e

ut
ib
tr
is
LESSON 5

D
SUPPORT

or
PROJECT TEAM

e
PERFORMANCE

at
• Implement Ongoing

lic
Improvements

up
• Support Performance
• Evaluate Project Progress D
• Manage Issues and
ot

Impediments
N

• Manage Changes
o
D

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rights reserved.
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 Learning Objectives

e
ut
ib
• Explain the various methods for implementing improvement.

tr
is
• Explain the various methods for performance measurement.

D
• Compare these methods with a focus on communication and accountability.

or
• Identify the methods for implementing a project and the issues and impediments that arise
during a project.

e
at
• Describe the methods for implementing changes during a project.

lic
up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
or
Implement Ongoing Improvements

e
at
TOPIC A

lic
up
D
ot
N
o
D

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Continuous Improvement

e
(CI)

ut
ib
tr
• An ongoing effort to improve products,

is
services or processes through small,
incremental improvements or large

D
breakthroughs

or
• A business strategy developed at the
organizational level for projects to adopt and

e
use

at
• Typically implemented by an organization’s

lic
PMO and/or a “structured learning” approach
or CI framework such as Agile or Six Sigma

up
D
ot
N
o
D

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Kaizen

e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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Assess

e
Current CI

ut
Methods

ib
tr
• Is the lessons learned register up to date? Is the team having regular

is
retrospectives? Are team members Lean Six Sigma or certified in an
How well are the team agile method?

D
and organization
• Do they know about Kaizen, Lean, Crystal Methods or Capability

or
equipped for CI?
Maturity Model Integration (CMMI)?

e
• Also check the process improvement plan and the project

at
management plan!

lic
up
Use the risk register to assess current CI measures. It includes how the
D team is prepared to act to address threats to project quality, so it can be a
helpful way of assessing current CI measures.
ot
N
o
D

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Conduct

e
Retrospectives • Prepare topics for inspiration Went Need to

ut
• On a board, make two columns: Well Improve

ib
Review and “What Went Well” and “What Could

tr
Improve Methods Be Improved”

is
• Ask attendees to add items to • On-time • Retrospective

D
these lists completion method
• Keep
• Allow each participant to identify

or
workspace
the reason for the improvement tidy

e
• Decide common items that need

at
improvement and mark them

lic
• Narrow the list to those
improvement areas that will bring

up
value in the next sprint
• Get team consensus on the plan
D
improvement
ot

• Update these tasks on the backlog

N

after a discussion with the product

owner
o
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• Implement changes Copyright 2023© Project Management Institute, Inc. All rights reserved.
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Improve Your

e
Improvement

ut
Methods

ib
In addition to using the lessons learned register and retrospectives

tr
properly, try:

is
D
Experiments

or
• Use A/B testing and team feedback to identify improvements

e
• Experiments provide a way to improve team efficiency and

at
effectiveness

lic
• Apply controls — do them one at a time — to isolate the results

up
D
Pareto chart, or the 80/20 rule
• Directs efforts where they can make the biggest impact
ot

• Takes a big problem and breaks it down into smaller pieces

N
o
D

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Update

e
Processes

ut
and Standards

ib
tr
is
D
Use what you learned from successful experimentation to fashion and
recommend CI steps

or
Can lessons learned at the project level apply to the organization's

e
continuous improvement process?

at
lic
If so, escalate these lessons as an opportunity for adoption at the
organizational level

up
D
ot
N
o
D

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Interactive/Discussion

e
ut
ib
tr
is
D
What are improvement procedures in your

or
organization?

e
What methods do you use?

at
lic
up
D
ot
N
o
D

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Lead With an

e
Improvement Mindset

ut
ib
tr
• Educate yourself

is
• Encourage a “fail fast” mindset

D
• Identify material improvements, training,

or
processes or equipment

e
• Measure the effect of any change

at
• Then repeat!

lic
up
D
ot
N
o
D

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Topics Covered

e
ut
ib
tr
is
D
or
Continuous Improvement

e
• Plan continuous improvement methods,

at
procedures and tools

lic
• Assess CI framework

up
• Plan CI methods, procedures, tools
• Recommend/Execute CI steps D
ot
N
o
D

12
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 e
ut
ib
tr
is
D
or
Support Performance

e
at
TOPIC B

lic
up
D
ot
N
o
D

13

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Project Team

e
Leadership

ut
Objectives

ib
tr
is
D
Communicate (and re-communicate) the project’s

or
objectives

e
Ensure fluid knowledge-sharing, a continued

at
healthy dynamic on the team, welcome new team

lic
members, realign the team.

up
Focus the team on delivering value
D
ot
N
o
D

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Manage with

e
Objectives,

ut
Use clear and effective communication with clear objectives throughout
the life cycle for a more productive and driven team.
Tolerances,

ib
tr
Thresholds

is
Know the thresholds and tolerance levels that enable you to effectively
manage a variation without needing to escalate.

