Project management domain Flashcards
Project management domain
Domains
Domains are a group of related activities that are critical for the effective delivery of project outcomes.They are interactive, interrelated, and interdependent areas of focus that work in unison to achieve desired project outcomes.
They operate as an integrated system, with each domain being interdependent of the other domains to enable successful delivery of the project and its intended outcomes.
The specific activities undertaken within each of the performance domains are determined by the context of the organization, the project, deliverables, the project team, stakeholders, and other factors.
Stakeholder
performance domain
Identify
◦ Identification is done throughout the project to understand who your stakeholders are, both internal and external.
Understand and Analyze
◦ the project manager and the project team should seek to understand stakeholders’ feelings, emotions, beliefs, and values.
Prioritize
◦ Focus on stakeholders with the most power and interest as one way to prioritize engagement.
Engage
◦ Entails working collaboratively with stakeholders to introduce the project, elicit their requirements, manage expectations, resolve issues, negotiate, prioritize, problem solve, and make decisions.
Monitor
◦ Throughout the project, stakeholders will change as new stakeholders are identified and others cease to be
stakeholders.
Team Performance
Domain
Deals with activities and functions associated with the people who are responsible for creating project deliverables that realize business outcomes.
This performance domain entails establishing the culture and environment that enables a collection of diverse individuals to evolve into a high-performing project team.
Team performance domain Outcomes includes:
◦ Shared ownership
◦ A high-performing team
◦ Appropriate leadership and other interpersonal skills
Team performance domain members
◦ Project Manager: Assign by the business to lead the team and is responsible for accomplishing the project objectives
◦ Project Management team: People who are directly involved in project management activities
◦ Project Team: A group of individuals performing the work of the project to achieve its purposes
Management Activities
Effective processes, planning, coordinating, measuring, and monitoring work, among others.
Leadership activities
◦ Influencing ◦ Motivating ◦ Listening ◦ Enabling
Leadership types
◦ Centralized: Accountability (being answerable for an outcome), is usually assigned to one individual,
◦ Distributed: Shared among a project management team, and project team members
Servant leadership
a method of leadership that is based on the understanding and addressing the needs and development of project team members.
Servant leaders place emphasis on developing project team by focusing on addressing questions, such as:
◦ Are project team members growing as individuals?
◦ Are project team members becoming healthier, wiser, freer, and more autonomous?
◦ Are project team members more likely to become servant leaders?
Servant leadership behaviors include:
◦ Obstacle removal.
◦ Diversion shield.
◦ Encouragement and development opportunities.
Common Aspects of Team Development includes:
Vision and objectives: Everyone is aware of the project vision and objectives
Roles and responsibilities: members
understand and fulfill their roles and
responsibilities.
Project team operations: Facilitating project team communication, problem solving, and the process of coming to consensus
Guidance: ensure everyone is headed in the right direction
Growth: Identifying where the project team is carrying out well and pointing out areas where the project team can improve
Development Approach and Life
Cycle Performance Domain
Deals with activities and functions
associated with the development approach, cadence, and life cycle phases of the
project.
Delivery cadence refers to the timing and
frequency of project deliverables.
Development Approach and Life
Cycle Performance Domain outcomes include
◦ Correct development approaches.
◦ A project life cycle that connect the delivery of business and stakeholder value from the
beginning to the end of the project.
◦ A project life cycle consisting of phases that facilitate the delivery cadence and development approach required to produce the project deliverables.
Delivery cadence
refers to the timing and
frequency of project deliverables.
Factors that influence the selection of a development approach.
- Product, service, or result
◦ Degree of innovation
◦ Requirements certainty
◦ Scope stability
◦ Ease of change
◦ Delivery options
◦ Risk
◦ Safety requirements
◦ Regulations - The project
◦ Stakeholders
◦ Schedule constraints
◦ Funding availability - Organization
◦ Organizational structure
◦ Culture
◦ Organizational capability
◦ Project team size and location
Planning Performance Domain
Deals with activities and functions associated with the initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes.
The purpose of planning is to proactively develop an approach to create the project deliverables.
Planning Performance Domain outcomes
Outcomes includes:
◦ The project moves in an organized, coordinated, and deliberate manner.
