▪ Assess and Manage the Risk

▪ Execute Project to Deliver Business

Value

Doing the Work ▪ Manage Communications

▪ Engage Stakeholders
▪ Create Project Artifacts
▪ Manage Project Changes
▪ Manage Project Issues
▪ Ensure Knowledge Transfer to Project
Continuity

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA M-3.1
 Assess and
Manage Risk
Domain: Process
ECO: TasK#3

Enablers:
➢ Determine risk management options
➢ Iteratively assess and prioritize risks

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Risk Management

❑ During the planning stage, the project manager ❑ Positive risk means ‘opportunities’ and negative
should think about what will go wrong in the risks means ‘threats’
project
❑ Example:
❑ Risk is an uncertain event that could potentially ➢ When organizing an open grand show, the
impact your project’s timeline, performance, or show will be negatively impacted with less
budget; if a risk occurs, it will have positive audience due to the rain
(good) or negative (bad) effect on the project or
➢ But pleasant climate can attract a large
project objective
audience attendance in the show and
revenue also increased

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Risk Trigger

❑ An event or situation that indicates that a risk

is about to occur or has occurred

❑ Risk triggers as warning signs or risk

symptoms.

❑ Example: Dark clouds could be a risk trigger

for heavy at the open grand show

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Risk Management Process

Plan Qualitative Quantitative Plan Implement

Identify Risk Monitor
Risk Risks Risk Risk
Risks Risks
Management Analysis Analysis Response Response

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Risk Appetite, Tolerance

❑ Risk appetite: It means the amount of ❑ Risk tolerance (range): It means the amount of
uncertainty an organization or person is willing risk above which risks are addressed and below
to accept in anticipation of a reward. which risks may be accepted.

❑ Example-the company announced that this year ❑ Example – The cost tolerance of a construction
the company is ready to accept the risk of project can be +/-10% of the original budget,
$200K anything more than 10% should escalate to
senior management for action

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Risk Parameters

❑ Probability of the risk (P) - It is expressed in ❑ Severity of the risk is called the risk score
descriptive terms as very low, low, medium,
❑ Risk score = Probability x Impact
high, and very high or numeric values as 0.1,
➢ Example : Vey high x Very high = High
0.3, 0.5, 0.7, 0.9

❑ Impact of the risk (I) – It is expressed in

descriptive terms as very low, low, medium,
high, and very high or numeric values as 0.05,
0.1, 0.2, 0.4, 0.8

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Risk Management Plan

❑ Risk management plan is a component of the ➢ Funding & timing

project, program, and portfolio management ➢ Risk categories
plan that describes how risk management
➢ Stakeholder risk appetite
activities will be structured and performed
➢ Definition of risk probability and impact
❑ It includes the following components:
➢ Probability and impact matrix
➢ Risk strategy
➢ Risk reporting formats and frequencies
➢ Risk methodology/approach
➢ Risk tracking documents
➢ Roles and responsibilities

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Identify Risks

❑ Identifying individual risks and sources of overall ❑ Data analysis

risks
➢ Root cause analysis
❑ Different tools can be used for identifying the
risks ➢ Assumption & Constraint analysis

❑ Expert judgment ➢ SWOT analysis

❑ Data gathering techniques ➢ Document analysis

➢ Brainstorming

➢ Checklist

➢ Interview

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SWOT Analysis

❑ SWOT analysis means identifying Strengths, ❑ It allows the project manager to identify areas
Weaknesses, Opportunities, and Threats. that need improvement.

Strength Weakness Opportunities Threats

Resource availability, Gaps in knowledge Technology and Political influences,

Skill levels, reputation, and expertise, etc. infrastructure environmental factors,
etc. development, new competitor activity, etc.
innovations (R&D), market
demand, etc.

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Document Analysis

❑ Risks can be identified by reviewing project

documents, such as plans, constraints, previous
project files, contracts, agreements, and
technical specifications.