D
or
Applies to:
• Budget

e
at
• Schedule
• Quality

lic
AUTHORITY • Nonfunctional requirements

up
Responsible
Stakeholders

D
TOLERANCE
ot
Project
Team
N

PROBLEM
o
D

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 The Project Manager’s Role

e
Centralized Model

ut
ib
PROJECT

tr
MANAGER

is
• Ensures alignment of due dates — project • Measures and monitors progress, and takes

D
deliverables, project life cycle and benefits appropriate action

or
realization plan
• Collects, analyzes and communicates project
• Provides a project management plan

e
information to relevant stakeholders

at
• Ensures creation and use of appropriate • Ensures completion of all project work and

lic
knowledge to/from the project formally closes each phase, contract and the
project as a whole

up
• Manages project performance and changes to
project activities D • Manages phase transitions when necessary
• Makes integrated decisions about key
ot
changes that impact the project These tasks cannot be delegated.
N
o
D

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 Team Roles and Responsibilities to Support Performance

e
Review Exercise

ut
ib
tr
is
PROJECT project manager
In this hybrid project, the __________________oversees project

D
MANAGER
management plan integration, but delegates control of detailed product
product owner
planning and delivery to the ________________.

or
e
project manager focuses on building a cross-functional team, a
The _________________

at
collaborative decision-making environment and ensuring the team can
respond to changes.

lic
up
scrum master/agile coach
The process role of ___________________________ helps the team to
SCRUM understand the agile mindset and use scrum processes. To develop the
D
MASTER /
AGILE COACH team is the local domain expert that plans how to do
SLC product, the ______
product owner looks after value creation.
the work and the _______________
ot
N

PRODUCT
o

OWNER
D

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Optimize

e
Communication

ut
ib
• Use retrospectives purposefully — discuss how to improve ways of

tr
working

is
• Communicate in both group and face-to-face settings — especially

D
important for remote or virtual teams

or
• Make communication positive and regular with internal and external
team members and stakeholders

e
• Use technology and tools; get feedback about them and tailor for

at
optimization

lic
up
D
Where did the team record expectations about communication?
ot

In the team charter!

N
o
D

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Use Feedback to Support

e
High Performance

ut
ib
tr
• Feedback is crucial for any team, using

is
any method, in any environment

D
• Communicate in detail about technical
and “soft” performance aspects

or
• Use appropriate methods — e.g., public

e
or private, individual or group, written or

at
verbal

lic
• Give feedback in a timely manner

up
• Request feedback regularly, as and
when needed
D
ot
N
o
D

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Support Team Task

e
Accountability

ut
ib
tr
Encourage team members to self-organize

is
in determining:

D
• What work needs to be done
• How to perform the work

or
• Who should perform it

e
at
Use kanban boards to promote visibility
and collaboration.

lic
Agile teams commit to performing work

up
listed on a backlog during an iteration.
D
ot
N
o
D

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Show Roles and

e
Responsibilities

ut
Responsibility assignment matrix (RAM):
• Describes participation by various project roles in completing work or

ib
RAM/RACI deliverables

tr
• Clarifies roles and responsibilities

is
D
Uses RACI nomenclature:

or
Some accountabilities • Responsible: Does the work
are set and

e
• Accountable: Approves completion

at
nontransferable, even on
agile teams. Can anyone • Consult: Gives expert opinion

lic
give an example? • Inform: Kept up to date

up
Project manager creates RAM/RACI.
D
Project manager or team lead works with team to make decisions
ot

about roles and responsibilities.

N
o
D

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Curate Knowledge as an

e
Asset

ut
ib
tr
Document explicit knowledge for archival

is
and sharing.

D
Encourage individuals to share tacit

or
knowledge and collaborate.

e
Treat knowledge as an asset to the team

at
and organization.

lic
up
D
ot
N
o
D

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Incorporate Knowledge

e
Transfer Opportunities

ut
ib
tr
• Networking

is
D
• Special interest groups — e.g.,
Communities of Practice

or
• Meetings, seminars or other in-person

e
and virtual events

at
• Training

lic
• Work/job shadowing

up
D
ot
N
o
D

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Knowledge

e
Management

ut
Individual

ib
Three Levels What do team

tr
members need to Acquire required knowledge through research and

is
know to perform collaboration with other team members

D
project work?

or
Project

e
What’s required to

at
Transfer knowledge from other projects and
achieve project consult the project management office (PMO)

lic
goals?

up
Organization
D
What’s required to Adapt knowledge from other programs/portfolios
and tailor
ot
manage programs
or portfolios?
N
o
D

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Learn the

e
Right Way to

ut
Motivate Your

ib
DO DON’T

tr
Team

is
• Inspire and motivate yourself • Overwhelm with meetings and

D
and the team – provide work interruptions

or
opportunities, not obligations
• Distract with non-project work

e
• Give virtual teams constant

at
and regular contact • Force group activities

lic
• Provide appropriate training

up
opportunities
D
• Try self-assessment and
ot
reflective moments for
N

professional growth
o
D

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Continuously

e
Realign Team

ut
Efforts with

ib
tr
Value Delivery Prioritize team cohesion and focus on value delivery

is
D
As team members or external parties join or depart, or during change or
disruption, support the team as it realigns itself

or
• Welcome each new member as a potential source of new knowledge

e
and motivation

at
• Ensure shared understanding of project goals and agreements

lic
Tuckman’s ladder

up
• Collaborate to find out how they can add value

• Navigate disruptions and conflict constructively

D
ot
N
o
D

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Check on Artifact

e
Maintenance

ut
ib
tr
is
• Make it part of regular quality checks

D
• Keep file storage organized and

or
versioned
• Ensure compliance with data protection

e
and security mandates

at
• Maintain artifacts in preparation for

lic
archiving during project closure

up
D
ot
N
o
D

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ECO Coverage

e
ut
2.2 Manage communications

ib
• Communicate project information and updates effectively (2.2.3)

tr
• Confirm communication is understood and feedback is received (2.2.4)

is
1.4 Empower team members and stakeholders

D
Support team task accountability (1.4.2)
• Evaluate demonstration of task accountability (1.4.3)

or
1.6 Build a team

e
• Continuously assess and refresh team skills to meet project needs (1.6.3)

at
• Maintain team and knowledge transfer (1.6.4)

lic
1.11 Engage and support virtual teams
• Continually evaluate effectiveness of virtual team member engagement (1.11.4)

up
2.11 Manage project artifacts
• Continually assess the effectiveness of the management of the project artifacts (2.12.3)
D
2.13 Determine appropriate project methodology/methods and practices
ot

