determine, document, and manage stakeholder needs
and requirements to meet project objectives.
○ Define Scope: Develop a detailed description of the project and product.
○ Create WBS (Work Breakdown Structure): Divide project deliverables and
project work into smaller, more manageable parts.
○ Plan Schedule Management: Establish criteria and activities for developing,
monitoring, and controlling the schedule.
○ Define Activities: Identify and document specific actions to be performed to
produce project deliverables.
○ Sequence Activities: Identify and document relationships among project
activities.
○ Estimate Activity Durations: Estimate the number of work periods needed to
complete individual activities with estimated resources.
○ Develop Schedule: Analyze activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule model.
○ Plan Cost Management: Define how the project costs will be planned,
structured, and controlled.
○ Estimate Costs: Develop an approximation of the monetary resources needed
to complete project activities.
○ Determine Budget: Aggregate the estimated costs of individual activities or
work packages to establish an authorized cost baseline.
○ Plan Quality Management: Identify quality requirements and/or standards for
the project and its deliverables.
○ Plan Resource Management: Identify and document project roles,
responsibilities, required skills, and reporting relationships and create a
staffing management plan.
○ Estimate Activity Resources: Estimate the type and quantities of materials,
people, equipment, or supplies required to perform each activity.
○ Plan Communications Management: Develop an appropriate approach and
plan for project communications based on stakeholder’s information needs
and requirements.
○ Plan Risk Management: Define how to conduct risk management activities for
the project.
○ Identify Risks: Determine which risks may affect the project and document
their characteristics.
○ Perform Qualitative Risk Analysis: Prioritize risks for further analysis or action
by assessing their impact and likelihood of occurrence.
○ Perform Quantitative Risk Analysis: Numerically analyze the effect of
identified risks on overall project objectives.
○ Plan Risk Responses: Develop options and actions to enhance opportunities
and reduce threats to project objectives.
○ Plan Procurement Management: Document project procurement decisions,
specify the approach, and identify potential sellers.
○ Plan Stakeholder Engagement: Develop approaches to involve project
stakeholders based on their needs, expectations, interests, and potential
impact on the project success.
Executing Process Group
○ Direct and Manage Project Work: Lead and perform the work defined in the
project management plan and implement approved changes to achieve the
project’s objectives.
○ Manage Project Knowledge: Use existing knowledge and create new
knowledge to achieve the project’s objectives and contribute to organizational
learning.
○ Acquire Resources: Obtain team members and physical or material resources
necessary to complete project work.
○ Develop Team: Improve team members' competencies, team member
interaction, and overall team environment to enhance project performance.
○ Manage Team: Track team member performance, provide feedback, resolve
issues, and manage team changes to optimize project performance.
○ Manage Communications: Ensure timely and appropriate planning, collection,
creation, distribution, storage, retrieval, management, control, monitoring, and
the ultimate disposition of project information.
○ Implement Risk Responses: Implement agreed-upon risk response plans.
○ Conduct Procurements: Obtain seller responses, select a seller, and award a
contract.
○ Manage Stakeholder Engagement: Engage stakeholders to meet their
needs/expectations, address issues as they occur, and foster appropriate
stakeholder involvement.

