1. What are the tools for measuring project performance?

For most projects I track the Schedule Variance (SV), Cost Variance (CV), Schedule
Performance Index (SPI) and Cost Performance Index (CPI). These four values provide a
reliable measurement of the project's performance.

Cost Performance Index (CPI): Cost Performance Index (CPI) is the measure of the cost
efficiency of project. It is expressed as a ratio of earned value to actual cost.

Schedule Performance Index (SPI): Schedule Performance Index (SPI) is the measure of
schedule efficiency of the project. It is expressed as the ratio of earned value to planned
value. Example: A project is going to be completed in 6 months and the budget for the
project is 50, 000 dollar. After the 3 months it is found that only 40% of the total work has
been done to date and 30, 000 dollar has been spent. Then the Cost Performance Index
(CPI) and the Schedule Performance Index (SPI) is calculated as below:

Actual Cost,
= 30, 000 dollar

Planned Value,
= 50% of 50, 000 dollar
= 25, 000 dollar

Earned Value,
= 40% of 50, 000 dollar
= 20, 000 dollar

Cost Performance Index,

= Earned Value / Actual Cost
= 20, 000 / 30, 000
= 0.67

Schedule Performance Index (SPI),

= Earned Value / Planned Value
= 20, 000 / 25, 000
= 0.8

Conclusion: It can be concluded that the project is over budget and behind schedule.
Difference between Cost Performance Index (CPI) and Schedule Performance Index (SPI):

Cost Performance Index Schedule Performance Index

It actually measures the performance It measures the performance regarding the
regarding the budget of the project. scheduled time of the project.
It describes the amount of money spent on It describes the amount of time consumed
the project. on the project.
CPI also tells about the remaining cost of the SPI tells about how much more time will be
 Cost Performance Index Schedule Performance Index
project. consumed on the project.
CPI is the measurement of deviation from the SPI is the deviation from the scheduled time
estimated cost of the project. for project.
CPI = Earned Value / Actual Cost SPI = Earned Value / Planned Value
If CPI is less than 1 then project is over If SPI is less than 1 then project is behind
budget. schedule.
If CPI is greater than 1 then project is under If SPI is greater than 1 then project is ahead
budget. of schedule.
If CPI is equal to 1 then project is on estimated If SPI is equal to 1 then project is on
budget. schedule.

2. Which tool is mostly used for project management?

Gantt chart is one of the top project management tools. A Gantt chart is a visualization of
your project timeline and the dependencies between your various work items. Gantt charts
are helpful in keeping track of the project schedule, checking for any deviations from the
project plan and identifying delays.

3. 6 Steps in the Risk Management Process

So, how do you handle something as seemingly elusive as project risk management? You
make a risk management plan. It’s all about the process. Turn disadvantages into an
advantage by following these six steps.

1. Identify the Risk

You can’t resolve a risk if you don’t know what it is. There are many ways to
identify risk. As you do go through this step, you’ll want to collect the data in a
risk register.

One way is brainstorming with your team, colleagues or stakeholders. Find the
individuals with relevant experience and set up interviews so you can gather the
information you’ll need to both identify and resolve the risks. Think of the many
things that can go wrong. Note them.

2. Analyze the Risk

Analyzing risk is hard. There is never enough information you can gather. Of
course, a lot of that data is complex, but most industries have best practices,
which can help you with your risk analysis. You might be surprised to discover
that your company already has a framework for this process.

Related: Risk Matrix Template

3. Prioritize Risks & Issues

Not all risks are created equally. You need to evaluate the risk to know what
resources you’re going to assemble towards resolving it when and if it occurs.

Some risks are going to require immediate attention. These are the risks that can
derail your project.

4. Assign an Owner to the Risk

All your hard work identifying and evaluating risk is for naught if you don’t assign
someone to oversee the risk. In fact, this is something that you should do when
listing the risks. Who is the person who is responsible for that risk, identifying it
when and if it should occur and then leading the work towards resolving it?

You’ve found a risk. Then you need to deploy a risk mitigation strategy.