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Prompt List

❑ Prompt list means a predetermined category of • Government and policy

risks Political • Funding, grants, initiative

❑ Example: • Inflation and interest rates

Economic • Labor and energy cost
➢ PESTLE (Political, Economic, Social, Technical,
Legal, Environmental) • Population, education, media
Social • Lifestyle, fashion, culture
➢ TECOP (Technical, Environmental,
• Emerging technologies
Commercial, Operational, Political) Technical • Information & communications
➢ VUCA (Volatile, Uncertainty, Complexity,
• Regulations and standards
Ambiguity) Legal • Employment law

• Weather, pollution, ethical issues

Environmental • Waste, recycling

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Risk Register

❑ As a minimum, the risk register should contain: monitor, and potentially help manage the

➢ List of identified risks – an ID for tracking risk

and a description of the risk ➢ List of potential risk responses – response

➢ Potential risk owner – Person to track, strategies

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Qualitative Risk Analysis

❑ Qualitative risk analysis is the process of

categorizing and prioritizing the individual
project risks for further analysis.

❑ Risk score = Probability X Impact

❑ Prioritization → High / Medium / Low

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Risk Classification

❑ Risk can be classified (Risk breakdown structure ➢ Source-based approach

➢ Internal to the project (project management)
– RBS) in many ways. Two them are effect-based
➢ External to the project (regulatory, political)
approach and source-based approach:
➢ Technical (scope, platform incompatibility,
software update)
❑ Effect based approach
➢ Non-technical (interactions with business)
➢ Time
➢ Industry specific
➢ Cost
➢ Generic
➢ Scope
➢ Quality RBS
➢ Resources

Non- Industry-
Internal External Technical Generic
technical specific

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Types of Risks

❑ Known-known (knowledge) - Information that

is fully studied and well understood
Known- Unknown-
❑ Known-unknown (risks): Identified risks, but unknown unknown
the impact is not predicted

❑ Unknown-known - Impact is unknown but

existence is known, untapped knowledge Known- Unknown
known known
❑ Unknown-unknown - Something unforeseeable

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Probability and Impact Definition

❑ Definitions of probability and definitions of

impact are used to rate the risk as follows:

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Probability and Impact Matrix

❑ It is a grid for mapping the probability of each risk ❑ It is used to help prioritize project risks based on
occurrence and its potential impact on project the combination of probability and impact
objectives ❑ The grid can be 3x3, 5x5, and 10x10 depending
on the project context

IMPACT

High Risk Medium Risk Low Risk

This ranking shows which risk events should address first.

Weigh this information with the relative urgency (how
close the event is to occurring) to help fine-tune priorities

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Update Risk Register!

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Quantitative Risk Analysis

❑ Quantitative risk analysis is the process of ❑ It uses numerical analysis techniques:

numerically analyzing the combined effect of ➢ Expected monetary value (EMV)
identified individual project risks and other ➢ Decision tree analysis (DTA)
➢ Monte carlo simulation
sources of uncertainty on overall project
objectives

❑ It is best for:
➢ Large or complex projects
➢ Strategically important projects

❑ Risk score = P X $ Impact

➢ Example: Risk Score = 70% X 50K = 35K

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Expected Monetary Value (EMV)

❑ Expected monetary value (EMV) - It is a stage of the project, the probability of product
technique for assessing the financial value of a acceptance is 80% and our estimated
risk impact opportunity is 60K

➢ EMV = 80% X 60K = 48K (Gain)

❑ EMV = Probability x Impact

❑ Example 1- Probability of rain during ❑ Calculate the contingency considering above 2

construction is 25% and our estimate for threat risks

(rework) is 50K ➢ CR = opportunity –threat = 48K – 12.5K=

➢ EMV = 25% X 50K = 12.5K (Loss) 35.5

❑ Example 2 - Adding an expert during the testing

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Risk Response

❑ Risk response means an action to address a risk ➢ Review secondary risks – Secondary risks

➢ Assign a person to implement that action means risks that could occur as a result of
implementing a risk response.
➢ Develop options, select strategies, and agree
on actions