Monitoring and Controlling Process Group

○ Monitor and Control Project Work: Track, review, and report overall progress
to meet the performance objectives defined in the project management plan.
○ Perform Integrated Change Control: Review all change requests, approve
changes, and manage changes to deliverables, organizational process
assets, project documents, and the project management plan.
○ Validate Scope: Formalize acceptance of the completed project deliverables.
○ Control Scope: Monitor the status of the project and product scope and
manage changes to the scope baseline.
○ Control Schedule: Monitor the status of project activities to update project
progress and manage changes to the schedule baseline.
○ Control Costs: Monitor the status of the project to update the project costs
and manage changes to the cost baseline.
○ Control Quality: Monitor and record results of executing the quality activities
to assess performance and recommend necessary changes.
○ Control Resources: Ensure that the physical resources assigned and
allocated to the project are available as planned, as well as monitor the
planned versus actual use of resources and perform corrective actions as
necessary.
○ Monitor Communications: Ensure the information needs of the project and its
stakeholders are met.
○ Monitor Risks: Implement risk response plans, track identified risks, monitor
residual risks, identify new risks, and evaluate risk process effectiveness
throughout the project.
 ○ Control Procurements: Manage procurement relationships, monitor contract
performance, and make changes and corrections as needed.
○ Monitor Stakeholder Engagement: Monitor project stakeholder relationships
and tailor strategies for engaging stakeholders through the modification of
engagement strategies and plans.

Closing Process Group

○ Close Project or Phase: Finalize all activities across all of the Project
Management Process Groups to formally close the project or phase.

3. Give examples of typical activities within each process

○ Initiating: Developing the project charter and identifying stakeholders.
○ Planning: Creating the project management plan, which includes scope,
schedule, cost, quality, resource, communications, risk, and procurement
management plans.
○ Executing: Direct and manage project work, acquire and develop the project
team, and manage stakeholder engagement.
○ Monitoring and Controlling: Track, review, and regulate project progress and
performance, perform integrated change control.
○ Closing: Formalize acceptance of the project or phase and bring it to an
orderly end.

4. Distinguish the differences between various project components

○ Budget: The allocation of financial resources required to execute project
activities.
○ Scope: Definition: The detailed description of project deliverables, objectives,
and boundaries.
○ Schedule: Definition: The sequence of activities, milestones, and timelines
required to complete the project.
○ Quality: Definition: The degree to which project deliverables meet the
requirements and expectations of stakeholders.

While budget, scope, schedule, and quality are distinct project components, they are
interconnected and interdependent. Effective project management involves balancing
these components to achieve project objectives within the constraints of time, cost,
and quality.
2. Demonstrate an understanding of a project management plan
schedule

1. Apply Critical Path Methods (CPM)

The Critical Path Method (CPM) involves identifying the longest sequence of
dependent tasks that determine the shortest possible duration to complete the
project. This method helps project managers to identify critical tasks that cannot be
delayed without affecting the project's end date, enabling focused monitoring and
control of critical activities.

2. Calculate Schedule Variance

Schedule Variance (SV) is a measure of schedule performance on a project. It is
calculated by subtracting the Planned Value (PV) from the Earned Value (EV). SV =
EV - PV. A positive value indicates that the project is ahead of schedule, while a
negative value indicates it is behind schedule. It's crucial for project managers to
track and manage schedule variance to ensure timely project delivery.

3. Explain Work Breakdown Structures (WBS)

A Work Breakdown Structure is a hierarchical decomposition of the total scope of
work to be carried out by the project team to accomplish the project objectives and
create the required deliverables. The WBS organizes the team's work into
manageable sections.

4. Explain Work Packages

Work Packages are the lowest level in the WBS and represent groups of tasks that
lead to a project's deliverables. Work packages include detailed information
necessary for the team to execute the work and include aspects like scope
descriptions, time estimates, cost estimates, and resource requirements. They serve
as a basis for assigning work to team members.

5. Apply a Quality Management Plan

The Quality Management Plan defines how the project's quality requirements will be
met. It outlines quality policies, objectives, criteria, responsibilities, and procedures
for how quality management and quality assurance will be performed within the
project. Implementing a quality management plan ensures the project will satisfy the
needs for which it was undertaken.