• Use iterative, incremental practices throughout the project life cycle (e.g., lessons learned,
N

key stakeholder engagement, risk) (2.13.4)

o
D

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 e
ut
ib
tr
is
D
or
Evaluate Project Progress

e
at
TOPIC C

lic
up
D
ot
N
o
D

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Guidelines to

e
Tailor performance measurement to the project context and stakeholders:
Measuring

ut
• Scope
Performance

ib
• Percentage of work completed

tr
• Change requests

is
• Schedule
“Only Measure

D
• Actual duration of work against projected start and finish dates
What Matters” •

or
Budget
• Actual costs
- John Doerr • Check procurements are sufficient for needs

e
at
• Resources

lic
• Team allocations/availability/procurement
• Performance appraisals – team, including vendors

up
• Contract management
• Quality
D
• Technical performance
ot
• Defects
N

• Risk
• Risk register
o
D

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Report on Milestone schedule High-level visualization of progress on

e
work against planned dates
Performance

ut
Quality reports Charts and reports based on the

ib
Tailor If quality metrics collected

tr
Required Earned value management (EVM) Graphs and values based on EVM

is
reports equations

D
Variance analysis reports Graphs and their analysis comparing

or
actual results to expected results.
Work performance reports Physical or electronic representation

e
at
of work performance information
compiled in project documents,

lic
intended to generate decisions,

up
actions, or awareness.
Dashboards
D Physical or electronic progress
summaries, usually with visuals or
ot
graphics to represent the larger data
set
N
o
D

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 Monitor Scope

e
Description of Scope Method

ut
ib
Scope baseline is:
• Approved version of the project scope

tr
Measure completion of project
statement

is
scope against the scope baseline.
• Work breakdown structure (WBS)

D
• Associated WBS dictionary

or
Scope evolves from:

e
• Initial product roadmap to

at
• Release backlog to Check user stories and DoD

lic
• Iteration backlogs against customer feedback and

up
Backlogs (including product features and product requirements
functions and user stories) reflect identified,
D
updated and reprioritized product needs
ot
N

Any combination of the above

o
D

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 Scope Validation

e
Customer Accepts Completed Deliverables

ut
ib
In a predictive development approach, which

tr
artifact helps determine the acceptance criteria?

is
D
a. Responsibility traceability matrix
Acceptance criteria
b. Scope statement

or
c. Team charter
d. Stakeholder engagement plan

e
• Definition of ready (DoR)

at
• Definition of done (DoD)

lic
• Acceptance criteria In an adaptive development approach, what
• Iteration reviews

up
helps determine that the acceptance criteria
for user stories has been met?
D
Any combination of the above a. Product roadmap
ot
b. Definition of done
c. Release plan
N

d. Kanban board
o
D

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 Measure Schedule Performance

e
Methods

ut
ib
tr
is
Gantt charts: Schedule performance tracking over time

D
or
Earned value: Cost and effort performance tracking against planned value (PV)

e
Quality metrics: Track quality deliverables, defects and acceptable output

at
Variance analysis: Shows where the project is against where it should be

lic
up
• Compare work delivered and accepted to estimations for the current iteration/sprint
• Review completed work in regular sprint demos
D
• Determine production, validation, and acceptance rates for deliverables in
ot
retrospectives
N

• Conduct scheduled reviews to record retrospective discoveries

o
D

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Schedule Management

e
Tools

ut
ib
tr
• Adjust schedule to reflect resource

is
supply/demand

D
• Use smoothing and leveling

or
• Use schedule compression techniques,

e
including fast tracking and crashing

at
lic
up
D
ot
N
o
D

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Visualize

e
Performance

ut
ib
• Display visuals or graphics on team dashboards (electronic or physical)

tr
• Show product backlog progress on burndown and burnup charts

is
• Display project data and progress on graphic information radiators in
Show committed versus

D
completed work prominent places

or
• Measure performance with lead and cycle times with a cumulative flow
diagram

e
at
• Agile approaches may use kanban or task boards to visualize project

lic
work

up
• Continuous flow approaches include throughput, cycle time and lead
time
D
• Timeboxed approaches include velocity
ot
N
o
D

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Information

e
Radiators

ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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 Burn Charts

e
Burndown (Iteration)

ut
ib
tr
is
• Tracks the work to be completed in the iteration

D
• Used to analyze variance to ideal burndown of work committed to during planning

or
200

e
180
Diagonal line is

at
160
ideal burndown

lic
140
against which
daily actual 120

up
remaining is 100

charted. 80
D
60
ot
40

20
N

0
June 1 June 2 June 3 June 4 June 5 June 6 June 7 June 8 June 9 June 10 June 11 June 12 June 13 June 14 June 15 June 16 June 18 June 19 June 20
o
D