➢ Address risks by priority – greatest to least

➢ Add resources and activities to the budget,

schedule, and project management plan to
support risk response

➢ Assign a response to each risk

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Risk Response Strategies

❑ Risk response strategy for threats ❑ Risks response strategy for opportunities
➢ Escalate – Transfer to someone who better
➢ Escalate - Transfer to someone outside the
handle it (at the program, portfolio, and
project (the program or portfolio level)
sponsor level)
➢ Avoid - Find a way to eliminate the source of
➢ Exploit – Try to drive the probability up to
the risk.
100% and maximize impact (adding our best
➢ Transfer - This can include taking out people to it early to exploit opportunities)
insurance
➢ Share – Transfer the opportunity to others,
➢ Mitigate - Reducing the probability of the either inside the organization or outside to
risk occurring or the impact on the project maximize the value captured (joint venture,
through actions etc.)
➢ Accept - For low-priority risks or those we ➢ Enhance – Similar to exploit, but to a lesser
cannot avoid or reduce by a contingency degree, try to increase the probability and
reserve to handle it impact (doing work for early delivery)
➢ Accept –Prepared to take advantage

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Contingency Strategies

❑ Contingency strategy means creating and ❑ Reserves include:

implementing a contingency plan (fallback plan) ➢ Contingency reserve (for handling known-
unknown risks)
❑ It is meant for mitigating negative impact
(threat) or increasing potential benefits ➢ Management risks (for handling unknown-

(opportunities) unknown risk)

❑ Strategies should be holistic including time,

cost, and impact estimates.

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Update Risk Register!

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Risk Management in Agile

❑ Based on the size, agile project also need risk

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5
management such as risk management plan,
risk register.
Plan Risk
❑ Agile project perform risk management Manageme
nt

Monitor Identify
activities in each iteration throughout the Analysis Design Risks Risks

Learn
project

Plan
Build Test
Implement Qualitative
Risk Risk
Response Analysis
❑ Agile project prioritize user stories based on Deploy Evaluate

business value and risk Plan Risk

Response
Quantitativ
e Risk
Analysis

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 Execute Project With
Urgency to Deliver
Business Value
Domain: Process
ECO: TasK#1

Enablers:
➢ Assess opportunities to deliver value incrementally
➢ Examine the business value throughout the project
➢ Support the team to subdivide project tasks as
necessary to find the minimum viable product

PMP Certification Training. PMP logo and the related statement is a M-3.27
Business Value

❑ Business value means the net quantifiable Financial

gain
benefit derived from a business endeavor
First to Social
❑ The benefit may be tangible, intangible, or both market commitment

❑ Project manager should make sure that team

Business Value
members and stakeholders should engage,
communicate and work together with a sense of Technology
enhancemen Improvement
t
urgency
New
Customers

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Business Value

❑ The project manager focus on the following: ➢ Deliver early and often project delivery

➢ Communicating the project vision and ➢ Examine business value throughout the
commitment to work towards that vision, project
Create a culture of urgency and
responsiveness to the ongoing task

➢ Customer focus (VOC) and create relevant

and priority

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Assess Opportunity to Deliver Value Incrementally

❑ Incremental delivery

❑ Early feedback

❑ Overcome students syndrome

❑ Continuous stakeholder involvement and

engagement by frequently demonstrating
increments of the solution

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Traditional Development

❑ In traditional lifecycle projects, the major

activities are conducted serially, and value is
delivered at the end of the project.

Analysis Design Develop Test Deploy $

3-24 months

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Incremental Development

❑ Hybrid or Agile approaches have more than one functionality early to provide a partial return on
deployment. investment

❑ They may be able to implement some

Analysis Design Develop Test Deploy Learn

$ Analysis Design Develop Test Deploy Learn $ Analysis Design Develop Test Deploy Learn
$

1-3 months 1-3 months 1-3 months

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Agile Development

$ $
❑ Agile life cycle approaches have many short
iterations ( 1 week to 1 month) Iteration Iteration Iteration Iteration Iteration
1 2 3 4 n