6. Apply an Integration Management Plan

Integration Management is a collection of processes required to ensure that the
various elements of the projects are properly coordinated. It involves making choices
about resource allocation, trade-offs among competing objectives and alternatives,
and managing the interdependencies among the project management knowledge
areas. The integration management plan includes the processes and activities
needed to identify, define, combine, unify, and coordinate the various processes and
project management activities within the project management process groups.
3. Determine how to document project controls of predictive, plan based
projects

1. Identify Artifacts Used in Predictive Plan-Based Projects

Artifacts in predictive plan-based projects include various documents and tools that
provide evidence of the project’s progress and adherence to its plan. These artifacts
are essential for communication, planning, monitoring, and controlling aspects of the
project. Common artifacts include:
○ Project Charter: Provides a formal authorization for the project.
○ Project Management Plan: Outlines how the project is executed, monitored,
controlled, and closed.
○ Work Breakdown Structure (WBS): Visualizes the project scope into smaller,
manageable parts.
○ Schedules: Detail the timing of project activities.
○ Budgets: Outline the financial plan for the project.
○ Risk Registers: Document identified risks and their response strategies.
○ Lessons Learned Register: Captures the knowledge gained during the
project, including what worked well, what didn't, and what could be improved
for future projects.
○ Status Reports: Regular updates provided to stakeholders about the progress
of the project, highlighting accomplishments, upcoming tasks, and current
issues.
○ Change Logs: A record of all changes requested and made to the project,
including information about the change requests, their approval status,
implementation status, and impacts on the project. It helps in tracking
changes and ensuring transparency and control over project modifications.
○ Issue Logs: A tool used to document and monitor the resolution of issues. It
typically includes information on each issue, its status, assigned owner, and
actions taken towards resolution.
○ Meeting Minutes: Document the discussions and decisions made during
project meetings.

2. Calculate Cost and Schedule Variances

Calculating cost and schedule variances is vital for monitoring project performance
against the plan. These calculations help in identifying whether the project is ahead,
on, or behind schedule and budget, enabling timely corrective actions if necessary.
○ Cost Variance (CV): Measures the difference between the earned value of
work performed and the actual cost incurred. CV = EV - AC (Earned Value -
Actual Cost).
○ Schedule Variance (SV): Measures the difference between the earned value
of work performed and the planned value. SV = EV - PV (Earned Value -
Planned Value).
Agile Frameworks/Methodologies (20%)
This domain covers the use of adaptive approaches in project management, planning project
iterations, and documenting project controls for adaptive projects.

1. Explain when it is appropriate to use an adaptive approach

● Compare the pros and cons of adaptive and predictive, plan-based projects.
○ Agile (Adaptive) Methodologies: Emphasize flexibility, continuous feedback,
and iterative development. Suitable for projects with uncertain or rapidly
changing requirements.
■ Pros: Increased flexibility, improved stakeholder engagement, faster
delivery of value, and better responsiveness to change.
■ Cons: Less predictability, can be challenging in highly regulated
environments, and requires a cultural shift in traditional organizations.
○ Predictive (Plan-Based) Methodologies: Characterized by comprehensive
planning and a sequential approach. Ideal for projects with well-defined
requirements and low change likelihood.
■ Pros: Clear project scope, timeline, and budget from the start; suited
for projects with fixed requirements; and preferred in industries with
strict regulatory compliance.
■ Cons: Limited flexibility in responding to changes, potentially higher
costs due to late project changes, and may lead to delivering less
relevant products due to evolving market or stakeholder needs.

● Identify the suitability of adaptive approaches for the organizational structure

(e.g., virtual, colocation, matrix structure, hierarchical, etc.).
○ Virtual Teams: Agile can enhance communication and collaboration through
frequent touchpoints and virtual agile ceremonies.
○ Colocation: Agile benefits from direct interaction, making it highly effective in
collocated teams for quick decision-making and problem-solving.
○ Matrix and Hierarchical Structures: The choice between Agile and predictive
approaches depends on the organization's flexibility, culture, and project
goals. Agile suits matrix organizations that encourage cross-functional
collaboration, whereas hierarchical may prefer structured, predictive
approaches.