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 Burn Charts

e
Burnup (Release)

ut
ib
aka Feature Complete Graph

tr
in feature-driven development (FDD)

is
D
or
140
• Show accumulated 120
progress of completed

e
100

at
work 80

lic
• Update after each 60

iteration 40

up
20

D 0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8
ot
Total
Completed
N
o
D

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Task Board

e
Work in Progress

ut
To Do (WIP) Done

ib
Item B

tr
Item A Item C
Estimate:

is
Estimate: Estimate:
8
• Organize work into tasks on cards 4 6

D
Actual: 8
• Display task information at every stage

or
of the workflow Item D
Item F
Estimate:
• Tailor your task board workflow stages Estimate: 18

e
2

at
Item J
Item E

lic
Task board types include Kanban, Estimate:
Estimate:
to-do lists, procedure checklists 1

up
8
and scrum boards Unplanned
D Item G
ot
Estimate: 20
N
o
D

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Estimate Velocity

e
ut
Aim for Constant Rate

ib
(with optional discussion) Velocity Chart
velocity: 90.44

tr
1k

is
• Team’s estimated rate of progress of

D
completed work

or
• Calculate by estimating number of story 100

points that can be completed during an

e
iteration

at
• Then modify during subsequent

lic
iterations 10

up
• Goal: Achieve constant velocity from one
iteration to the next D
ot
Velocity is a unique metric to a 1

project; it can’t be used to 14 Jan 21 Jan 28 Jan 04 Feb 11 Feb 18 Feb 25 Feb 03 Mar 10 Mar 11 Mar
N

compare the performance of

o

teams.
D

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Continuous Flow Diagram

e
ut
Measure Throughput, Lead

ib
and Cycle Time
The Cumulative Flow Diagram

tr
is
Done BACKLOG

D
Started
• WIP - Measure of work in progress but Queued
not completed

or
• Lead time - Length of time work item

e
goes through entire process WIP

at
• Cycle time - Length of time work item is

lic
being worked on CYCLE TIME

up
• Throughput - Number of items entering
or exiting the system D LEAD TIME
ot
N
o
D

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Budget Challenges

e
ut
ib
tr
• New/changed project requirements

is
• New risks, or changes to the

D
probabilities or impacts of existing risks

or
• Changes to cost estimates

e
at
lic
up
D
ot
N
o
D

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Earned Value

e
Management

ut
(EVM)

ib
tr
is
D
• Measure project progress by comparing actual schedule and cost

or
performance against planned performance, per the schedule and cost
baselines

e
at
• Evaluate progress of schedule and budget

lic
• Prevent further degradation of budget or schedule

up
D
ot
N
o
D

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 Earned Value Management (EVM)

e
Visual

ut
ib
tr
VARIABLES
EV = % work complete to date x budgeted cost

is
Planned Value

D
The authorized budget
PV assigned to scheduled work 400

or
Earned Value

e
300
The measure of work

at
performed expressed in
EV

$ (K)
terms of the budget

lic
authorized for that work 200

up
Actual Cost
The realized cost incurred
D
A for the work performed on 100

C an activity during a specific

ot
time period
0
N

Planned Value (PV)

Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC)
o

Time (months)
D

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 EVM Measures for Schedule Control

e
ut
ib
tr
Is the project progressing on How efficiently is the team working?

is
schedule?

D
Schedule performance index measures
efficiency by calculating the ratio of EV to PV

or
Schedule variance measures performance
– by calculating the difference between EV

e
and PV SPI = EV / PV

at
lic
SV = EV - PV

up
project BEHIND project project BEHIND project
schedule D AHEAD of schedule AHEAD of
schedule schedule
ot
SV value = 0 SPI value = 1.0
N

project on schedule project on schedule

o
D

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 EVM Measures for Cost Control

e
ut
ib
Is the project on budget? How efficient is my project?

tr
is
Calculate cost variance (CV) to find the current Calculate cost performance index (CPI) to

D
amount of budget deficit/surplus measure the cost efficiency of budgeted resources

or
(CPI = EV / AC)

e
CV = EV - AC

at
lic
up
project OVER project UNDER project OVER project UNDER
budget budget budget budget
D
CV value = 0
ot
CPI value = 1.0
project on budget project on budget
N
o
D

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EAC/ETC

e
Analysis

ut
ib
What will the project cost in How much more cost is required

tr
total? to complete the remainder of the

is
project?

D
Use Estimate At Completion
(EAC) Use Estimate To Complete (ETC)

or
Based on:
Based on:

e
Are more funds • CPI
• CPI: current spending efficiency

at
required? • AC – actual cost
• BAC: budget at completion

lic
Formula

up
Formula
BAC
D EAC =
CPI ETC = EAC - AC
ot
N
o
D

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EVM

e
ut
Example Process:

ib
1. Establish a performance measurement

tr
Enables comparison of release baseline (PMB) to create a reference point for the

is
plan against the actual work done metric

D
2. Answer three questions:
Helps teams spot any problem

or
• How many iterations are planned?
areas and ensure they stay on
• How many story points are there?

e
schedule and within budget.
• What is the release budget?

at
lic
3. Collect data at the end of every iteration:
• Planned value (PV): Budget for planned

up
work in an iteration
D • Earned value (EV): Budget for completed
work in an iteration
ot

• Actual cost (AC): Actual cost incurred to

N

complete an iteration deliverable

o
D

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Manage and Lead

e
Resources

ut
ib
tr
• Include team and external contractors

is
• Monitor for risks — e.g., cost overruns,

D
schedule delays or potential disputes

or
• Conduct checks on contracts:
• Procurement process compliance

e
• Periodic progress or activity reports

at
• Required advance notification and

lic
acknowledgment to suppliers
• Formal acceptance of contracted

up
deliverables
• Notify accounts payable of completed
D Consult the communications management
work so that payments can be made plan and contract terms and conditions for
ot

vendor/supplier working provisions.