❑ However, most agile approaches have

standardized on either one or two-week
iterations
Analysis Design Develop Test Deploy Learn
❑ In the Scrum framework, these iterations are
1 -2 weeks
called Sprints

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 Minimum Viable Product (MVP)

❑ The minimum viable product is the most basic ❑ The MVP could range from not having any
version of a new product that requires the minimum minimum marketable features (MMF) to a single or
effort but allows maximum learning about customers several MMF

❑ It allows the team to check whether they are ❑ Example- With a minimum amount of time and
building the right thing in the first place. money a landing page can be delivered to the customer

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Minimum Marketable Features (MMF)

❑ Minimum marketable feature (MMF) is the ➢ Example - A smartphone will immediately work
smallest set of features (functionalities) in the when taken out of the box, but the user will
product or service that can be developed and receive incremental updates from the software
delivered fast to the user/customer to recognize provider
the significant value

❑ These are features that add value to the product

but aren't required at the very start.

❑ Hence, these features can be added

incrementally.

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 Minimum Business Increment (MBI)

❑ Minimum business increment (MBI) means the MVP - Delivering a prototype

or minimum functionality (to
smallest amount of value that can be added to a get feedback and refine the
product)
product or service that benefits the business

MMF= Delivering minimum

features or functionalities to
the customer at the earliest

MBI – Delivering, mainly

focused on the realization of
value and not merely on
deploying a feature

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA
 Optimize & Measure Progress

❑ The techniques that can help ensure projects are

executed with a focus on business value are:

➢ Value stream mapping (VSM)

➢ Inspect and adapt

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA
 Manage
Communications
Domain: Process
ECO: TasK#2

Enablers:
➢ Analyze communication needs of all stakeholders
➢ Determine communication methods, channels,
frequency, and level of detail for all stakeholders
➢ Communicate project information and updates
effectively
➢ Confirm communication is understood and feedback
is received

PMP Certification Training. PMP logo and the related statement is a M-3.38
 Manage Communications

❑ Good communications are essential for successful

projects

❑ Project manager may spend 90% of the time on

communications!

❑ The major reason for project failures due to failure

to communicate (30% of project failures)

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 Types of Communications

❑ Types of communications models (Sender receiver ensuring that the message has been understood
model) ➢ Cross cultural communications –
➢ Basic model- Concerned with ensuring whether Communication between people of different
the message is delivered rather than understood cultures (nationalities, sex, sectors, emotions,

➢ Interactive communication – Concerned with etc.)

Sender - Encoding Receiver- Decoding

Medium

Noise

Decoding Feedback, Acknowledgement Encoding

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Communications Management Plan

❑ A communication management plan is a ➢ The information to be communicated

➢ Time frame and frequency of communications
component of the project, program, or portfolio
➢ The person responsible for the communication
management plan that describes how, when, and by
➢ Methods or tools used to convey the information
whom information about the project will be ➢ Escalation process for issues that need visibility
administered and disseminated. ➢ Glossary of common terminology
➢ Any communication constraints due to regulations
❑ It includes: or policies
➢ List of stakeholders and their communication
preferences
Communication Frequency Responsibility Stakeholder Comments
Kick-off meeting Start of project PMO Key stakeholders

Status meeting Weekly – Friday 3 PM Project Manager Project Team

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Types of Communications

Internal External Face-face Meetings Email Fax

Formal Written Formal Verbal

(Plans and (Updates and Instant Messaging
Reports) Briefings) Print Media and
Text Messaging
(IM) Documents

Informal Verbal
Informal Written
(Casual
(Email, etc.)
conversation)
Video and Voice
Social Media Company Website
Conferencing
Non verbal
Gestures
Tones (paralingual)

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Communication Methods

Interactive
Push Pull
(Information radiators)

➢Pushed out (sent) to the ➢People pull the information ➢Information radiators can be
stakeholder that they need used to share project
➢Example: Reports, Email, ➢Suitable with large information
Documents, messages audiences and big volume of ➢Example: Task board (work
data planned, work in progress,
➢Example: Portal, Website, work done, issues)
Shared Portal, Google Drive,
etc.

