CAPM - Project Management Domains

Project Management Domains

Domains

• a group of related activities that are critical for the effective delivery of project outcomes

• interactive, interrelated, interdependent

• operate as an integrated system

• 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

• addresses activities and functions associated with stakeholders

• a productive working relationship with stakeholders throughout the project

• stakeholder agreement with project objectives

• want stakeholders are supportive

• define and share a clear vision at the start of the project can enable good relationships and alignment throughout the project

Effective Stakeholder Engagement

Identify - Understand - Analyze - Prioritize - Engage - Monitor

Stakeholder Performance Domain (Identify)

done throughout the project to understand who your stakeholders are, both internal and external

Stakeholder Performance Domain (Understand and Analyze)

understand stakeholders’ feelings, emotions, beliefs, and values

Stakeholder Performance Domain (Priortize)

focus on stakeholders with the most power and interest as one way to prioritize engagement

Stakeholder Performance Domain (Engage)

collab with stakeholders to introduce project, elicit their requirements, manage expectations, resolve issues, negotiate, priortize, problem solve, make decisions

Stakeholder Performance Domain (Monitor)

stakeholders will change

Team Performance Domain

• deals with activities and functions associated with the people who are responsible for creating project deliverables that realize business outcomes

• establish the culture and environment that enables a collection of diverse individuals to evolve into a high-performing project team

Outcomes of Team Performance Domain

• shared ownership

• a high-performing team

• appropriate leadership and other interpersonal skills

Terms used in this Team Performance Domain made of

• project manager: assigned by business

• project management team: ppl who directly involved

• project team: a group of individuals performing the work of the project

Servant Leadership

a method of leadership that is based on the understanding and addressing the needs and development of project team members

Servant Leadership behaviors includes

• obstacle removal

• diversion shield

• encouragement and development opportunities

Common Aspects of Team Development includes

• Vision and objectives

• rules and responsibilities

• project team operations: facilitating project team communication, problem solving

• guidance

• growth

Project Team Culture

each project team develops its own team culture

To establish a safe, respectful environment that allows the project team to communicate openly, is accomplish by modeling behaviors such as:

• transparency

• integrity

• respect

• positive discourse

• support

• courage

• celebrating success

High-Performing Project Teams, factors that contribute to high-performing project teams

• open communication

• shared understanding

• shared ownership

• trust

• collaboration

• adaptability

• resilience

• empowerment

• recognition

Leadership sklls

• establishing and maintaining vision

• critical thinking

• motivation

• interpersonal skills

  • EQ

• decision making

• conflict management

Leadership methods are tailored to meet needs of the project, environment, stakeholders. this can depends on

• experience with the type of project

• maturity of the project team members

• organizational governance structures

• distributed project teams

Outcome: appropriate leadership and other interpersonal skills are demonstrated by all team members. how to check?

• team members apply critical thinking and interpersonal skills

• team members leadership styles are appropriate to the project context and environment

Development Approach and Life Cycle Performance Domain

• deals with activities and functions associated with the development approach, cadence, and life cycles phases of the project

Delivery cadence

timing and frequency of project deliverables

Outcomes of

Development Approach and Life Cycle Performance Domain

• 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

Several 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 strucutre

  • culture

  • organizational capability

  • project team size and location

everyone project has its own life cycle. Example of a life cycle

Feasibility - design - build - test - deploy - close

Outcome: development approaches are reliable with project deliverables

how to check

development approach for deliverables reflects the product variables and is suitable for the project and the organization

outcome: a project life cycle entailing phases that connect the business and stakeholders to value from the beginning to the end of the project

how to check?

project work from start to end is represented in the project phases

outcome: project life cycle phases that facilitates the delivery cadence and development approach required to create the deliverable

how to check

the cadence for development, testing, and deploying is represented in the life cycle phases

What is the best approach?

the one that makes your stakeholders happy, produce results and deliverables, give them values

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

• purpose of planning is to proactively develop an approach to create the project deliverables

Outcomes of

Planning Performance Domain

• project moves in an organized, coordinated, and deliberate manner

• holistic approach to providing the project outcomes

• evolving info is elaborated

• time spent planning is appropriate

• planning is sufficient to manage stakeholder expectations

• process for the adaptation plan

Variables of Planning Performance Domain

• development approach

• project deliverables

• organizational requirements

• market conditions

• legal or regulatory restrictions

when planning things to consider:

