Complete less

interesting tasks

Adjusting approach

Enable creativity
and exploration Quality

Beware of
perfection mentality Approach Cost Features

Managing technical
Avoid adding teams
features that don't
meet business
needs Time

Consider
Help identify Changes are
problems and expected and
solutions welcomed

Help them Customer

understand collaborates
business objectives throughout project

Philosophy
Harder to read body Produce a product
language or facial not a
expressions documentation

Importance placed
Easy to misinterpret on people an
meaning Virtual challenges dinteraction

Delverables
delivered in short
Hard to understand periods

How it works

Show appreciation Added to in future

Help overcome Update

obstacles stakeholders

Long distance
relationship

Confirm Reassign team

understanding 5. Close members

Communicate Reconcile the

clearly WORKING WITH project financials
TEAMS

Capture lessons
Performing learned

Process

Norming Act on feedback

Stages
Do they produce
the intended
Storming business benefits?

Customer review

Are features
Forming working correctly?

Handle problems
quickly Modify processes

Communicate
regularly Modify the team

Prioritize the
Tell the truth backlog

4. Adapt Feedback

Provide feedback
quickly Update risk register

Managing methods

Respect others Modify estimates

Provide support and Add or remove

reomove obstacles features

Give specific and

achievable goals Eliminate obstacles

Communicate roles
and responsibilities
clearly Lessons learned Resolve issues

Collect data on
where the project
stands Monitoring Note what worked

Correct course to
keep project on Delivered vs.
track Controlling Planned

AGILE
PROJECTS Keep stakeholders
7. Take notes current

6. Facilitate the
meeting Resolve issues

PM's contribution

5. Start and finish

on time Track progress

4. Allow time for Productive

preparation meetings Remove obstacles

3. Limit attendees Lifecycle Stand up meeting

Work on backlog
2. Create and features if time
agenda 3. Explore allows

1. Identify the Add incomplete

prupose RUN THE PROJECT Considerations features to backlog
(EXECUTION)
Stop working on
Communication features when
considerations iteration ends

4. Explain project
guidelines Testing

3. Develop and
manage team Process Peer reviews

Process

2. Adquire project
team Build features

1. Launch the
project Next features

Explain processes
and procedures New features

Start an iteration

Review the projec

plan Kick-off meeting Incomplete features

Describe the Iteration, Milestones Reevaluate features

mission and release plan to include

6. Stakeholders Implemented in
organization

5. Rough-cost
Schedule in
estimate
2. Speculate iterations

4. High level
milestone schedule
Features

3. High level project

description
Risks

2. Purpose
Estimates
Prepare Project
charter
Consider
1.2 Formal
declaration of
sponsor's support Completing project Features
iniciation

1.1.2 PM's authority

Requirements

1.1.1 PM's
responsabilities
Guidelines

1.1 PM's Name

Team

1. Envision

1. Project name
Objectives

Get approval to
proceed
Project goal

Constraints
Close accounts

Risks Archive project

documentation

Transition project
Transition team
Assumptions members to next
assignment

Success criteria Goal and objectives Hand off project as

necessary

Deliverables Confirm and close

vendor contracts

Scope statement
Out of scope
Close contracts Follow up

Withing scope
Provide support

Helps track for

change What would you do
management differently?

Reminds
stakeholders what In writing
was agreed upon Effectiveness What worked well?

How effective were

Helps avoid scope
your management
creep
practices?

Lessons learned
Risk evaluation

Ask about
questions Significant risks that
repeatedly Share information occured

Ask about
Make sure
expectations
Significant changes

Everyone is on the
same page
Total cost
Assumptions

Revisit and modify

as necessary
Reasons

Close out report

Use to fill missing
information
Variances

Analize existing
Final schedule and
documents
cost Delivery dates

CLOSE THE
Surveys PROJECT Other financial
measures

Observation Gathering tactics

Cost variances

Focus group Cost for major

sections

INICITATE
Interviews Was it withing
budget?

Customer don't
commit time
Project summary Was it on time?

