Day 3 PMP
High Energy Start
Importance of an informative day with tips and techniques for project advancement.
Concentration on understanding and defining project scope and requirements.
Predictive plan-based and agile approaches will be explored.
Pointing out parallels between predictive and agile methods.
Acknowledgements
Gratitude for survey responses, especially to Carl, Dave, and Ian for their contributions.
Acknowledgement of the team's effort in handling almost 600 questions.
Consideration of feedback and continuous adjustments.
Logistics
Breaks: No sooner than 10 minutes, no later than 5 minutes after the hour mark.
Chat: Informal discussions, feedback, and questions.
Q&A: Monitored by Carl, Dave, and Susan; Patience is needed for responses.
Q&A's will be saved and available with the videos.
Attendance and Replays
Participation is expected; one day can be missed and made up via video replay.
Missing a session is defined as more than 15 minutes; this time must be made up via video replay.
Multiple boot camps are available; missing two days requires participation in another live boot camp.
URLs are provided for boot camp schedules and video replays.
Replay videos are streamable only, not downloadable, and available for one year.
Review of Previous Content
Recap questions to warm up and engage participants.
Types of Business Value:
Financial gain (ROI, internal rate of return, net present value).
New customers, expanding market share.
Social benefit.
First to market.
Improvements in technologies, processes, or efficiencies.
Compliance or regularization.
Business Documents
Documents created before the project charter:
Needs assessment.
Feasibility study.
Business case.
Benefit management plan (how to prove delivery on business case promises).
OKRs and KPIs
OKR: Objective and Key Results (overarching objectives).
KPI: Key Performance Indicators (measures along the way).
Environmental Situational Analysis
Assessing organizational culture and risk tolerance.
Creating an organizational change management plan.
Change Management Models:
ADKAR: Awareness, Desire, Knowledge, Ability, Reinforcement.
BrightLine: For organizational transformation.
Change Introduction Dos and Dont's
Don't alienate resistors (Eeyores or blockers).
Leverage their insights as "pothole spotters" in risk management.
Four Documents Developed Before the Project Manager Is Invited
Needs assessment, feasibility study, business case, and benefit management plan.
Phase Gate
Assessment, evaluation, and determination of whether to move forward.
Checkpoint on meeting expectations; decision on project continuation.
Compliance
Project manager is responsible for compliance stewardship.
Diligence in asking questions and staying focused on compliance is needed.
Stakeholders
Stakeholder register: Organizes, tracks, and consolidates stakeholder information.
Stakeholder engagement assessment matrix: Numbers represent current and desired engagement states.
Stakeholder register is kept on a shared drive for accessibility.
Upcoming Topics
Scope, schedule, resources (including procurement), and budget.
Resource management and procurement to be covered with legal and procurement terms.
Scope and Schedule
Requirements traceability matrix: Collects information about who asked for what and why.
Column headings include commonalities on organization.
Requirements Management Plan
A plan for collecting requirements including who to talk to, when meetings will be held, and how it will be documented.
It also includes examples and templates for the requirements traceability matrix and where it will be stored.
Purpose of Subplans
To seek their advise, counsel, insight, and direction, and obtain approvals.
To prevent micromanagement.
Requirement Types
Different kinds of requirements that you will ask about, such as:
Technical requirements
Business requirements
Transition plan
Organizational Change Management
Change and readiness plan including user manuals and training.
Barriers to success must be indentified early.
Tool And Techniques
Collection is used when we are doing requirements collection.
Nominal Group Technique
Asks a questions and people put their responses on index cards.
Designed when you are inviting quiet people and boisterous people into the same meeting and it's the efficient use of that team's time.
Multi Criteria Analysis
Decision making technique when you have multiple options to meet your needs.
Ask each party to evaluate your solution options and then distribute out for the people to that score each of the solutions and return it back.
After the second round, you will have a clear winner.
Used when you have a lot of voices and perspectives, but you have to make a decision.
Interview
Collection of requirements by engaging the key people
Benchmarking
Collecting requirements from what's already out there to reach market parity.
Techniques to Prioritize
Moscow, CANO model, pair comparison, and hundred point method.
Types of Techniques: Moscow
Prioritization, whether it is the must have, should have, could have, and won't have.
CANO Model
Prioritize whether the customer is customer-centric instead of focusing on requirements.
Pair Comparison
Prioritize and make sure something has all the features and the capability level.
A doctor will ask if you prefer option one or option two when testing your eyes.
Hundred Point Method
A method when you are not sure where to start, using resources where they will spend the most important features, functions, and capabilities.
Mind Mapping
A tool used to have a visual when helping you visually display the requirements that we are collecting.
Affinity Diagram
A tool used when you start grouping information or grouping your requirements by something they have in common.
Context Diagram
Starts with a central idea and the shows various things related to the idea, and how they are associated.
Diagram
To note the factors of the project, the relationship between them and aspects of the project idea.
Story Boarding
Collecting requirements.