N
o
D

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Physical

e
Resource

ut
Management

ib
• Means physical resources (not human)

tr
• Equipment

is
• Materials

D
• Facilities

or
• Infrastructure

e
• Ensures assigned resources are available “just in time” (JIT) and released

at
when no longer needed

lic
• Ensures physical resources assigned are available as planned

up
• Monitors planned vs actual utilization of resources
D
• Performs processes throughout the project
ot
N
o
D

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Update

e
Resource

ut
Allocation

ib
• What has been used to date?

tr
• What is still needed?

is
D
• Review performance usage to date, including:
• Monitoring expenditures

or
• Identifying and dealing with resource shortage/surplus in a timely

e
manner

at
• Ensuring resource use and release

lic
• Informing stakeholders of issues with relevant resources
• Influencing factors that can create changes in resource utilization

up
• Managing changes as they occur
D
• Changes that impact schedule or cost baselines must be approved
ot

through Perform Integrated Change Control.

N
o
D

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Handle Contract Changes

e
and Disputes

ut
ib
tr
is
When change is required, follow your

D
project’s change process:

or
Perform Integrated Change

e
Control

at
lic
Backlog reprioritization

For contract disputes, consult OPAs and

up
the contractual agreement first
D
ot
N
o
D

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Quality Management

e
Guidelines

ut
ib
tr
is
• Assess quality of project approaches
and activities

D
• Evaluate deliverable quality through

or
inspection and testing

e
• Evaluate quality of project activities and

at
processes through reviews and audits

lic
• Focus on detecting and preventing
errors and defects

up
D
ot
N
o
D

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 Evaluate and Manage Quality

e
ut
• Project manager uses Control Quality process to:

ib
• Verify that deliverables meet functional and nonfunctional requirements

tr
• Identify and suggest improvements

is
• Verify alignment with compliance requirements

D
• Give feedback on any identified variances

or
• Identify potential approaches to cure defects or other noncompliance
• And continuously monitors quality reports and recommendations!

e
at
• Team, customer and product owner are responsible for setting and meeting

lic
quality goals and metrics

up
• Feedback from iterations continuously monitor quality
• Measure performance of quality with:
D
• Service-level agreements (SLAs)
ot
• KPIs
• Contractual measures
N

• Quality methods/frameworks — e.g., Lean Six Sigma

o
D

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Quality Audit*

e
ut
ib
tr
May be scheduled or conducted ad hoc

is
D
Topics include:
• Quality management policy

or
• Collection and use of information

e
• Analytical methods

at
• Cost of quality

lic
• Quality process design

up
D Use audits to enhance or formalize the quality
management complement in adaptive development
ot

approaches.
N
o
D

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Control

e
Quality Tools

ut
Data gathering

ib
• Checklists/check sheets

tr
• Statistical sampling

is
• Questionnaires and surveys

D
Data analysis

or
• Performance reviews
• Root cause analysis

e
at
Data representation

lic
• Cause-and-effect diagram
• Scatter diagrams

up
• Control charts
D
• Histograms
• Pareto chart
ot
N
o
D

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Control Quality Process

e
ut
Example

ib
tr
1. Use check sheets to collect data

is
2. Plot data on a histogram

D
3. Understand the significant ones using

or
the Pareto chart (80/20 rule)

e
4. Use the cause-and-effect analysis on the

at
chosen problems/solutions

lic
5. Finally, perform a scatter analysis to
understand the correlation

up
D
ot
N
o
D

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Data

e
Visualization

ut
ib
Quality Tool -

tr
Cause and

is
Effect Diagram

D
or
Break down the problem

e
statement to identify

at
causes in discrete

lic
branches
Keep asking “why” to

up
help identify the main or
root cause of the D - Kaoru
problem Ishikawa
ot
N

Example fishbone diagram (aka Ishikawa or Why-Why)

o
D

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Data

e
Visualization

ut
Quality Tool

ib
tr
QUALITY CHARACTERISTICS
Scatter Diagram

is
D
or
Shows the relationship

e
between two variables

at
Demonstrates

lic
relationships among any
element of a process,

up
environment, or activity
on one axis and a quality D
defect on the other
ot
N

PROCESS INPUT
o
D

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Data Visualization Quality

e
Tool

ut
ib
Control Chart

tr
is
D
• A tool used to determine the predictability, SPECIFICATION LIMIT

or
behavior and stability of a process over time CONTROL LIMIT
• Ideal for repetitive processes with predictable

e
MEAN
results

at
• Shows a mean and established control

lic
limits and specification limits

up
• Follow the “rule of seven” = investigate
increases/decreases of seven consecutive
D
points, indicating a trend/potential issue
ot
N
o
D