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Feedback

❑ Feedback is one of the essential in communication ❑ Effective feedback must be clear, specific, and
that is used to collect information such as criticism or promptly
appreciation that requires constant attention
❑ Product demos are a great way to communicate
❑ It can be positive or negative because of project progress effectively
misunderstanding

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Agile Communications

❑ In agile projects, generally don’t prepare ➢ Proof of concept (POC)

communication plans, but they follow communication ➢ Phase gate
strategies as:

➢ Project kick-off, vision, gather requirements

➢ Iteration planning

➢ Daily standup

➢ Information radiators

➢ Iteration reviews, demos

➢ Retrospective

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 Engage
Stakeholders
Domain: Process
ECO: TasK#4

Enablers:
➢ Analyze stakeholders (e.g., power interest grid,
influence, impact)
➢ Categorize stakeholders
➢ Engage stakeholders by category
➢ Develop, execute, and validate a strategy for
stakeholder engagement

PMP Certification Training. PMP logo and the related statement is a M-3.46
Project Stakeholders

❑ Stakeholder means the people, group or ➢ Organizational groups – departments, units

organization that may affect the project or project ➢ Business representative - who explain what is
may affect to them required and provide feedback on work

❑ Stakeholders include: products)

➢ Sponsor and executes - owning the ➢ Customers and Users – Products and services

product/service and final changes to the existing who use it

one ➢ Vendors and Suppliers – who delivers the

➢ Team members - who helps to analyze the work, solution

define what is required, build and deliver the ➢ Other stakeholders such as advisors, reviewers
outcome and SME, etc.

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 Stakeholders Identification

❑ The project manager/project team's primary goal ❑ Detailed stakeholder identification progressively
is to identify all the stakeholders and ensure elaborates the initial work and is a continuous
their support for the project. activity throughout the project

❑ Unless you identify all the stakeholders, filling ❑ Some stakeholders are easy to identify, such as
their requirements will not be possible. the customer, sponsor, project team, end-users,
etc.; others can be difficult to identify when they
❑ High-level stakeholder identification may be
are not directly connected to the project.
carried out before forming the project team.

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Stakeholders Identification – Tools & Techniques

❑ Expert judgment ❑ Stakeholder mapping

❑ Data gathering ❑ Directions of influence

❑ Brain storming ❑ Meetings

❑ Questionnaire and surveys

❑ Data analysis

❑ Stakeholder analysis

❑ Document analysis

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 Stakeholder Mapping (Analysis)

❑It is a technique that involves systematically ❑ Different methods are used in stakeholder
gathering and analyzing quantitative and analysis:
qualitative information about stakeholders to
➢ Grid method
determine whose interests should be taken into
➢ Salience method
account throughout the project.
➢ Cubic method

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Stakeholder Analysis- Techniques

Power/Interest method Cubic method Salience method

Power – authority
Power – authority Urgency – Immediate need
Interest – Interest in the project Legitimacy – appropriate involvement
in the project
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certification mark of PMI, USA
Stakeholders Requirements

Determine expectations:
Determine power: Example-
Example- I expect that the project will not interrupt my
voting power, economic power, political departmental work
power, legal power, informational power, etc. I expect that the project’s outcome will
improve our existing system, etc.

Determine interests:
Example- Determine their influence/attitude:
How they are treating this project – like to Example-
work in some part of a project like to engage Impact positively or negatively
with a project to learn new skills, etc.

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Stakeholder Register

❑ It is a project document that includes project ❑ Information in the stakeholder register

stakeholders’ information and their assessment includes:
and classification ➢ Name

❑ It should be reviewed and updated regularly ➢ Contact information

because stakeholders and their expectations ➢ Project role

can change throughout the lifecycle of a project ➢ Project requirements

➢ Outcome expectation
➢ Impact, Influence, attitude
➢ Stakeholder categorization (Internal,
External, Impact / Influence/ Power/Interest,
Upward, Downward, Outward, Sideward)

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Stakeholder Register

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Stakeholder Engagement

❑ The project manager should engage with

stakeholders by their category

Identify Manage their Communicate

Stakeholder expectations with them

Determine Plan how to Monitor

their communicate Communicatio
requirements with them ns

Determine Plan and Monitor

their engage Stakeholder
expectations Stakeholder Engagement

Determine Determine
their influence their authority

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Stakeholder Engagement Assessment Matrix

❑ A stakeholder engagement assessment matrix supportive nor unsupportive.

