PMP - Start of the Project Flashcards
SEAM
stakeholder engagement assessment matrix. enables easy tracking of stakeholder engagement level during a project.
stakeholder, unaware, resistant, neutral, supportive, leading
Stakeholder Register
capture and record important stakeholder information, document evolving relationship in a configuration management system.
power interest cube
- high power/high interest – manage closely
- high power/low interest - keep satisfied
- low power/high interest - keep informed
- low power/low interest - monitor
Salience Model
power, urgency, legitimacy. #1 priority is people who are powerful, urgent, and legitimate. on your team. #2 is urgent and legitimate. #3 is powerful and legitimate. discretionary group = legitimate.
Stakeholder Engagement Plan
identifies required management strategies to effectively engage stakeholders
communication management plan
team fulfills strategies via communications
Name 3 communication methods
push: sending email, make phone call
pull: post link to doc, post on message board,
interactive: conversations, workshops, collaborations, whiteboarding
note: for push pull you need to constantly audit to see who is reading
Cross Cultural Communications Model
Need two kinds of comms:
1) acknowledgment message
2) feedback message (understanding the content of the message, next steps)
stakeholder engagement strategy
involve stakeholders
enable appropriate management strategies
create and maintain relationships
Tuckman Stages of Team Development
Forming - meet and begin to trust
storming - begin to assert themselves and take control of emerging issues
norming - begin to work productively
performing - working at optimum productivity and collaborating
adjourning - complete the work and shift to next project/task
self-organizing team
A cross-functional team in which people fluidly assume leadership as needed to achieve the team’s objectives.
T shapes vs. I shaped skills
T shapes employees have industry knowledge and relevant skillsets that is general vs. I shaped employees have extremely specific skills
SWOT analysis
strengths, weaknesses, opportunities, threats.
helps identify threats to the team success and opportunities to improve the team. good to be aware of weaknesses and strengths when creating a team
4 values of the Code of Ethics and Professional Conduct
responsibility, respect, fairness, honesty
** make sure to read this in detail
be able to describe aspirational vs. mandatory standards
Team charter
a doc of the ground rules created together with the team including: shared values, behavior guides, guidelines for comms, decision making guidelines, performance expectations, conflict-resolutions measures, meeting times/freq, team agreements (shared hours, improvement activities)
project vision statment
clear vision of the desired objectives and alignment with the organization’s strategic goals created by sponsor or executive. keep referring to it.
Types of Agreements
- Contracts with external parties
- Memorandums of understanding (MOUs)
- Service-level agreements (SLAs)
- Letters of agreement or intent
- Verbal agreements
- Communication (especially emails) between key stakeholders
- Statements of work (SOW)
XP Metaphor
talk in metaphores so that client understands what you are talking about instead of using high tech and jargonny language.
product box exercise
Go on a pretend shopping trip. Pretend the product is on a box on a shelf in a store. Think about what would be on the box that would make you want to buy it over the others.
Kano
delight
satisfy
indifferent
dislike
project charter
living document written by execs or governing group that includes
* Authorizes project
* Enables project manager to apply resources to project work
* Defines rationale and business need
* Verifies alignment with strategic goals
* Keeps everyone focused on a clear project visio
* Names - project sponsor, project manager, key stakeholders
* Project description, including preliminary requirements, measurable objectives
* Business needs, including financial goals or milestones
* Summary schedule and milestones
* Assumptions, boundaries and constraints, including overall risk, approval requirements and approved budget
* Information from the business case, including success and exit criteria
Stacey complexity model
axes with agreement/requirements on the left and then technical capability/certainty on the bottom. high certainty and close to certainty = simple. far from certainty vs. far from agreement = chaos. in between complicated and complex.
radar chart
assessment tool to determine if you should be agile, hybrid, or predictive. Smaller circle is agile, bigger is predictive.
velocity
How much work a team can do in a sprint. capacity
scrum
daily huddle to review work done, work to do, and blockers. Typically software developers, no management. roles include: scrum maters/senior scrum master who facilitates the ceremonies (meetings), iterations are called sprints
scrum ceremony elements
- sprint planning
- daily scrum
- sprint review (can include demo)
- sprint retrospective – improvements for next time
agile ceremony elements
- product strategy meeting - owners show product vision
- daily standup - also known as daily scrum 5-15 mins
- backlog refinement - review items on backlog, grooming
- project retrospective – lessons learned
