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LESSON 5

SUPPORT
or
PROJECT TEAM
te
PERFORMANCE
a

• Implement Ongoing
Improvements
lic

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

Impediments
• Manage Changes
D

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Learning Objectives

D
or
• Explain the various methods for implementing improvement.

• Explain the various methods for performance measurement.

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

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

• Describe the methods for implementing changes during a project.

up
D

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D
or
te
Implement Ongoing Improvements
TOPIC A
a
lic
up
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Continuous Improvement
(CI)

D
• An ongoing effort to improve products,
services or processes through small,
incremental improvements or large
breakthroughs
or
te
• A business strategy developed at the
organizational level for projects to adopt and
a

use
lic

• Typically implemented by an organization’s

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

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Kaizen

D
or
a te
lic
up
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Assess
Current CI

D
Methods
• Is the lessons learned register up to date? Is the team having regular

How well are the team and

organization equipped for
agile method?
or
retrospectives? Are team members Lean Six Sigma or certified in an

CI? • Do they know about Kaizen, Lean, Crystal Methods or Capability

te
Maturity Model Integration (CMMI)?

• Also check the process improvement plan and the project

a

management plan!
lic

Use the risk register to assess current CI measures. It includes how the
team is prepared to act to address threats to project quality, so it can be a
up

helpful way of assessing current CI measures.

D

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Conduct
Retrospectives • Prepare topics for inspiration Went Need to

D
• On a board, make two columns Well Improve
Review and
• Ask attendees to add items to these
Improve Methods lists
or
• Allow each participant to identify the
reason for the improvement
• On-time
completion
•

•
Retrospective
method
Keep
workspace
• Decide common items that need
te
tidy
improvement and mark them
• Narrow the list to improvement areas
a

that will bring value in the next sprint

lic

• Get team consensus on the plan

improvement
• Update these tasks on the backlog
up

after a discussion with the product

owner
• Implement changes
D

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Improve Your
Improvement

D
Methods
In addition to using the lessons learned register and retrospectives
properly, try:

Experiments
or
te
• Use A/B testing and team feedback to identify improvements
• Experiments provide a way to improve team efficiency and
effectiveness
a

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

lic

Pareto chart, or the 80/20 rule

up

• Directs efforts where they can make the biggest impact

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

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Update
Processes

D
and Standards

or
Use what you learned from successful experimentation to fashion and
recommend CI steps

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

te
continuous improvement process?
a

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

organizational level
lic
up
D

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Interactive/Discussion

D
or
What are improvement procedures in your
te
organization?
a

What methods do you use?

lic
up
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Lead With an
Improvement Mindset

D
• Educate yourself

• Encourage a “fail fast” mindset

or
• Identify material improvements, training,
te
processes or equipment
a

• Measure the effect of any change

lic

• Then repeat!
up
D

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Topics Covered

D
or
Continuous Improvement
te
• Plan continuous improvement methods,
procedures and tools
a

• Assess CI framework
lic

• Plan CI methods, procedures, tools

• Recommend/Execute CI steps
up
D

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D
or
te
Support Performance
TOPIC B
a
lic
up
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Project Team
Leadership

D
Objectives

or
Communicate (and re-communicate) the project’s
objectives
te
Ensure fluid knowledge-sharing, a continued
a

healthy dynamic on the team, welcome new team

members, realign the team.
lic

Focus the team on delivering value

up
D

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Manage with
Objectives, Use clear and effective communication with clear objectives throughout

D
Tolerances, the life cycle for a more productive and driven team.
Thresholds
or
Know the thresholds and tolerance levels that enable you to effectively
manage a variation without needing to escalate.
te
Applies to:
• Budget
a

• Schedule
AUTHORITY

lic

Responsible • Quality
Stakeholders
• Nonfunctional requirements
TOLERANCE
up

Project
Team

PROBLEM
D

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The Project Manager’s Role

is
Centralized Model

D
PROJECT
MANAGER

• Ensures alignment of due dates — project

deliverables, project life cycle and benefits
realization plan
or • Measures and monitors progress, and takes
appropriate action
te
• Provides a project management plan
• Collects, analyzes and communicates project
• Ensures creation and use of appropriate knowledge information to relevant stakeholders
a

to/from the project

• Ensures completion of all project work and formally
lic

• Manages project performance and changes to closes each phase, contract and the project as a
project activities whole
up