(SEAM) helps the project manager to learn ➢ Supportive- Aware of the project and its
impacts and supportive of the work and its
about current engagement level (C) and desired outcomes.
engagement level (D) of stakeholder for ➢ Leading - Aware of the project and its impacts
effective project delivery and project success and actively engaged in ensuring that the
project is successful
❑ There are different types of stakeholders:

➢ Unaware- Unaware of the project and its

impacts.
➢ Resistant- Aware of the project and impact,
but unsupportive
➢ Neutral- Aware of the project, but neither

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 Manage Project
Artifacts
Domain: Process
ECO: TasK#12

Enablers:
➢ Determine the requirements (what, when, where,
who, etc.) for managing the project artifacts
➢ Validate that the project information is kept up to
date (i.e., version control) and accessible to all
stakeholders
➢ Continually assess the effectiveness of the
management of the project artifacts

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Manage Project Artifacts

❑ The project manager should know how to ❑ Project deliverables- They are unique and verifiable
effectively use configuration management, version product (tangible or intangible) that is required to
control, project plans, project documents and complete a project or phase
deliverables

❑ Project artifacts - The are any document, model or

design that’s used for project management (living
documents)

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Project Artifacts & Deliverables

❑ Examples of project artifacts in traditional projects ❑ Examples of project artifacts in Agile projects

➢ Acceptance Criteria ➢ Product vision statement

➢ Business Case ➢ Product roadmap

➢ Change Requests ➢ Release plan

➢ Lessons learned ➢ Product backlog

➢ Minutes of status meetings ➢ Iteration backlog

➢ Project Charter ➢ Product increment

➢ Slide decks
➢ Requirements
➢ Scope Baseline
➢ Subsidiary project management plans

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Configuration Management

❑ It is very important to validate that the project ❑ The document can include date, status, version
information is kept up to date (i.e., version control) number, features, product owner, relationship with
and accessible to all stakeholders project manager and project team members know
exactly which document, part, product, or version is
❑ Configuration management is the process of
the most recent, and its location and status.
storing, tracking and controlling changes to
important project documents and products.

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Version Control

❑ Version control is a system that records changes to

a file to retrieve previous modifications made to it.

❑ Important parameters that can include in version

control is:
➢ Who made the change.
➢ Allows to retrieve previous changes made to it
➢ When file is updated, provide new version
number
➢ Add date and time stamp
➢ Name of the user who made the changes

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 Manage Project
Changes
Domain: Process
ECO: TasK#10

Enablers:
➢ Anticipate and embrace the need for change (e.g.,
follow change management practices)
➢ Determine strategy to handle change
➢ Execute change management strategy according to
the methodology
➢ Determine a change response to move the project
forward

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA M-3.62
Manage Project Changes

❑ As project is a task with a defined end target, ➢ A change should be impacted with cost, schedule,
managing and controlling the changes are crucial for risk, and value
project managers

❑ Some of the important reasons for changes are:

➢ Regulations

➢ Technology change

➢ Requirements change

➢ Market conditions

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Change Management Plan

❑ Change management plan explains how the change ➢ The tools used to track and communicate change
control process works and documents the roles and decisions
responsibilities of the change control board (CCB) ➢ The emergency change process

❑ This document explains:

➢ Approval levels for changes

➢ Structure of the Change Control Board

➢ The change control process

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Change Control Board (CCB)

❑ A formally chartered group responsible for ❑ CCB should meet only once a week, once every
reviewing, evaluating, approving, delaying, or other week, or even once a month, depending on the
rejecting changes to the project, and for recording project
and communicating such decisions
❑ The CCB include the project sponsor, project
❑ Some organizations have permanent CCBs that are manager, senior user and PMO staff
staffed by full-time employees dedicated to managing
change for the entire organization, not just project
change.