● Identify organizational process assets and enterprise environmental factors

that facilitate the use of adaptive approaches.
○ Organizational Process Assets: Any or all process-related assets from any or
all of the organizations involved in projects that can be used to influence a
project's success. This includes documentation, policies, procedures, and
past project knowledge.
○ Enterprise Environmental Factors: Conditions not under the immediate control
of the team that influence, constrain, or direct the project. This includes
 market conditions, social and cultural influences, organizational culture, and
international and political environment.

2. Determine how to plan project iterations

1. Distinguish the logical units of iterations

(TO-DO)
2. Interpret the pros and cons of the iteration
Pros:
○ Enables frequent reassessment of priorities.
○ Facilitates early detection of issues and changes.
○ Improves team productivity by focusing on specific goals.
Cons:
○ May lead to scope creep without proper backlog management.
○ Requires close collaboration and communication, challenging in dispersed
teams.

3. Translate this WBS to an adaptive iteration

Converting the Work Breakdown Structure (WBS) for traditional project planning into
a backlog for Agile iterations involves prioritizing tasks based on value delivery and
complexity.The result is a prioritized backlog that guides sprint planning, ensuring
that the team focuses on high-priority tasks first.

4. Determine inputs for scope

Initial project scope in Agile is derived from the product backlog, which is a dynamic
list of features, requirements, enhancements, and fixes that serve as the input for
task planning in each iteration. The scope is regularly reviewed and adjusted based
on stakeholder feedback and project progress, ensuring that the team is always
working on the most valuable tasks.

5. Explain the importance of adaptive project tracking versus predictive,

plan-based tracking
○ Adaptive Tracking: Agile projects emphasize flexibility and responsiveness to
change. Tracking in Agile involves monitoring sprint progress, backlog items,
and velocity to adjust plans as needed.
○ Predictive Tracking: In contrast, predictive plan-based tracking focuses on
adherence to a baseline plan, with changes managed through formal
processes.
3. Determine how to document project controls for an adaptive project

1. Identify artifacts that are used in adaptive projects.

Agile project management emphasizes "working software over comprehensive
documentation" as per the Agile Manifesto. However, this does not mean
documentation is unnecessary; rather, it should be precisely what's needed and no
more. Agile documentation is lean and focused on delivering value.

○ Product Backlog: A prioritized list of project requirements or features that

provides a dynamic scope of the project. It's regularly refined and prioritized
based on stakeholder feedback and project progress.
○ Sprint Backlog: A subset of the product backlog selected for implementation
in the current sprint, including a plan for delivering the product increment and
realizing the sprint goal.
○ Burndown Charts: Visual tools that display the amount of work remaining in a
sprint or project over time, illustrating the rate of work completion and
estimating when all work will be finished.
○ Definition of Done (DoD): A clear, concise list of criteria that a product
increment must meet to be considered complete, ensuring transparency and
alignment among team members and stakeholders.
○ User Stories: Descriptions of a software feature from the end-user's
perspective. A user story encapsulates a requirement in a simple, concise
way, typically following the template: As a [type of user], I want [an action] so
that [a benefit/a value].
○ Retrospective Reports: Summaries of what went well, what could be
improved, and plans for implementing improvements in the next sprint,
fostering continuous improvement.
○ Velocity Charts: Track the amount of work a team completes during a sprint
and forecast future sprint capacity, aiding in planning and efficiency
improvements.
4. Explain the components of an adaptive plan