From when the customer asked, what happens next?
Then what happens the when and where do we stop till we ultimately responsed to the customer's ask.
Prototyping
What would be the minimal viable product and the minimum initial release.
Scope Management Plan
Explaining to your sponsors and leadership how you will be organizing the work.
-> How you are going to create your work breakdown structure.
-> Explain how you generally group your work, such as location or product line.
Signing Off
Who will sign off on the formal acceptance of the project from the beginning and who you are trying to satifiy.
Starting with the end in mind in communicating how you are going the end and communicating in what you produce.
Scope Statement
Think of the scope statement as a summary document summarizing to senior leadeship into a paragraph of what the project is about.
What are the success measurement techniques, the benefits and what the vision is
Analyzing the Scope
Approaches that you can use to organize the scope.
Document Analysis.
Alternatives.
Product.
Experts
Organizing Scope
Ways that to organize and analyze. Looking at your scope or analyzing.
Product Breakdown.
System Engineering.
System Analysis.
Requirements Analysis.
Value engineering and value analysis.
Value Analysis
Which of these features are going to be valued the most.
-> Get most reurn for the investment.
Organizational
How the components of the company work and the logic behind the project.
Requirement Gathering
Can be organize into features, products, or components.
Work Breakdown Structure
Control Account
Set and determine how the organization will monitor and control. Example : is marketing or a new leader.
Level is the budge and the tracking of the schelude of those levels
Planning Packages
Things you will break down in more detail later and update your budget and schedule.
Put in your notes as place holders to breakdown the level.
WBS Code
A unique system created to track your budget charged through those costs. It belongs there.
Have a meeting with finance so you can begin a crosswalk to chart expenses and what shows up every month.
Work Breakdown Dictionary
It stored all the information about what has to be produce.
Used to build common understanding. Send the questionnaire with requirements as the attachment and sent to the people who are accountable.
What it takes to each activity, risk or compliance, if we need to do procurements? Vendor.
Get the documentation, review, get the clarified signature and clarify as to have a understanding. A signed document to those those who agree.
Components
Consist of the project Scope statement, WBS and structure dictionary all working together for what has to be delivered and be accessible.
Transition
Take a moment to consider and transition to be ready for that end for the support and the support you will need to be successful in what you will be doing.
Agile Approach
Instead of having one done plan and control you are being open to change and change along the way
Product Road Map
At the top and have the layout of the work on how to build the functions over time.
Break Down
Releases or Release Planning and then you release that into the market.
Defining what gets done by cycle sprints or iterations from 2 to 4 weeks.
Deciding planning and daily stand ups with issues or any thing come along.
Sprint or Iterations are time frames set for releases of things.
WBS
We would not use that tool for agile. Backlog is pending list of work to do.
Agile Team Roles
The product Owner is the one who makes the sprint, The team will collaborate and then create the process together
Product Backlogs
Various names such as lean backlog or sprint backlog. Just a list.
Additional tools
Product owner also use story maps and help them determine how to scope the work
Normally organized in collaboration.
Story Mapping
Does to transition processes with requirements. Collection and documentation.
Relation from bottom to top
Collection of user stories, the features to be made,
Creation of what is known to be an epic.
Implementation Road Map
Will have the different epics is being built over time.
Conclusion of epics Features
Each all have an relationship to be used when the product or is at that state
It will be multiple of them for support as well.
Responsibility of owners
They make sure to be collaboration to impact and dependency as well.
Approaching Roles on who performs the following activities. Key factors for success
PD: team are the ones to come out to collect requirements, and environmental structure and define the scope. SP/ are the ones who help manage expectations and with what they want.
Developing and Managment Schedule
Important for this and have what has been mention during the lesson.
Managing Plan
Should Address report and level of detail wanted before.
Determind and negotiated, who who will be report too level. A great thing to do.
How often is report and aspects
What you want and need to do with what is need in the report.
Be respectful. Report and do schedule format.
A summary report can address such as earn value managing.
Bench Marking
Against what has been done in the time. How long it takes.
It has become and good start of having no start base.
Historic Information
Like a company to do look through in archieve on how long something took.
Be on what comes different aspect or hybrid approaches to you. Have that schedule.
Agile Releases
Should aligned in an agile to help with what needs to and reported for reporting.
Active Listing
Make a great or big List
Active Dependencies
Mandatory dependecey. External and controlled outside
Discretionary, logically sense. Can't do it, then won't to go by and go by protocol
Internal with control team
Relationship. To to compress this schedule as how
Presidents of Realtinonship
Finish to Start, Start to Start. It can't till finish can't occur
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I can to that there can link the end product like finishing with those those two sides. It as the start with sides.
Example
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Have to start start to those who has to be able to go through.
Leags And Leags
Leads always Starts, a ten days can start.
Lag are and denotation that a 3 days lag happens
Lags happens later on too. Are mandatory. . Built in with a toal schedule in time and then have you start
Time Management
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