Unnecessary
Did it deliver what it
requierements
was supposed to?
Requierements

Missing
Challenges Document lessons
requierements
learned
Keep sessions
positive and
productive
Inconsistent
Document lessons Foster openess and
requierements
learned honesty

Schedule time to
Incorrect
discuss lessons
requierements
learned

Organized
Success criteria

Acceptance test

Concise Must be
Deliverables

Clear
Transition team

Define clear and

quantifiable Archive project
success criteria information

Identify
intermediate
deliverables Close contracts
Success criteria

You must
Identify end
Produce a closeout
deliverables
report

Meassure progress Document lessons

learned

Deliverables
Define scope Obtain acceptance
in writing

Avoid evaluation The longest task on

the critical path
Overlap tasks with
finish to start
dependencies
Allow free flow of
Tasks on the critical
ideas
Fast track path

Brainstorming

Identify possible
strategies
Increase risk

Spend additional
Decision Matrix money to shorten
the schedule
Strategy
Shortening
Schedule

Strategy fit culture? Crash tasks on the

critical path

Crashing Shorten the

schedule for the
Are risk
Ask least amount of
acceptable?
money

Is it feasible? Start with the least

expensive task

SMART
Cutting scope
Project objectives

Work = Duration x
Functional
Resource
managers
assignment unit

Team members
Start to start

Department
Finish to finish
Stakeholders

PROJECT Task Types

Project sponsor SCHEDULE

Start to finish

Customer
Finish to start

PROJECT
3. Takes advantage MANAGEMENT
of opportunity FUNDAMENTALS Schedule

2. Solves the
problem
Baseline Requierements

Project Goal
1. Defines the end
result
Approve budget

Problem statement
Critical path

Schedule tasks with

Asana limited resources
first

Critical chain
Schedule tasks to
Wrike occur as late as
possible

Smartsheet
Ancillary costs

Scheduling

Liquid Planner Resource

availability Equipment

Oracle Primavera
Material
Softwares

MS Project
Bell curve 86% probability

Sharepoint
Bottom-up

Order

Asana Collaboration
Estimate time and Top-down
cost

Basecamp
Delphi technique

Techniques
Experienced
resources
Parametric model

Familiar technology Resource

processes
Waterfall
(traditional)

Low risk Training

requirements

Staffing

Simplicity When are they

needed

Approach
Small independent
Identify sources for
teams
resources

Resource
More customer Management
involvement
Skills Matrix

Agile

Value delivered
sooner
Reporting structure Organigram

Iterations produce
deliverables at
regular intervals Responsabilities Matrix (RICA)

How well did the

project go?
Roles

How will you know Confirming

Success criteria when you are deliverables to
done? specifications

Meeting customer's
Process requirements on
time and budget

Quality
Schedule
Standards

Plan
Control

Resources
Assurance

Defining questions
How are you going
Work
to solve it?
Project plan

Scope
Schedule

Identify what you

want to control

Deliverables Solution
Requirements

Requirements
Project scope

What problem are

4. Track change
you solving?
request

Change
3. Reviewed by
Management
Leadership change review
board

INTRODUCTION
Interpersonal 2. Evaluate change
request
Define change
management
process

Problem solving 1. Receive change

request
Manager skills

Business expertise Emergency

changes

Technical
Setting thresholds

Help resources
move to next
assignment Price

Close contracts
Dadlines

Closing process

Decument project
performance
Components Deliverables

Get client to accept

Terms and
project is complete
conditions

Compare to what
was panned
Statement of work
Monitoring and
Controling
Check Progress of
Vendor is paid a
project
fixed price

Fixed price

Execution Well defined

projects

Contracts
How will we know
Often include "Not
it's done?
to exceed value"
Process groups

Categories Time and material

Procurement
How are we going
Planning Time and expenses
to do it?
incurred

What are we going

Added penalty and
to do?
Cost-Plus rewards incentives

Pay by time and

5. Ask for approval define work during
Retainer project

4. Identify
stakeholders
Contracts

3. Determine
Iniciate Vendor
resources needed
Monitor performance

2. Asses Scope
Change

1. Define your
Outside
project
organization

Respect local
culture
Process

Respect change Navigating the

management culture
Present plan Ask for signatures
Approval

Know the
boundaries
Contingency funds

Unkowns unknowns
Culture PROJECT PLAN
Work Environment Unforeseeable
events

Certainty

Leadership Shaping the culture Unavailabe

resources

Known unkowns

Mission statement
Weather delays
Risk

Projectized
Contingency

Matrix
Impact
Types of structure

Management Clasify

Hierarchy
Probability

Ask management
team for approval Fees

Ask stakeholder for

approval Back on track Ancillary Training

Consider solutions
you can authorize Travel

Ask for help Consumable goods

Prioritize problem
based on their Construction
impact Materials materials

Solving problems

Understand the Equipment being

problem installed

Focus on what's
important Leased office space
Project Budget
Time-bases
resources