1. Distinguish between the components of different adaptive methodologies (e.g.,

Scrum, Extreme Programming (XP), Scaled Adaptive Framework (SAFe®),
Kanban, etc.).
Scrum:
○ Sprints: Time-boxed iterations where a set amount of work is completed.
○ Product Backlog: A prioritized list of features and requirements.
○ Sprint Backlog: The subset of the product backlog selected for the sprint.
○ Daily Stand-ups: Quick, daily meetings to synchronize team activities.
○ Sprint Reviews and Retrospectives: Meetings at the end of each sprint to
review work and discuss improvements.
Extreme Programming (XP):
○ Pair Programming: Two programmers work together at one workstation.
○ Test-Driven Development: Writing tests before code to improve quality.
○ Continuous Integration: Frequently merging code changes into a shared
repository.
○ Refactoring: Regularly improving the design of existing code without changing
its behavior.
Scaled Agile Framework (SAFe®):
○ Agile Release Trains (ARTs): Long-lived teams that deliver value in a value
stream.
○ Program Increments (PIs): A timeboxed planning interval during which an
Agile Release Train delivers incremental value in the form of working, tested
software and systems.
○ PI Planning: A cadence-based, face-to-face planning event that serves as the
heartbeat of the ART.
Kanban:
○ Visual Boards: Tools to visualize work and workflow.
○ Work In Progress (WIP) Limits: Limits on the number of work items in the
various stages of the workflow.
○ Flow Management: Monitoring the flow of work items through the workflow to
identify bottlenecks.
Crystal:
○ Flexibility in methodology: Crystal is a family of Agile methodologies such as
Crystal Clear, Crystal Yellow, and Crystal Orange, each tailored to different
project sizes and characteristics.
○ Frequent Delivery: Emphasizes delivering working software to customers
frequently to gather feedback early and often, adjusting as needed.
○ Reflective Improvement: Teams regularly reflect on their processes and
performance to continually find ways to improve.
○ Osmotic Communication: Advocates for an environment that facilitates free
and open communication, particularly for co-located teams, to enhance
knowledge sharing and collaboration.
 Dynamic Systems Development Method (DSDM) Main Components
○ User Involvement: The active participation of users is considered crucial
throughout the development process to ensure the final product meets
business needs.
○ Empowered Teams: Teams are given the autonomy to make decisions,
encouraging ownership and accountability for the project’s success.
○ MoSCoW Prioritization: A method of prioritizing work into Must have, Should
have, Could have, and Won’t have categories to manage scope and ensure
that critical features are delivered.

5. Determine how to prepare and execute task management steps

1. Interpreting Success Criteria of an Adaptive Project Management Task

Understanding what makes a task in an agile environment successful is crucial.
Success criteria may include meeting the defined outcome within the iteration or
sprint, achieving customer satisfaction, or delivering value. The agile environment
emphasizes flexibility, continuous improvement, and responding to change, so the
success criteria should reflect these principles.

2. Prioritizing Tasks in Adaptive Project Management

In agile methodologies, task prioritization is dynamic and can change as the project
evolves. This involves regularly reviewing and adjusting the priority of tasks based on
their importance, urgency, and impact on the project's goals. Techniques such as
MoSCoW (Must have, Should have, Could have, Won’t have this time) or simply
ordering the tasks based on their value to the customer can be used. The aim is to
ensure that the team focuses on the most critical work that delivers the highest value.
Business Analysis Frameworks (27%)
It focuses on the roles and responsibilities in business analysis, stakeholder communication,
requirement gathering, understanding of product roadmaps, and how project methodologies
influence business analysis processes.

1. Demonstrate an understanding of business analysis (BA) roles and

responsibilities

1. Distinguish Between Stakeholder Roles:

○ Process Owner: The individual responsible for the overall performance and
management of a process.

○ Process Manager: Someone in charge of the operational management of a

process.

○ Product Manager: Focuses on strategic decisions about product

development, positioning, and marketing.

○ Product Owner: In Agile frameworks, the person responsible for maximizing

the value of the product resulting from the work of the development team.

2. Outline the Need for Roles and Responsibilities:

○ Clarity and Efficiency: Clear delineation of roles and responsibilities enhances
project efficiency by minimizing confusion and overlaps in duties.

○ Stakeholder Engagement: Properly identifying and understanding stakeholder

roles improve engagement and ensures that project outcomes align with
business needs and expectations.

○ Communication: Differentiating between internal and external roles aids in

establishing appropriate communication strategies and channels, critical for
project success.