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Change Management

➢ Step 1: Identify new change request (Project team tolerance. Changes within the tolerance can be
and outside the Project Team) approved by the project manager(small changes).
Changes outside the tolerance can be approved by
➢ Step 2: Impact analysis of CR – Project manager and project sponsor with stakeholders (major changes)
project team members analyze the impact of CR
against scope, schedule, budget and value ➢ Step 7: Communicate the decision to relevant
stakeholders
➢ Step 3: Document CR - Project manager and project
team members document the CR ➢ Step 8: Update the documents – Project manager
and Project team members
➢ Step 4: Present CR to the CCB - Project manager
present the CR to CCB and explains the impact of CR ➢ Step 9: Implement approved CR – Project team
members
➢ Step 5: CCB decision on CR – Approve, reject or
defer
➢ Step 6: Once the decision has been made by CCB,
the scope of change is compared to the established

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Change Management – Process Chart

From various process From Stakeholders

Document CR Impact analysis of CR

Change Request (Project Manager & Scope, Schedule, Budget, Value
Team) (Project Manager & Team)

Present CR to CCB
Project Manager
Implement the change
Communicate to
the stakeholder
CCB Decision:
Communicate the change
Approve Rejected
CCB Update change log
Reject
Reviews
Defer
Update baseline

Approved
Update change log

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 Agile Change Management
❑ The product owner is responsible (autonomy) to ❑ Product Owner will consult with Scrum Master and
take change decisions (approve, reject, defer) on behalf Team for estimates, risks, and dependencies
of the sponsor unless it’s a remarkable strategic
change Requirement 1
Must have

Capture change Requirement 2

Must have

Requirement 3
Should have
Assess the
change
Requirement 4
Prioritizat Should have
ion

Requirement 5
Decline Defer Approve
Could have

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Change Log

❑ A change log is a comprehensive list of changes

submitted during the project and their current status.

❑ A change can be a modification to any deliverable,

project management plan component, or project
document

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 Change Request Types

❑A change log is a comprehensive list of changes ❑A change can be a modification to any deliverable,
submitted during the project and their current status project management plan component, or project
document

•To modify a •Adjusting the performance •Ensures the future •Modifies a project
nonconforming of the project work with performance of the project management plan or
product/component within project management plan with project management project document
the project •Example- We need a plan •Example- We want to add
•Example- The new bigger than anticipated •Example- We like to a pool to the construction
cabinets do not close tractor to clear the land replace the team lead with project
properly a lead who has experience
building houses

Defect Corrective Preventive Update

Repair Action Action Plan

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 Manage Project
Issues
Domain: Process
ECO: TasK#15

Enablers:
➢ Recognize when a risk becomes an issue
➢ Attack the issue with the optimal action to achieve
project success
➢ Collaborate with relevant stakeholders on the
approach to resolve the issues

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Manage Project Issues

❑Project manager will see many issues, problems, and

conflicts throughout the project Quality
Control

❑Issue is a current condition or situation that may haveRisk

an Cost Scope
Control Change
impact on the project objectives - an action item that the
project team must address Issues

Communic
Risks
ations

Schedule
Control

Sources of risks

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Risk – Problem - Issue
Focused on the present
Risk Always negative
The problem is fast and certain.
Focused on future Documented in the issue log
It exists or materialized
Can be positive or negative Attack the issue with the optimal
(Present)
Documented in the risk register action to achieve project success
The response is called ‘work around’

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Issue Log

❑Issue log is a document where information about issues is recorded and monitored

ID Description Opened Due Date Priority Owner Response Status Comments

10 Materials late 26/08/2022 10/09/2022 High Thomas TBD Open Activities

delivery are on the
critical
path

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Issue Resolution Sequences

❑Step 1: Identify the issues ❑Step 5: Collaborate with stakeholders to resolve the
issue, and attack the issue with the optimal action to
❑Step 2: Document in the issue log
achieve project success
❑Step 3: Engage the team in issue resolution
❑Step 6: Escalate the issue to the sponsor or upper
❑Step 4: Assess the issue management if the issues are making a drastic impact
on the project