1. Identify the risks: ID potential risks to your project or outcomes.

2. Analyze: Analyze your risks and their likely impact on the project.
3. Prioritize risks: Rank the risks according to the likelihood they will happen
and how much damage they can cause.
4. Mitigate the risk: Take the most challenging risks and work to get in front
of them before they start causing trouble.
5. Monitor: Keep an eye on the risks you planned for and make sure you
maintain awareness of new risks that may be coming in your direction.

A risk mitigation strategy is simply a contingency plan to minimize the impact of

a project risk. You then act on the risk by how you prioritized it. You have
communications with the risk owner and, together, decide on which of the plans
you created to implement to resolve the risk.

A contingency plan is an action plan, and like any plan, it requires a great deal of
research and brainstorming. And like any good plan, there are steps to take to
make sure you’re doing it right.

 1. Identify and Prioritize Resources

 2. What Are the Key Risks?
 3. Draft a Contingency Plan
 4. Share the Plan
 5. Revisit the Plan

5. Monitor the Risk

Whoever owns the risk will be responsible for tracking its progress towards
resolution. You’ll want to set up a series of meetings to manage the risks. Make
sure you’ve already decided on the means of communication to do this. It’s best
to have various channels dedicated to communication.
Elements of a Project Charter

As with most project management documents, the elements of a project charter might vary
from one project to another. However, these are the most important elements of a project
charter:

1. Executive Summary
2. Project Definition
3. Project Organization
4. Project Plan
5. Project Considerations
6. Appendix

7 Common Types of Project Risk

To understand where risk can come into a project, always start with the lens of the triple
constraint. When you’re documenting risks, note where impacts to time, cost and quality are
likely to occur. You’ll also want to bring in stakeholders who can identify other risks that
they may be aware of such as market conditions or other constraints not yet communicated.

Once you’ve identified risks, you’ll want to work with your team to develop strategies for
addressing them, should they arise. But before we dive into that, let’s review seven common
risks that could affect your project budget and schedule.

1. External Risk

External risks are project risks that are beyond your control, such as the threat of new
competitors or changes in economic conditions

2. Scope Creep Risk

As its name suggests, scope creep is a type of project risk that occurs when tasks are added to
the project scope without the proper approval of the project management team, causing the
scope to grow without control, which has a direct impact on your project schedule and project
budget.

3. Schedule Risk

Schedule risk occurs whenever there’s a high likelihood of not meeting the planned project
schedule.

4. Financial Risk

Financial risk occurs when the actual project execution costs are higher than what was
planned. These extra costs can’t be covered with the initial project budget which is a critical
resource management issue that might lead to project failure, as there are no resources to
complete the project.
5. Strategic Risk

Strategic risk occurs whenever there are strategic decisions that affect project execution. For
example, you could choose a project management methodology that’s not the best fit for your
team or make a purchase that affects the project budget and the overall project plan.

6. Performance Risk

This type of project risk occurs whenever work isn’t progressing as expected, so deliverables
and milestones aren’t being accomplished. This means the project performance is low which
can compromise its completion as more resources are needed to complete the initial project
plan.

7. Legal and Regulatory Risk

Many projects require some sort of legal or regulatory compliance. You need to be aware of
any permits or requirements that you need to obtain before you start executing your project.
It’s important to do thorough regulatory research before or during the project planning phase
to avoid costly mistakes later on.

How to Manage Project Risk

Here are some simple steps you can follow to get started with project risk management.

 Identify risks: The first step towards managing project risk is to identify individual risk
events. You should have a brainstorming session with your team to think about the potential
risks that could affect your project. Use a risk register to document them.
 Analyze risks: Once you’ve mapped out the different project risks, ask yourself two things.
First, what’s the likelihood of these risks occurring, and second, what would be the impact of
that risk event on your project plan?
 Prioritize risks: Now that you’ve defined the likelihood and impact of those project risks
you’ve previously identified with your team, you can assign them a level of priority. The
higher the level, the faster the response should be if that risk were to occur.
 Create risk mitigation strategies: Create one mitigation strategy for each individual project
risk. It’s important to allocate resources for this, such as a team member who will be the risk
owner, and any equipment or materials needed. These details are usually included in a risk
management plan, which is a project management document that explains how you’ll
manage project risk at large.

Technical PM:

Your Role and Responsibilities

 Drive the entire project as per the agreed deliverables in SoW.