3. Differentiate Between Internal and External Roles:

Internal roles typically include team members, managers, and internal stakeholders,
while external roles may involve clients, suppliers, and external partners.
Understanding these distinctions helps in tailoring communication and managing
project boundaries effectively.
2. Determine How to Conduct Stakeholder Communication

1. Recommend the Most Appropriate Communication Channel/Tool:

Factors to consider when selecting a communication channel or tool include the
stakeholder's location, the urgency of the message, the need for documentation, and
the complexity of the information being communicated.
○ Reporting: Use detailed reports for stakeholders who prefer comprehensive
data analysis.
○ Presentations: Ideal for visual communication with stakeholders, summarizing
project status, requirements, or changes.
○ Emails: Effective for quick updates or confirmations.
○ Meetings (Virtual and In-Person): Essential for interactive discussions,
brainstorming sessions, or decision-making processes.
○ Collaboration Platforms (e.g., Slack, Microsoft Teams): Facilitate continuous
communication and collaboration among project team members.
○ Surveys and Feedback Forms: Surveys and feedback forms enable
stakeholders to provide input anonymously, allowing business analysts to
gather insights and make informed decisions based on stakeholder
perspectives.

2. Demonstrate Why Communication is Important for a Business Analyst:

○ Facilitating Collaboration: Effective communication bridges gaps between
different stakeholders, including project teams, customers, and sponsors,
ensuring that all parties are aligned on project goals, requirements, and
expectations.
○ Requirements Clarification: A business analyst relies on strong
communication skills to clarify requirements, negotiate priorities, and resolve
ambiguities or conflicts that may arise between various teams (e.g.,
development, operations, quality assurance).
3. Determine how to gather requirements.

1. Match Tools to Scenarios

Choose appropriate tools for different project scenarios to effectively capture and
document requirements.
○ User Stories: Ideal for Agile projects, user stories help capture requirements
from the perspective of the end user, focusing on the value a user gains from
a feature. Example: "As an online shopper, I want to filter products by
category so that I can find what I'm looking for more quickly."
○ Use Cases: Suitable for projects requiring detailed functional requirements,
use cases describe interactions between a user (or "actor") and a system to
achieve a goal. Example: A use case for an ATM system might detail the
steps for withdrawing cash, including authentication and transaction
completion.

2. Identify the Requirements Gathering Approach for a Situation

Utilize various techniques to collect requirements based on the project's context.
○ Stakeholder Interviews: Conduct one-on-one interviews to gather in-depth
insights into individual stakeholder needs and expectations. Example:
Interviewing a department head to understand their requirements for a new
internal reporting tool.
○ Surveys: Distribute questionnaires to a large group of stakeholders to collect
a broad range of requirements and preferences efficiently. Example: Sending
out a survey to all employees to gather input on desired features for a new
intranet portal.
○ Workshops: Organize interactive sessions with multiple stakeholders to
collaboratively define project requirements. Example: Facilitating a workshop
with end-users, developers, and UX designers to outline requirements for a
mobile application.
○ Lessons Learned: Review documentation and feedback from past projects to
identify requirements that can inform the current project. Example: Analyzing
lessons learned from a previous software development project to identify
requirements for improving the user onboarding process.

3. Explain a Requirements Traceability Matrix/Product Backlog

Use tools to track requirements throughout the project lifecycle, ensuring all are
accounted for and meet expectations.
○ Requirements Traceability Matrix (RTM): A document that maps and tracks
the status of each requirement throughout the project lifecycle, from inception
through to testing and delivery. Example: An RTM that links each requirement
to its source, related documents (such as design specifications), and
verification methods (such as test cases).
○ Product Backlog: In Agile projects, a prioritized list of project requirements
and work items, such as features, enhancements, and bug fixes. Example: A
product backlog for a web development project that includes user stories
ranked by priority, with each story linked to specific sprint plans and release
goals.
4. Demonstrate an understanding of product roadmaps.