• 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

Planning Performance Domain

outcome: the project moves in organized, coordinated, and deliberate manner

how to check

a performance review of project results against the project baselines

Planning Performance Domain

outcome: there is a holistic approach to delivering the project outcomes

how to check

the delivery schedule, funding, resource availability and procurements

Planning Performance Domain

outcome: evolving info is elaborated to produce the deliverables and outcomes

how to check

initial info about deliverables and requirements compared to current info can demonstrate appropraite elaboration

Planning Performance Domain

outcome: time spend planning is appropriate for the project

how to check

project plans and documents demonstrate the correct level of planning

Planning Performance Domain

outcome: planning info is sufficient to manage stakeholder expectations

how to check

the communications management plan and stakeholder analysis indicate that the communications are sufficient to manage stakeholder expectations

Planning Performance Domain

outcome: there is a process for the adaptation of plans throughout the project

how to check

projects using backlog show the adaptation of plans throughout the project. Projects using a change control process have change

Project Work Performance Domain

• deals with activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment

• sometimes to sit back and review if we’re doing the work correctly

• communicate and engage

• responsible for assessing and balancing project team and focus

• balancing constraints

• working on procurement involve hiring and managing vendors throughout the project, includes managing bids and contracts

• monitor new work and changes

• what they can do better in the future, how to improve

Outcomes of Project Work Performance Domain

• efficient and effective project performance

• project processes are suitable for the project and environment

• appropriate communication with stakeholders

• efficient management of physical resources

• effective management of procurements

• improved team capability due to continuous learning and process improvement

to keep project team dedicated and project activities running correctly

• managing the flow of existing, new, and change work

• keep project team focus

• establish efficient project systems and processes

• communicating with stakeholders

• managing physical resources

• working external vendors

• monitoring changes

• enabling project learning and knowledge transfer

Work Performance Domain

outcome: efficient and effective project performance

how to check

status reports

Work Performance Domain

outcome: project processes that are appropriate for the project and the environment

how to check

evidence shows that the project processes have been tailored to meet the needs of the project and the environment

Work Performance Domain

outcome: appropriate communication and engagement with stakeholders

how to check

project communications management plan and communication artifacts demonstrate that the planned communications are being delivered to stakeholers

Work Performance Domain

outcome: efficient management of physical resources

how to check

amount of material used, scrap discarded, amount of rework indicate that resources are being used efficiently

Work Performance Domain

outcome: effective management of procurements

how to check

a procurement audit demonstrates that appropriate processes utilized were sufficient for the procurement and that the contractor is performing to plan

Work Performance Domain

outcome: effective handling of change

how to check

projects using a predictive approach have a change log and Projects using an adaptive approach have a backlog that shows the rate of accomplishing

Work Performance Domain

outcome: improved capability due to continuous learning and process improvement

how to check

team status reports show fewer errors and rework with an increase in velocity

Delivery Performance Domain

• deals with activities and functions associated with delivering the scope and quality that the project was undertaken to achieve

• project delivery is about meeting requirements, scope, quality expectation

• some projects deliver value throughout other deliver the bulk at the end

Outcomes of Delivery Performance Domain

• 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

Project Delivery Performance Domain

Measurement Performance Domain

• deals with activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance

Outcomes of Measurement Performance Domain

• 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

Measures are used for multiple reasons, including

• evaluate performance compared to plan

• track utilization of resources

• demonstrate accountability

• provide info to stakeholders

• assess whether project deliverables are on track

• ensure project deliverables will meet customer acceptance criteria

Ways to measure performance:

• Key Performance Indicators (KPI) - 2 types of KPIs: leading indicators and lagging indicators

• Effective Metrics

  • use of SMART(specific, meaningful, achievable, relevant, timely) criteria

Leading indicators

predict changes or trends in the project

Lagging indicators

measure project deliverables or events. they provide info after the fact

Measurement Performance Domain

What to measure includes

• Deliverable Metrics

  • info 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

• info radiators

• visual controls

Pitfalls associated with measurement includes

• Hawthorne effect: measure too much

• Vanity metric

• Demoralization

• Misuing the metrics

• Confirmation bias

Measurement Performance Domain

How to check

Uncertainty Performance Domain

• deals with activities and functions associated with risk and uncertainty

Effective execution of this performance domain results in the following desired outcomes

• awareness of the environment in which projects occur

• proactively exploring and responding to uncertainty

• awareness of the interdependence of multiple variables on the project

• 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

Options for responding to uncertainty

• gather info

• prepare for multiple outcomes

• build in resilience

Volatility

uncertainty you don’t know if this is going to happen or not

Uncertainty Performance Domain

Outcomes, how to check