 Responsibilities Experience leading multi-functional team members in a matrix organization
to deliver projects with the stringent timelines.
 Responsible for partnering with functional areas within Technology as well as the broader
organization to manage key governance routines and coordinate materials for critical
committees.
 Conduct Monthly/Weekly reviews with the key Client / Internal stakeholders.
  Works closely with executive leadership to develop reporting and ensure consistent and
adequate messaging for key management routines.
 May have financial responsibilities to control expenditures in accordance with budget
allocations, together with the conformance to timing, limits and usage of funding as agreed
upon in the spending plan for the assigned program.
 May handle vendor management and administer program contracts to ensure vendors meet
service level agreements Sets and tracks project milestones; manages and accounts for
unforeseen delays, then realigns schedules and expectations as needed.
 Build strong partnerships to interface with leadership and teams at all levels within the client
organization.
 Leads a distributed team of skilled professionals to ensure platform recovery strategies
support DR readiness requirements.
 Prioritize review of DR recovery plan documentation.
 Lead all aspects of activities to ensure all Disaster Recovery procedures and plans are tested,
detailed, and supervised and provide rapid response and recovery to system events.
 Leads all aspects of DR tests/exercises to identify gaps and ensure continuous improvement.
 Work closely with Risk Management to help develop risk analysis for all Platform services to
resolve vulnerable points in the system and establish strategies for risk mitigation.

Required Technical and Professional Expertise

 5+ years project management, including all elements of scope, time, cost, risk, quality,
integration, procurement, human resources and communications.
 5 years managing complex large-scale or multiple mid-sized projects.
 5 years General business experience in large, matrixed organizations.
 Strong understanding of business continuity, disaster recovery, crisis management, and
information security.
 Organized, motivated, self-starter.
 Experience with BC and DR in a cloud-based environment
 Experience with business continuity software tools will be and added advantage.

Scrum Master:

The Key Responsibilities Are

 Excellent communication and servant leadership skills

 Good experience as Scrum Master preferably in Scaled agile framework (Must have)
 Leads and coaches Scaled Agile ceremonies such as Program Increment Planning and
Scrum of Scrums
 Assist in overall program/project planning and ensure cross-team dependencies are
well-understood and modeled in project plans and timelines.
 Resolve cross-team impediments and blocking issues
 Schedule and conduct meetings and ceremonies in accordance with best practices for
Agile/Scrum software development
 Facilitates team meetings, including:
 Backlog Refinement
 Iteration Planning
  Daily Stand-Up (DSU)
 Iteration Review
 Iteration Retrospective
 Removes impediments and barriers to the team’s progress
 Protects the team from outside influence
 Ability to function autonomously, exercise sound decision-making skills, and serve as
an advocate for business goals and objectives. Coaches the team on the best ways to
refine their backlog and create Stories
 Ensure Development team understands and maintains commitment to the Definition
of Done (DoD)
 Assists the PO in preparing and refining the backlog for PI and Iteration Planning
 Helping the Scrum Team understand the need for clear and concise Product Backlog
items
 Coach the Product Owner to ensure the volume and flow of Product Backlog Items
(user stories) towards the top of the Product Backlog are Ready for the Sprint Backlog
 People manager experience would be a plus

What We Are Looking For

 7+ years serving as a certified Scrum Master (2 years SAFe experience preferred) in

an agile software development environment
 Technical knowledge on platforms like Salesforce CPQ, Oracle, Zuora, Informatica
 B.Tech in a relevant field (business or technology) or experience, with understanding
of the financial services industry
 Strong Critical Thinking and analytical skills
 Deep knowledge of and passion for Agile/Scrum including Agile metrics and
reporting techniques
 Communication skills (presentational, active listening, ability to build consensus, and
support across functions and at all levels)
 Must have led teams of technical analysts, software developers and QA test analysts
 Ability to clearly bring together and document software requirements
 Experience working effectively in a dynamic development environment within large,
global teams
 You will be able to resolve conflict through arbitration, negotiation, reasoned
discussion, or critical issue
 Aptitude for nurturing self-organizing, high performing teams via servant leadership,
individual coaching and mentoring
 Experience working effectively in a dynamic development environment within large,
global teams
 Certifications: SAFe SM/ASM (preferred), CSM, CSP, PSM
 Shift Timings : 4 PM to 1 AM IST