Faster incurred
costs? Rental equipments

Tasks taking
longer? Benefits

Cost to budget Burdened cost

Scope creep? Salary

Over budget? Employees

Haven't completed
as much work as
planned Labor Contractors

Should have started

but haven't Problem tasks Vendors

5. Account for
Imcomplete tasks deadlines and other
running late constraints

4. Calculate task
Actual cost duration

3. Assign tasks to
project team
Planned value EVA members
Build a Schedule

2. Estimate the time

Earned value each task will take

Report on risk 1. Put task in

status sequential order

Launch risk
response Cost

Estimated
Monitor events that
trigger contingency Risk owner
plans responsibilities Time
Task
MONITOR AND
Watch for high CONTROL PROGRESS
priority risk AND PERFORMANCE
unfolding Who?

Implement Communicates
proactive risk progress with
response stakeholders

Use an iterative Aids in course

methodology (Agile) correction

Renegotiate the Track project's

scope statement progression
Is Used

Prevention
Enforce the change
management Directs people's
process tasks

Reset unrealistic During the course

expectations Scope creep of the project

Customer doesn't
know what they Summary tasks High level
want

Scope not clearly Experience of the

defined Reasons team member

Level of detail

Informal requests Familiarity of work

Work Packages

Match to frequency
Money spent of status reports

Lowest level

Breakdown in eight-
Hours worked Gathering data to eight hour tasks
WBS

Details are
Actual dates manageable

Task duration are

shorter than
Other actual costs reporting periords
Breakdowns
determination

Status is easy to
Remaining duration measure

Collect data

Time and cost are

Actual duration easy to estimate

Task start date Format

Distribution

Emergencies Frequency

Communication
What?
Review board

Change
management

Audience
Add to log Process

Update baseline Evaluate

 INTRODUCTIO
N

PROJECT
MANAGEMENT
FUNDAMENTALS

CLOSE THE
INICIATE
PROJECT

PROJECT
PLAN WORKING
WITH TEAMS

PROJECT
SCHEDULE

RUN THE MONITOR AND

PROJECT CONTROL PROGRESS
(EXECUTION) AND PERFORMANCE

AGILE
PROJECTS
 Hierarchy Business expertise

Types of
Projectized Problem solving
structure

Matrix Manager skills Leadership

Know the
boundaries
Technical

Respect change
management
Navigating the
Interpersonal
culture

Respect local
Simplicity
culture

Culture
Work Environment Low risk

Waterfall
(traditional) Experienced
Mission statement
resources
Shaping the culture

Leadership Familiar technology

Approach Value delivered

sooner
What problem are
you solving?

More customer
Success criteria
How will you know involvement
when you are
done?

Agile Iterations produce

deliverables at
How well did the regular intervals
project go?

Small independent
Schedule
teams

How are we going

Resources
to do it?

Plan
Defining
questions INTRODUCTION How will we know
Process
it's done?
Planning

What are we going

Work
to do?
How are you going
to solve it?

4. Identify
Deliverables
stakeholders

Requirements Solution 2. Asses Scope

3. Determine
Scope
resources needed
Iniciate

MS Project 5. Ask for approval

1. Define your
Smartsheet
project
Process
groups

Compare to what
Oracle Primavera
was panned

Monitoring and
Scheduling
Controling Check Progress of
Asana
project

Decument project
Wrike
performance
Softwares

Liquid Planner Close contracts

Closing process Help resources

Asana move to next
assignment

Get client to accept

Sharepoint
project is complete
Collaboration

Basecamp

Execution
3. High level project Identify possible
description strategies

4. High level
Decision Matrix
milestone schedule

Brainstorming
1.1 PM's Name Avoid evaluation

Allow free flow of

6. Stakeholders
ideas
Strategy

1.1.1 PM's
Is it feasible?
responsabilities

Prepare Project
charter Are risk
1.1.2 PM's authority
Completing acceptable?
project Ask
iniciation
5. Rough-cost
Strategy fit culture?
estimate

1. Project name
1. Defines the end
result

2. Purpose
3. Takes advantage
of opportunity

1.2 Formal Project Goal

declaration of
sponsor's support 2. Solves the
problem

Get approval to
Problem statement
proceed

Use to fill missing

Meassure progress
information

Everyone is on the
Deliverables
same page
Define scope

Ask about
questions Organized
repeatedly
Make sure Assumptions

Ask about
Clear
expectations
Must be

Concise
Revisit and modify
as necessary INICIATE
Risk evaluation
Unnecessary
requierements