1. Explain the application of a product roadmap

A product roadmap is a strategic planning document that outlines the vision,
direction, priorities, and progress of a product over time. It provides a high-level
overview of the planned features, enhancements, and releases of the product. The
primary purpose of a product roadmap is to align the development team,
stakeholders, and partners around a common vision for the product. It helps
communicate the product strategy, anticipated timelines, and key milestones.
Additionally, it assists in managing expectations and fostering collaboration among
various stakeholders.

2. Determine which components go to which releases

This involves decision-making regarding the allocation of different features,
enhancements, or fixes to specific releases of the product. It requires an
understanding of the product's priorities, the needs of the stakeholders, the market
demands, and the resources available. The goal is to strategically plan the release of
product components to meet business objectives, address user needs, and ensure a
competitive edge in the market.

The determination of components for each release typically involves:

● Gathering requirements: Collecting and prioritizing requirements from stakeholders,
customers, and other relevant sources.
● Prioritization: Prioritizing features and enhancements based on factors such as
business value, market demand, strategic goals, and technical feasibility.
● Release planning: Planning the timing and content of each release based on the
prioritized features and enhancements, resource availability, and project constraints.
● Stakeholder alignment: Ensuring alignment among stakeholders regarding the
content and timing of each release, and managing expectations accordingly.
● Iterative refinement: Continuously reviewing and adjusting the release plan based on
feedback, changes in priorities, and evolving market conditions.
5. Determine how project methodologies influence business analysis
processes

1. Determine the role of a business analyst in adaptive and/or predictive,

plan-based approaches.
Adaptive/Agile Methodologies:
○ Active Participation: Business analysts actively participate in Agile
ceremonies such as sprint planning, daily stand-ups, and sprint reviews. They
collaborate closely with stakeholders and development teams to prioritize
requirements, refine user stories, and ensure alignment with project goals.
○ Flexibility: Business analysts need to be flexible and responsive to change, as
Agile projects often require adjusting priorities and requirements based on
feedback and evolving customer needs.
○ Continuous Improvement: Business analysts facilitate continuous
improvement by capturing lessons learned from each iteration, identifying
areas for enhancement, and incorporating feedback into future iterations.

Predictive/Plan-Based Methodologies:
○ Detailed Requirements Analysis: Business analysts conduct thorough
requirements analysis upfront, documenting detailed requirements
specifications and ensuring alignment with project objectives.
○ Change Management: Business analysts play a key role in change
management processes, ensuring that any requested changes to
requirements are properly evaluated, documented, and approved through the
established change control procedures.
○ Risk Management: Business analysts identify and assess project risks related
to requirements, helping to mitigate risks through proactive analysis,
communication, and stakeholder engagement.
6. Validate requirements through product delivery.

1. Define acceptance criteria (the action of defining changes based on the

situation).
Acceptance criteria are specific conditions or standards that a product or
deliverable must meet to be accepted by the stakeholders. They define the
functionality, performance, and quality expectations of the product. Business
analysts define acceptance criteria based on the situation, ensuring that they
are clear, measurable, and aligned with stakeholder expectations.
Acceptance criteria serve as the basis for validating requirements during
product delivery.

2. Determine if a project/product is ready for delivery based on a requirements

traceability matrix/product backlog.
Business analysts use tools such as a requirements traceability matrix (RTM) or a
product backlog to determine if a project or product is ready for delivery.
○ Requirements Traceability Matrix (RTM): A RTM is a document that links
requirements to their sources and traces them throughout the project
lifecycle. By reviewing the RTM, business analysts can ensure that all
requirements have been addressed and validated before delivery.
○ Product Backlog: In Agile projects, the product backlog is a prioritized list of
features, enhancements, and fixes that need to be implemented. Business
analysts assess the completeness of the product backlog and verify that all
required features have been delivered before releasing the product.