◦ There is a holistic approach to providing the project outcomes.
◦ Evolving information is elaborated.
◦ Time spent planning is appropriate.
◦ Planning is sufficient to manage stakeholder
expectations.
◦ There is a process for the adaptation of plans.
Project plans are affected by
Variables include, but are not limited to:
◦ Development approach
◦ Project deliverables
◦ Organizational requirements
◦ Market conditions
◦ Legal or regulatory restrictions
When planning things to consider will be:
◦ Delivery – What is the scope being delivered by the project
◦ Estimating – Scope, schedule, budget of resources both people and physical
◦ Schedules - Models used to determine when work has to be done
◦ Budget- How much work will cost
Project Work Performance Domain
Deals with activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment.
Project work is connected with establishing the processes and performing the work done by the project team to deliver the expected deliverables and outcomes.
Project Work Performance Domain outcomes
◦ Efficient and effective project performance.
◦ Project processes are suitable for the project and the environment.
◦ Appropriate communication with stakeholders.
◦ Efficient management of physical resources.
◦ Effective management of procurements.
◦ Improved team capability due to continuous learning and process improvement.
Project Delivery Performance Domain
Deals with activities and functions associated with delivering the scope and quality that the project was undertaken to achieve.
Project Delivery Performance Domain Outcomes
Outcomes includes:
◦ Projects contribute to business objectives
◦ Projects realize the outcomes
◦ Project benefits are realized in the time frame
◦ The project team has an understanding of requirements.
◦ Stakeholders accept and are satisfied with project deliverables.
Measurement Performance Domain
Deals with activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
Involves measuring project performance and implementing appropriate responses to keep the project on track.
This domain evaluates the amount to which the work done in the Delivery Performance Domain is meeting the metrics identified in the Planning Performance Domain.
Measurement Performance Domain outcomes
Outcomes includes:
◦ A reliable understanding of the status of the project.
◦ Actionable data to enable decision making.
◦ Timely and appropriate actions to keep the project on track.
◦ Achieving targets and generating business value
2 types of Key Performance Indicators (KPI)
two types of KPIs: leading indicators and lagging indicators.
◦ Leading indicators predict changes or trends in the project
◦ Lagging indicators measure project deliverables or events. They provide information after the fact.
SMART metrics
Specific, Meaningful, Achievable, Relevant, Timely
Metrics to measure includes:
- Deliverable Metrics
◦ Information on errors or defects
◦ Measures of performance - Delivery
◦ Work in progress
◦ Lead time
◦ Cycle time
◦ Process efficiency - Baseline Performance
◦ Start and finish dates
◦ Actual cost compared to planned cost - Resources
◦ Planned resource utilization compared to actual resource utilization - Business Value
◦ Cost-benefit ratio - Stakeholders
◦ Mood chart - Forecasts
Metrics can be presented using:
◦ Dashboards
◦ Information Radiators
◦ Visual Controls
Pitfalls associated with measurement
◦ Hawthorne effect
◦ Vanity metric
◦ Demoralization
◦ Misusing the metrics
◦ Confirmation bias
Uncertainty Performance Domain
Deals with activities and functions associated with risk and uncertainty.
Projects happen in environments with varying degrees of uncertainty.
Uncertainty in the broadest sense is a state of not knowing or unpredictability.
Uncertainty presents threats and opportunities that project teams explore, assess, and decide how to handle.
Uncertainty Performance Domain outcomes
◦ An awareness of the environment in which projects occur
◦ Proactively exploring and responding to uncertainty.
◦ An awareness of the interdependence of multiple variables on the project.
◦ The capacity to anticipate threats and opportunities
◦ Project delivery with little or no negative impact
◦ Opportunities are realized to improve project performance and outcomes.
◦ Cost and schedule reserves are utilized
There are many shades to uncertainty, such as
◦ Risk associated with not knowing future events
◦ Ambiguity associated with not being aware of current or future conditions
◦ Complexity associated with dynamic systems having unpredictable outcomes.
Options for responding to uncertainty
◦ Gather information
◦ Prepare for multiple outcomes
◦ Build in resilience