Project Missing
SMART
objectives requierements

Customer don't
Define clear and commit time
quantifiable Challenges
success criteria

Incorrect
Identify requierements
Success
intermediate Requierements
deliverables criteria

Inconsistent
requierements
Identify end
deliverables

Withing scope Interviews

Assumptions Focus group

Risks Surveys

Gathering tactics

Analize existing
Deliverables
documents
Goal and objectives

Out of scope Observation

Scope
Constraints statement
Department

Success criteria

Project sponsor

Helps track for

change
management
Stakeholders Team members

Helps avoid scope

creep
Functional
In writing
managers

Reminds
stakeholders what
was agreed upon
Customer
 Organigram
5. Account for
Reporting structure deadlines and other
constraints

1. Put task in
Roles
sequential order

Matrix (RICA)
Build a 2. Estimate the time
Responsabilities
Schedule each task will take

Matrix
3. Assign tasks to
Skills project team
members
Resource
When are they Management
needed
4. Calculate task
duration

Resource Vendor is paid a

processes fixed price

Fixed price

Staffing
Training Well defined
requirements projects

Pay by time and

Identify sources for
Retainer define work during
resources
project

Categories

Often include "Not

86% probability
to exceed value"
Bell curve
Time and material

Time and expenses

Parametric model
incurred

Techniques
Added penalty and
Delphi technique Cost-Plus
rewards incentives
Estimate time
and cost

Top-down Contracts

Order Contracts
Bottom-up Monitor Change

Procurement Vendor
Benefits
performance

Burdened cost
Salary Price

Employees Dadlines

Terms and
Vendors Components
conditions
Labor

Contractors Statement of work

Fees Deliverables

Travel

Ancillary Project Budget Process

Training
Outside
organization

Leased office space

Confirming
deliverables to
specifications
Time-bases
resources
Rental equipments
PROJECT Meeting customer's
requirements on
PLAN time and budget

Equipment being
Quality
installed
Assurance

Control
Construction
materials
Materials Standards

Consumable goods High level

Summary tasks

Task duration are

Schedule shorter than
reporting periords

Status is easy to
Requirements
measure

Identify what you Breakdowns

want to control determination Details are
Project scope
manageable

Time and cost are

Project plan
easy to estimate
WBS

2. Evaluate change Experience of the

request team member

Level of detail
Change
4. Track change Management Familiarity of work
request

Work Packages
Match to frequency
Setting thresholds
of status reports

Lowest level
Define change
3. Reviewed by management
Breakdown in eight-
change review process
to eight hour tasks
board

Emergency Unavailabe
changes resources

Known unkowns

1. Receive change
Weather delays
request

Certainty
Unforeseeable
events
Who?
Unkowns unknowns

Time Contingency funds

Task Risk

Estimated
Cost

Contingency

Probability
Directs people's
tasks
Clasify

Management
Impact
Communicates
progress with
stakeholders

Track project's
progression
Is Used Audience

Frequency
Aids in course
correction
Communicatio
Distribution
n Format
During the course
of the project

Ask for signatures

Present plan Approval What?

 Spend additional
money to shorten
the schedule
Requierements

Start with the least

expensive task
Schedule Baseline

Shorten the
Crashing
schedule for the
least amount of
Approve budget money

Crash tasks on the

critical path
Finish to finish

Shortening
Schedule
Finish to start Cutting scope

Task Types
Increase risk

Start to finish
PROJECT
SCHEDULE
Tasks on the critical
path
Start to start Fast track Overlap tasks with
finish to start
dependencies
The longest task on
the critical path
Equipment

Schedule tasks to
Resource
Ancillary costs occur as late as
availability possible

Critical chain
Schedule tasks with
Material limited resources
first

Work =
Duration x
Critical path Resource
assignment
unit
 Communicatio
n
considerations
2. Adquire project
team

4. Allow time for

preparation
4. Explain project
guidelines
1. Identify the
Process prupose

1. Launch the
project

7. Take notes

3. Develop and
manage team
RUN THE
Productive 2. Create and
PROJECT meetings agenda
Collect data on (EXECUTION)
where the project Monitoring
stands
6. Facilitate the
meeting
Review the projec
plan