Issues Resolved

Engage team
Identify Issue Issue Log Asses
in resolution
Escalate to
Sponsor

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Issues in Agile

❑In agile issue log and impediment board is used to ❑Daily standup meeting and retrospective is used to
deal with issues, so it acts as an information radiator capture issues, problems, impediment and blockers

Issue backlog To work on In Progress Resolved Escalated

This week

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 Ensure Knowledge
Transfer For
Project Continuity
Domain: Process
ECO: TasK#16

Enablers:
➢ Discuss project responsibilities within team
➢ Outline expectations for working environment
➢ Confirm approach for knowledge transfers

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Knowledge Transfer for Project Continuity

❑Throughout the project, the project manager, team ❑There are two types of knowledge – explicit
members, and other stakeholders should learn about knowledge and tacit knowledge
many problems, and issues and check those of
previous projects for project continuity

Explicit knowledge
Explicit knowledge can be recorded with Tacit knowledge
words and pictures. Tacit knowledge personal knowledge that is
It is the knowledge we can store with more challenging to describe and share, such
documentation, models, diagrams, and notes, as beliefs, experience, intuition, and insights.
then shared with others.

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Knowledge Management Roles

❑It is very important to ensure that appropriate

knowledge is captured and shared throughout the
organization

Individual Level Project Level Organization Level

• Team members should know how • The project manager’s goal is to • Organization should focus on
to do their work in alignment achieve the outcome of the managing program and portfolio
with their assigned task’s scope, current project to achieve strategy
schedule, and cost • Use PMO to get the knowledge • The program manager can collect
• They can gain knowledge from and standards for project the information from peers who
WBS, collaborating with team management manage other programs or
members and organization • Gain knowledge from other project
knowledge repository projects

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Knowledge Transfer Lifecycle

❑Step 1: Identify the knowledge to be transferred

❑Sep 2: Capturing the knowledge that is to be Identifying

transferred

❑Step 3: Sharing the knowledge can be done by Assessing Capturing

establishing appropriate methides

❑ Step 4: Applying the knowledge that’s shared

❑Step 5: Assessing (evaluating) the benefits of Applying Sharing

knowledge that are transferred

PMI Pulse of the Profession®: Capturing the Value of Project Management

Through Knowledge Transfer- March 2015

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Lessons Learned

❑Lessons learned means the knowledge gained during ➢ Vendor relationships

a project which shows how project events were ➢ Customers

addressed or should be addressed in the future to ➢ Strategy

improve future performance ➢ Tactics

❑Project managers can encourage sharing both Lessons Learned Repository

positive and negative (such as failures, etc. ) maintained by organization

Project 1 – Lessons Learned Register

❑Lessons learned repository means a store of historical
information about lessons learned in projects Project 2 – Lessons Learned Register

Project 3 – Lessons Learned Register

❑Capture lessons learned from:
Project 4 – Lessons Learned Register
➢ Conflict management

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Lessons Learned & Retrospective

Workshop Workshop for Workshop

Phase 1 Phase 2 Lessons Last Phase Traditional project
for Lessons For Lessons
Learned Learned Learned – Lessons learned

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration n Agile project

-Retrospective

Analysis
Retrospective

Design
Improve

Develop
Test
Deliver

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Knowledge Transfer

Networking

Meetings

Seminar

In-person events

Training

Work shadowing (sharing specialized knowledge)

On-the-job Training

Hiring and working from all over the world

Follow PMO’s guidelines

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 ▪ Assess and Manage the Risk
▪ Execute Project to Deliver Business
Value
Here is what we learned
▪ Manage Communications
▪ Engage Stakeholders
▪ Create Project Artifacts
▪ Manage Project Changes
▪ Manage Project Issues
▪ Ensure Knowledge Transfer to Project
Continuity

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA M-3.84