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Data
Visualization

e
100%

ut
Quality Tools 90%

ib
Histogram and

oResults of Oasestown Residents Survey

tr
80%
Pareto Chart

is
70%

D
• A Pareto chart is a 60%

or
type of histogram
50%

e
• Uses 80/20 rule

at
40% 44
• Demonstrates More trees,

lic
frequency of problem improved
30% Less road landscaping
occurrence

up
traffic New play- Better
• Analyzes data sets D 20%
23 ground community More
related to a specific center space nearby Better
problem or issue, but 10% shops nightlife
ot
14
does not define the 9
0% 6 4
N

root cause of a
problem Local Resident Needs
D

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Ensure Quality of

e
Processes and Product

ut
ib
tr
is
D
Quality is closely linked to the product
acceptance criteria, as described in the

or
statement of work (SOW) or other design
documents.

e
at
Update these criteria as experimentation

lic
and prioritization occur and then validate
them as part of the acceptance process.

up
D
ot
N
o
D

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Verify

e
Deliverables

ut
• Project team verifies deliverables based on quality standards and

ib
requirements:

tr
• Quality metrics

is
• Tolerance

D
• The verified deliverables are presented to and accepted (validated) by

or
the customer – resulting in accepted deliverables

e
at
• Measure products and outputs against the project’s quality standards

lic
• Implement corrections and controls when quality standards are neither
met nor within acceptable ranges

up
• Iteration H (agile) – quality assurance cycle
D
• Sprint/iteration review in Scrum
ot
N
o
D

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Evaluate and Manage Risk

e
ut
ib
tr
is
Adaptive development approaches

D
incorporate risk management in
iterative and incremental practices.

or
e
Predictive risk management

at
approaches are methodical.

lic
(Optional)

up
Can you identify some typical risk
management practices or use cases D
for each approach?
ot
N
o
D

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Monitor Risks

e
ut
GUIDELINES QUESTIONS TO ASK

ib
• Enable decision-making based • Are project assumptions still

tr
on current information about valid?

is
overall risk exposure and
• Have risks changed or been

D
individual risks
retired?

or
• Continuously monitor status,
• Are risk management policies
probability and impact
and procedures being followed?

e
• Identify new risks

at
• Have contingency reserves
• Reassess current risks

lic
been modified?
• Close outdated risks • Do we need a risk audit?

up
• Perform on a regular basis
D
• Continuously improve risk
ot
effectiveness
N
o
D

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Review your

e
Reserves

ut
ib
tr
is
D
Reserve analysis:

or
• Establishes the amount of contingency and management reserves
needed

e
at
• Is performed throughout the project

lic
• Compares amount remaining to determine if adequate
• May be communicated with a burndown chart

up
D
ot
N
o
D

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Risk Register

e
ut
ib
tr
• Add risks raised during status meetings,

is
standups or daily scrums, iteration
reviews, retrospectives – or even

D
informally – to the risk register

or
• Update newly identified and existing
risks based on the current knowledge

e
and situation

at
lic
Agile teams may use a risk list or

up
log, similar to a risk register
D
ot
N
o
D

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Interactive/Discussion

e
ut
ib
tr
is
D
or
When you think about risks in a project,
which do you think are the most serious?

e
at
lic
How do you know?

up
D
ot
N
o
D

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Manage

e
Compliance

ut
as the Highest

ib
tr
Priority • Test and validate deliverables (continuously and at project/ phase end)

is
• Identify authorized stakeholders to approve

D
or
• Remediate compliance issues to avoid:
• Negative impact on the timeline

e
• Cost overruns

at
• Increased risks

lic
• Benefits of compliance sign-off:

up
• Early warning of potential threats to compliance
D
• Ability to capture variances and take action
ot
N
o
D

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Examine Business Value

e
ut
ib
tr
• Connects Ways of Working with

is
Business Acumen

D
• Tailor work processes, approaches and
tools along with leadership skills to

or
examine and improve value delivery

e
at
How often and how well does your

lic
project team really focus efforts on
examining the business value of

up
the project?
D
ot
N
o
D

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ECO Coverage

e
ut
2.8 Plan and manage scope

ib
• Monitor and validate scope (2.8.3)

tr
2.6 Plan and manage schedule

is
• Measure ongoing progress based on methodology (2.6.4)

D
• Modify schedule, as needed, based on methodology

or
(2.6.5)
• Coordinate with other projects and other operations (2.6.6)

e
2.5 Plan and manage budget and resources

at
• Monitor budget variations and work with governance

lic
process to adjust as necessary (2.5.3)

up
2.1 Execute project with the urgency required to deliver
business value
•
D
Examine the business value throughout the project (2.1.2)
ot
2.7 Plan and manage quality of products/deliverables
•
N

Continually survey project deliverable quality (2.7.3)

• Recommend options for improvement based on quality
o

gaps (2.7.2)
D

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 e
ut
ib
tr
is
D
Manage Project Issues and

or
Impediments

e
at
TOPIC D

lic
up
D
ot
N
o
D

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 Problem Vocabulary

e
ut
Impediments, Obstacles and Blockers

ib
tr
is
Obstacle removal. Since it is the project team Remove obstacles (Step 5 in the Process for

D
who generates the majority of business value, Leading Change)

or
a critical role for the servant leader is to
maximize delivery by removing impediments All change comes with obstacles. Sometimes

e
to their progress. This includes solving the obstacles are outdated processes,

at
problems and removing obstacles that may sometimes they are based on the

lic
be hampering the project team’s work. By organizational structure, and sometimes they
solving or easing these impediments, the are people resistant to change. Regardless, all

up
obstacles need to be addressed.
project team can deliver value to the business
faster. D - PMBOK® Guide – 7th Edition
ot

‘Impediment’ and ‘blocker’ are synonyms; they both mean, “an

N

obstacle that prevents the team from achieving its objectives.”

o
D

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Issue or

e
Impediment?

ut
• Issue: A condition or situation that may have an impact on the project
Just Solve the

ib
objectives.

tr
Problem!
• Impediment: An obstacle that prevents the team from achieving its

is
objectives. Also known as a blocker.

