Foundation Flashcards
A project is
A unique product, service or result; is temporary
Project vs. operations
Projects are temporary; operations are ongoing
Ops mgmt is outside of the scope of project mgmt
Development approach
Predictive; Hybrid; Agile
5 Process Groups
Initiating: Defining a new project or a new phase of an existing project; obtaining authorization
Planning: Establishing the complete scope; Defining deliverables and refining the course of action taken to attain the objectives
Executing: Performing the work to meet the requirements
Monitoring & Controlling: Tracking, reviewing and regulating the progress & performance; identifying change requests & documenting/implementing
Closing: Formally closing
Each process has…
ITTO
Inputs
Tools & Techniques
Outputs
Portfolio vs. Program vs. Project
Portfolio: Collection of projects, programs, - aligns w/ business strategies to achieve a strategic objective
Program: Group of related projects - allows you to obtain benefits not available when programs are managed indepdentenly
Project: Part of broader program, portfolio, or both
Organizational Project Mgmt (OPM)
strategy execution framework that coordinates project, program and portfolio and operations mgmt, and which enables organizations to deliver on strategy
Project Mgmt Office (PMO) can be…
Supportive
Controlling
Directive
Value Delivery Office
Also known as Agile Center of Excellence
Enable, rather than manage, project efforts
- Coach teams
- Build agile skills
- Mentor
Functional vs. Matrix vs. Project oriented
Functional mgrs have little to no authority, may manage the project part time, have a role to return to at project completion, but may not have the full skillset to manage a project
Project oriented mgrs have high to total authority, are full time project managers, and may be ‘on the bench’ at the end of the project
Project sponsor
Focused on business value
Provides resources & support; accountable for enabling success
Predictive project roles
Project manager - managing coordination
Business Analyst - definition of requirements
Project team - large group responsible for doing the work
Project mgmt team - subset of large group, sponsor not part of this team
Adaptive project roles
Team facilitator (scrum master/project mgr)
Product owner - prioritizes work based on business value
Team members - produce a working project
Agile coach - focused on ensuring agile dev is done properly (depends on experience of team + scrum master)
External Business Environment
External factors that can introduce risk and uncertainty, or provide opportunities, to a project
PESTLE - political, economic, social, technical, legal, environmental
TECOP - technical, environmental, commercial, operational, political
VUCA - volatility, uncertainty, complexity, ambiguity
PESTLE
An external business environment framework
Political, economic, social, technical, legal,
environmental
TECOP
An external business environment framework
TECOP: Technical, environmental, commercial, operational,
political
VUCA
An external business environment framework
VUCA: Volatility, uncertainty, complexity, ambiguity
Enterprise Environmental Factors (EEFS)
Internal and External factors
Organizational Process Assets (OPAs)
Project policies, procedures and templates
Corporate knowledge bases/historical project info
Business value & 6 types
Net quantifiable benefit from a business endeavor; part of the objectives or description in initiating the agreement
- Financial gain
- New customers
- Social benefit
- First to market
- Improvement (technical, process, etc.)
- Regularization (compliance)
Business case
Business documents that pre-date the project start (not part of project mgmt plan)
- benefit-cost analysis
- business need
- quality specifications
- schedule or cost restraints
Benefits management plan
Business documents that pre-date the project start (not part of project mgmt plan)
- process for creating and sustaining benefits
- time frame of benefits realization
- benefit owner
- metrics
- assumptions, contraints, risks
OKRs
Objectives and Key Results
- Goals and intents
- time-bound and measurable
best practices:
- Support w/ 3-5 measurable key results
- Aim for 80% success rate
- Action oriented, concrete, measurable
MVP
Minimum viable product
- Functional prototype
- Goal is to do just enough to get something in front of potential customers to learn what they really want
MBI
Minimum business increment
- Smallest reasonable chunk of value that makes sense from a business perspective
ADKAR
Model names five milestones an individual must achieve in order to change successfully
A - Awareness
D - Desire to support the change
K - Knowledge of how to change
A - Ability to demonstrate new skills and behaviors
R - Reinforcement to make the change stick
Kotter’s process
8 step process for leading change
Create a climate to change
Engage and enable the organization
Implement and sustain the change
Project governance
Process in place for change, comms, documentation, decisions making, etc.
Can help with escalations unless within the appropriate threshold/tolerance level to be managed by the project team
Compliance - 5 best practices
- Documentation
- Risk planning (compliance is highest priority risk)
- Compliance council
- Compliance audit
- Compliance stewardship
Principles vs performance domains
Principles guide behavior within the Project Performance Domains of the seventh edition of the PMBOK® Guide. Performance domains describe the collection of activities or functions that influence project performance. They provide guidance for decision making with a focus on enabling desired project outcomes.
PMBOK principles (12)
Stewardship
Team
Stakeholders
Value
System thinking
Leadership
Tailoring
Quality
Complexity
Risk
Adaptability and Resiliency
Change
Performance domains (8)
Stakeholders
Team
Development & lifecycle approach
Planning
Project work
Delivery
Measurement
Uncertainty