5. Start and finish

on time
Explain processes Kick-off
and procedures meeting
3. Limit attendees

Describe the
mission
Correct course to
Controlling keep project on
track
 Guidelines

Project goal

1. Envision
Team

Objectives

Features

Requirements

Consider

Risks

Estimates

Quality

Schedule in
Features
iterations
Cost Approach

Next features

Time 2. Speculate

Incomplete features
Changes are expected
and welcomed
Start an iteration

Iteration, Milestones
New features
and release plan
Importance placed on AGILE
people an dinteraction Lifecycle
PROJECTS
Philosophy Reevaluate features
Produce a product not a to include
documentation

Features
Customer collaborates
throughout project

Implemented in
Delverables organization
delivered in short
periods

How it works

Added to in future
Remove obstacles

Keep stakeholders
current

PM's contribution

Resolve issues

Track progress

Stand up meeting

Build features

3. Explore

Process Peer reviews

Testing

Act on feedback

Add incomplete
Process
features to backlog

Capture lessons
learned
Stop working on
Considerations features when
iteration ends
Resolve issues

Work on backlog
features if time
allows

Lessons learned Note what worked

Eliminate obstacles

Delivered vs.
Planned

Add or remove
features

4. Adapt
Prioritize the
backlog

Update risk register

Feedback

Reconcile the
Modify processes
project financials

Update
Modify the team
stakeholders
5. Close

Reassign team
Modify estimates
members

Are features
working correctly?

Customer review

Do they produce
the intended
business benefits?
 Tasks taking
longer?

Implement
proactive risk Scope creep?
response

Cost to budget
Monitor events that
trigger contingency Over budget?
plans

Report on risk Risk owner Faster incurred

status responsibilities costs?

Scope not clearly

Watch for high defined
priority risk
unfolding

Informal requests
Launch risk
Reasons
response

Customer doesn't
know what they
want
Remaining duration

Reset unrealistic
expectations
Actual duration Scope creep

Collect data Renegotiate the

scope statement
Other actual costs

Prevention Enforce the change

management
process
Task start date

MONITOR AND Use an iterative

methodology (Agile)
Earned value
CONTROL
PROGRESS AND
PERFORMANCE

Actual cost EVA Money spent

Planned value Gathering data Hours worked

Haven't completed
as much work as Actual dates
planned

Review board
Should have started
but haven't
Problem tasks

Evaluate Update baseline

Imcomplete tasks
Process
running late
Change
management Add to log
Understand the
problem

Ask for help Emergencies

Solving
problems
Prioritize problem
Ask stakeholder for
based on their
approval
impact

Focus on what's Consider solutions

important
Back on track you can authorize

Ask management
team for approval
 Complete less
interesting tasks

Help overcome
Adjusting approach
Enable creativity obstacles
and exploration

Help identify Show appreciation

problems and
solutions Long distance
relationship
Managing
Avoid adding Communicate
features that don't
technical clearly
meet business teams
needs

Confirm
Help them Consider
understanding
understand
business objectives

Respect others
Beware of
perfection mentality

Handle problems
quickly

Performing
WORKING
WITH TEAMS
Communicate
regularly

Norming
Communicate roles
Stages and responsibilities
clearly
Managing
Forming
methods
Tell the truth

Storming

Provide feedback
quickly

Hard to understand

Provide support and

reomove obstacles

Easy to misinterpret Virtual

meaning challenges
Give specific and
achievable goals
Harder to read body
language or facial
expressions
 Deliverables

Acceptance
test
Confirm and close
Success criteria
vendor contracts

Cost for major

sections
Close
Follow up
contracts

Other financial
measures
Provide support

Foster openess and

Delivery dates
honesty

Keep sessions
positive and
Document lessons
productive Reasons
learned Document
Final schedule and
lessons cost
learned

Cost variances
Schedule time to
discuss lessons
learned

Variances
Transition team
members to next
assignment

Total cost
Archive project
documentation
Transition CLOSE THE
project PROJECT Was it on time?
Hand off project as
necessary
Close out
report Was it withing
budget?
Close accounts Project summary

Did it deliver what it

was supposed to?
Obtain acceptance
in writing

How effective were

your management
Document lessons practices?
learned

What worked well?

Transition team Effectiveness

You must What would you do

differently?
Produce a closeout
report

Significant changes
Archive project
information

Lessons learned

Close contracts Share information

Significant risks that

occured