D
or
e
Predictive teams use the term issue log

at
lic
Adaptive teams tend to use an impediment log.

up
D This term is related to Scrum.
ot
N
o
D

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Risks and

e
Issues

ut
ib
tr
• Focused on the future

is
• Can be positive or negative

D
RISKS
• Are documented in the risk register

or
• Response is called a “risk response”

e
at
• Focused on the present

lic
ISSUES*
• Will always be negative

up
• Are documented in the issue log
D • Response is called a “workaround”
ot
N
o
D

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Issues

e
ut
ib
QUALITY RISK

tr
is
SCHEDULE

D
COMMUNICATIONS CONTROL

or
PRONE TO

e
ISSUES COST

at
PROCUREMENT CONTROL

lic
up
SCOPE CHANGE PROJECT VARIANCE
D CONTROL ANALYSIS
ot
N
o
D

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Issue

e
Resolution

ut
• As issues arise, promptly add • Discuss issues at every status meeting

ib
Guidelines them to the issue log.
• Limit open issues to a manageable

tr
• Assign an owner to each issue number

is
D
• Give realistic due dates • Don’t hesitate to escalate if effects are
Track problems, major!

or
inconsistencies or
conflicts and conduct

e
investigation towards

at
ID Description Opened Due Date Priority Owner Response Status Comments
resolution

lic
Tasks are on
15 Jan 01 Feb
25 Truck strike High A. Fen TBD Open the critical
20xx 20xx
path

up
Glazing Looking into
D 15 Jan 01 Feb Gen
26 service Med working open another
20XX 20xx Contractor
down supplier
ot
Risks board
Josie Bynoe 15 Jan 01 Feb withholding
N

27 High A. Fen working open

dissatisfied 20xx 20xx operating
funds
o
D

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Discover and Solve

e
Impediments Using Scrum

ut
ib
tr
is
D
Steps:
• Discover the problem/cause

or
• Solve it. The scrum master is

e
responsible for finding a resolution with

at
concerned parties:

lic
• Often involves dealing with conflict
somewhere in the organization

up
• Resolution can help the
organization grow in agility D
ot
N
o
D

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Remove Impediments

e
ut
Overview

ib
tr
is
D
• Track impediments

or
• Reprioritize product backlog
• Use daily standup meeting

e
at
• Be a servant leader

lic
up
D
ot
N
o
D

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Discussion

e
ut
ib
tr
is
D
or
e
How does your team solve

at
problems?

lic
up
D
ot
N
o
D

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ECO Coverage

e
ut
ib
2.15 Manage project issues

tr
• Recognize when a risk becomes an issue (2.15.1)
• Attack the issue with the optimal actions to

is
achieve project success (2.15.2)

D
• Collaborate with relevant stakeholders on the

or
approach to resolve the issues (2.15.3)

1.7 Address and remove impediments, obstacles, and

e
at
blockers for the team
• Determine critical impediments, obstacles, and

lic
blockers for the team (1.7.1)
• Prioritize critical impediments, obstacles, and

up
blockers for the team (1.7.2)
• Use network to implement solutions to remove
D
impediments, obstacles, and blockers for the team
ot
(1.7.3)
• Re-assess continually to ensure impediments,
N

obstacles and blockers for the team are being

addressed (1.7.4)
o
D

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 e
ut
ib
tr
is
D
or
Manage Project Changes

e
at
TOPIC E

lic
up
D
ot
N
o
D

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Interactive/Discussion

e
ut
ib
tr
is
• What constitutes a change in a

D
project?

or
• Can a change can come from

e
anywhere?

at
lic
• How does the life cycle and
development approach affect

up
our response to change?
D
ot
N
o
D

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Causes of Project

e
Changes

ut
ib
tr
• Inaccurate initial estimates

is
• New regulations

D
• Missed requirements

or
• Specification changes

e
at
Are any of these also causes of

lic
changes in adaptive projects?

up
D
ot
N
o
D

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Be a

e
a. Be a diligent, respectful and caring steward
Changemaker

ut
b. Recognize, evaluate and respond to system interactions
and a Change

ib
tr
Leader c. Navigate complexity

is
d. Create a collaborative project team environment

D
e. Demonstrate leadership behaviors

or
f. Optimize risk responses

e
at
g. Effectively engage with stakeholders

lic
h. Tailor based on context
Which of the project

up
management principles i. Embrace adaptability and resiliency
deal with the subject of D
j. Focus on value
change?
ot
k. Build quality into processes and deliverables
N

l. Enable change to achieve the envisioned future state

o
D

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Monitor

e
ut
the External

ib
Business Change can bring negatives as well as positives, such as opportunities to

tr
Environment add or extend value!

is
D
• Monitor the external environment

or
• Remain vigilant for threats
•

e
Constantly update the risk register and thresholds

at
• Use tools

lic
• PESTLE

up
D • TECOP
• VUCA
ot
N
o
D

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 Manage Change

e
Overview and Controls

ut
ib
tr
Overview Controls

is
Perform Integrated Change

D
• Perform Integrated Change Control process
Control linear process • Change request process

or
• Change control board (CCB)
• Artifact management (updates)

e
at
Feedback and development •

lic
Product owner role - key decision maker and runs backlog
cycle • Everyone participates in backlog refinement

up
• Use demos to understand requirements
D • No changes allowed during a sprint
ot

Any of the above

N
o
D

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 Change Management Process Flowchart

e
ut
Change

ib
Change initiators Log change request
request form

tr
Send rejection notice

is
Change request
passes filter?

