Lesson 7 Flashcards
Project Team Leadership Objectives
• communicate the project objective
• ensure fluid knowledge- sharing, a continued healthy dynamic on the team, welcome new team members, realign the team
• focus the team on delivering value
Manage with Objectives
• use clear and effective communication with clear objectives throughout the life cycle for a more productive and driven team
Manage with Tolerances and Thresholds
• know the thresholds and tolerance levels that enable you to effectively manage a variation without needing to escalate
What does managing with Objectives, Tolerances and Tresholds apply to
• Budget
• Schedule
• Quality
• Nonfunctional requirements
Project Manager’s Role
• ensure alignment of due dates— project, deliverables, project, lifecycle, and benefits realization plan
• provides a project management plan
• ensures creation and use of appropriate knowledge to/from the project
• manages project performance and changes to project activities
• makes integrated decisions about key changes the impact of the project
• measures and monitors progress, and takes appropriate action
• Collects, analyzes, and communicate project information to relevant stakeholders
• ensures completion of all project work and formerly closes each phase, contract in the project as a whole
• manage phase transitions when necessary
Can the Project Manager’s tasks be delegated to someone else?
No
Optimize Communication
• use retrospectives purposefully
~ discuss how to to improve ways of working
• communicate in both groups and face to face settings
~ especially important for remote or virtual teams
• make communication positive and regular with internal and external team members and stakeholders
• use technology and tools; get feedback about them and tailor for optimization
Where does the team record expectations about communication?
• team charter
Kanban Board
• displays flow of work over time
Responsibility assignment matrix (RAM)
• describes participation by various project roles in completing work or deliverables
• clarifies roles and responsibilities
Responsible, Accountable, Consult, Inform RACI)
• responsible- does the work
~ who is going to die the work
• accountable- approves completion
~ only 1 person can be accountable
• consult- gives expert opinion
~ not responsible for work only gives recommendations
• inform- kept up to date
~ not doing work just wants to be kept in the loop
Knowledge Management Three Levels
• individual
• project
• organization
Knowledge Management Level 1
• individual- what do team members need to know to perform project work
~ acquire required knowledge through research and collaboration with other team members
Knowledge Management Level 2
• project- what’s required to achieve project goals
~ transfer knowledge from other projects and consult the project management office (PMO)
Knowledge Management Level 3
• organization- what’s required to manage programs or portfolios
~ adapt knowledge from other programs/ portfolios and tailor
Guidelines to Measuring Performance
• only measure what matters
Guidelines to Measuring Performance- Scope
• percentage of work completed
• change request
Guidelines to Measuring Performance-Schedule
• actual duration of work against projected start to finish dates
Guidelines to Measuring Performance- Budget
• actual cost
• check procurements are sufficient for needs
Guidelines to Measuring Performance- Resources
• team allocation/availability/procurement
• performance appraisals— team, including vendors
• contract management
Guidelines to Measuring Performance- Quality
• technical performance
• defects
Guidelines to Measuring Performance- Risk
• risk register
Report on performance - Milestone Schedule
• high level visualization of progress on work against planned dates
Report on performance - Quality Reports
• charts and reports based on the quality meatrics collected
Report on performance - Earned Value Management (EVM) report
• graphs and values based on EVM equations
Report on performance - Variance analysis reports
• graphs and their analysis, comparing actual results to expected results
Report on performance - Work Performance Reports
• physical or electronic representation of work performance information complied in project documents, intended to generate decisions, actions, or awareness
Report on performance - Dashboards
• physical or electronic progress, summaries usually with visuals or graphics to represent the larger data set
Predictive- Scope Description/ Method
• Scope baseline
~ approved version of the project scope statement
~ work breakdown structure ( WBS)
~ associated WBS Dictionary
• Method
~ measure completion of project scope against the scope baseline
Adaptive- Scope Description/ Method
• Scope evolves from
~ initial product roadmap to
~ release back logs to
~ iteration backlogs
~ backlogs (including product features and functions and user stories) reflect identified, updated and reprioritized product needs
• Method
~ check user stories and DOD against customer feedback, and product requirements
Hybrid- Scope Description/ Method
• any combination of adaptive or predictive
Measuring Schedule Performance Method - Predictive
• Gnatt Charts
~ schedule performance tracking overtime
Measuring Schedule Performance Method - Predictive, Adaptive, Hybrid
• Earned Value
~ cost and effort performance tracking against planned value (PV)
• Quality Metrics
~ track quality deliverables, defects and acceptable output
• Variance Analysis
~ shows where the project is against where it should be
Measuring Schedule Performance Method - Adaptive & Hybrid
• compare work delivered and accepted to estimations for the current iteration/ sprint
• review completed work in regular sprint demos
• determine production, validation and acceptance rates for deliverables in restrospectives
• conduct scheduled reviews to record retrospective discoveries
Visualize Performance- Predictive & Hybrid
• display visuals or graphics on team dashboards ( electronic or physical)
• show product backlog progress on burndown and burnup charts
• display project data and progress on graphic information radiators in prominent places
• measure performance with lead and cycle times with a cumulative flow diagram
• All agile approaches use Kanban boards
• Continuous flow approaches include throughput, cycle time and lead time
• Timeboxed approaches include velocity
Burn Charts Per Burndown (Iteration)
• tracks the work to be completed in the iteration
• used to analyze variance to ideal burndown of work committed to during planning
~ below line is favorable for burndown
~ above line unfavorable- not burning it down
Burn Charts per Burnup (Release)
• snow accumulated progress of completed work
• update after each iteration
Velocity
• is a unique metric to a project; it can’t be used to compare the performance of teams
Continuous Flow Diagram Measures
• Throughout
• Lead
• Cycle time
WIP- Work In Process
• measure of work in progress but not completed
Lead Time
• length of time work item goes through entire process
Cycle Time
• length of time work item is being worked on
Throughput
• number of items entering or existing they system
Budget Challenges
• new/changed project requirements
• new risks, or changes to the probabilities or impacts of existing risks
• changes to cost estimates
Earned Value Management (EVM)
• measure project progress by comparing actual schedule and cost performance against planned performance, per the schedule and cost baselines
• evaluate progress of schedule and budget
• prevent further degradation of budget or schedule
Earned Value Managment (EVM) Variables
• Planned Value- PV (Estimated)
• Earned Value- EV (Completed/ Executed)
• Actual Cost - AC
Cost Performance Index (CPI) or Schedule Performance Index (SPI)
• anything below 1 is bad
~ this means you are over budget
Schedule Variance Measure Performance By:- Progression on Schedule
• calculating the difference between EV and PV
Schedule Performance Index Measure Efficiency By:- Progression on Schedule
• calculating the ratio of EV to PV
Cost Variance