D
Rejected

or
Accepted

e
Deliverable
No

at
affected?

lic
Yes

up
Prepare impact statement

Rebalance the project

D Minor impact - Moderate impact - PM Major impact PM, sponsor
PM reviews & stakeholder review and stakeholder review
ot
N

Yes No
o

Build and communicate Change

Execute the change authorized?
the change
D

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Change

e
Requests

ut
ib
Four Types

tr
• Corrective action - Adjusts the performance of the project

is
work with the project management plan

D
or
• Preventive action - Ensures future performance of the project
work with the project management plan

e
Can you think of

at
examples of each kind

lic
for the Shawpe project? • Defect repair - Modifies a nonconformance within the project

up
• A change - Modifies a project baseline
D
ot
N
o
D

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Change

e
Control

ut
Systems

ib
tr
Change

is
Control Board

D
Forms, tracking methods, processes, and approval levels required for

or
authorizing or rejecting requested changes.

e
at
One approval level may be the Change control board (CCB) which
handles some change requests based on the approval levels

lic
documented in the change management plan.

up
D
ot
N
o
D

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Manage

e
Contract

ut
Changes and

ib
tr
Resolve

is
Problems

D
• Work with the vendor to manage contract changes

or
• Work with partners in the organization (procurement, finance, functional
departments) and take action within the project manager’s or team’s

e
at
domain/threshold

lic
• Legal problems that are serious enough to cause issues may need
expert help

up
D
ot
N
o
D

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Contract

e
Change

ut
Control

ib
tr
System

is
• Might be a component of the integrated change control or a separate

D
organizational system
The system used to
• Specifically dedicated to control contract changes

or
collect, track, adjudicate
and communicate • Specifies contract change

e
changes to a contract • Includes documentation, dispute-resolution processes and approval

at
levels

lic
up
D
ot
N
o
D

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Types of

e
Contract

ut
Changes

ib
Component Description

tr
Administrative Non-substantive changes, usually about contract

is
changes administration method

D
Substantive change to contract requirements or
Contract modification

or
product requirements
Which kinds of changes
do you think are more

e
Supplemental An additional agreement related to the contract but

at
likely to cause conflict? agreement negotiated separately
Why? How can these be

lic
avoided? Changes made by the buyer through action or
Constructive changes

up
inaction

Termination of contract Vendor default or buyer’s need changes

D
ot
N
o
D

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Legal

e
Concepts

ut
Legal Issue Description
When

ib
tr
Managing A promise, explicit or implied, that goods or services

is
Warranty will meet a pre-determined standard. The standard
Disputes may cover reliability, fitness for use, and safety.

D
A legally binding provision in which one party in a

or
Seek legal advice if Waiver contract agrees to forfeit a claim without the other

e
the terms of a party becoming liable, even inadvertently.

at
contract have not
been met. Failure to meet some or all the obligations of a

lic
Breach of contract contract. It may result in damages paid to the injured
Negotiate

up
settlements to arrive party, litigation or other ramifications.
at a final equitable D A letter sent to an individual or a business to stop
settlement of all
outstanding issues, Cease and desist (cease) allegedly illegal activities and to not
ot

claims, and disputes (C&D) letter undertake them again (desist). Often used as a
N

by negotiation. warning of impending legal action if it is ignored.

o
D

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Process,

e
Adjudicate

ut
and

ib
tr
Communicate

is
Claims • Contested changes and potential constructive changes, including:

D
• Lack of agreement on compensation for change
• Lack of agreement that change occurred

or
•

e
If not resolved, handle through alternative dispute resolution (ADR)

at
established in contract

lic
• Settlement through negotiation is preferred

up
• The ”last resort” is litigation
D
ot
N
o
D

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Update Project

e
Management Plan

ut
ib
tr
is
Based on the scope of changes, you may

D
need to update:

or
• Scope
• Time lines

e
at
• Work packages

lic
• Team member assignments

up
Agile teams might remove lower- D
value deliverables from the scope
to make room for the change.
ot
N
o
D

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ECO Coverage

e
ut
3.3 Evaluate and address external business

ib
environment changes for impact on scope

tr
• Survey changes to external business environment

is
(e.g., regulations, technology, geopolitical, market)
(3.3.1)

D
• Assess and prioritize impact on project

or
scope/backlog based on changes in external
business environment (3.3.2)

e
• Recommend options for scope/backlog options (e.g.,

at
schedule, cost changes) (3.3.3)

lic
• Continually review external business environment for
impacts on project scope/backlog (3.3.4)

up
2.10 Manage project changes
•
D
Anticipate and embrace the need for change (e.g.,
follow change management practices (2.10.1)
ot

• Execute change management strategy according to

N

the methodology (2.10.3)

•
o

Determine a change response to move the project

D

forward (2.10.4)
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 e
ut
ib
tr
is
D
or
e
End of Lesson 5

at
lic
up
D
ot
N
o
D

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