• Makes integrated decisions about key changes that • Manages phase transitions when necessary
impact the project
D

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Team Roles and Responsibilities to Support Performance
Review Exercise

D
PROJECT
MANAGER or project manager
In this hybrid project, the __________________oversees project
management plan integration, but delegates control of detailed product
product owner
planning and delivery to the ________________.
te
project manager focuses on building a cross-functional team, a
The _________________
collaborative decision-making environment and ensuring the team can
a

respond to changes.
lic

scrum master/agile coach

The process role of ___________________________ helps the team to
SCRUM understand the agile mindset and use scrum processes. To develop the
MASTER /
AGILE COACH team is the local domain expert that plans how to do
SLC product, the ______
up

product owner looks after value creation.

the work and the _______________

PRODUCT
OWNER
D

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Optimize
Communication

D
• Use retrospectives purposefully — discuss how to improve ways of
working
or
• Communicate in both group and face-to-face settings — especially
important for remote or virtual teams
• Make communication positive and regular with internal and external
te
team members and stakeholders
• Use technology and tools; get feedback about them and tailor for
a

optimization
lic

Where did the team record expectations about communication?

up

In the team charter!

D

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Use Feedback to Support
High Performance

D
• Feedback is crucial for any team, using
any method, in any environment

• Communicate in detail about technical

or
and “soft” performance aspects
te
• Use appropriate methods — e.g., public
a

or private, individual or group, written or

verbal
lic

• Give feedback in a timely manner

• Request feedback regularly, as and

up

when needed
D

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Support Team Task
Accountability

D
Encourage team members to self-organize
in determining:
• What work needs to be done
or
• How to perform the work
te
• Who should perform it
a

Use kanban boards to promote visibility

lic

and collaboration.

Agile teams commit to performing work

listed on a backlog during an iteration.
up
D

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Show Roles and
Responsibilities Responsibility assignment matrix (RAM):

D
RAM/RACI • Describes participation by various project roles in completing work or
deliverables

Some accountabilities
•
or
Clarifies roles and responsibilities
Uses RACI nomenclature:
• Responsible: Does the work
te
are set and
nontransferable, even on • Accountable: Approves completion
agile teams. Can anyone
a

• Consult: Gives expert opinion

give an example?
•
lic

Inform: Kept up to date

up

Project manager creates RAM/RACI.

Project manager or team lead works with team to make decisions about roles
and responsibilities.
D

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Curate Knowledge as an
Asset

D
Document explicit knowledge for archival
and sharing.

Encourage individuals to share tacit

or
te
knowledge and collaborate.

Treat knowledge as an asset to the team

a

and organization.
lic
up
D

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Incorporate Knowledge
Transfer Opportunities

D
•

•
Networking

Special interest groups — e.g., Communities

of Practice
or
te
• Meetings, seminars or other in-person and
virtual events
a

• Training
lic

• Work/job shadowing
up
D

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Individual
Knowledge
Management What do team

D
members need to Acquire required knowledge through research and
Three Levels know to perform collaboration with other team members
project work?

Project
or
te
What’s required to
Transfer knowledge from other projects and
achieve project
consult the project management office (PMO)
a

goals?
lic

Organization
What’s required to Adapt knowledge from other programs/portfolios
up

manage programs and tailor

or portfolios?
D

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Learn the DO DON’T
Right Way to

D
• Inspire and motivate yourself • Overwhelm with meetings and
Motivate Your
and the team – provide work interruptions
Team
or
opportunities, not obligations

• Give virtual teams constant

• Distract with non-project work

• Force group activities

te
and regular contact

• Provide appropriate training

a

opportunities
lic

• Try self-assessment and

reflective moments for
up

professional growth
D

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Continuously
Realign Team

D
Efforts with
Value Delivery Prioritize team cohesion and focus on value delivery
or
As team members or external parties join or depart, or during change or
disruption, support the team as it realigns itself
te
• Welcome each new member as a potential source of new knowledge
and motivation
a
lic

Tuckman’s ladder • Ensure shared understanding of project goals and agreements

• Collaborate to find out how they can add value

up

• Navigate disruptions and conflict constructively

D

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Check on Artifact
Maintenance

D
• Make it part of regular quality checks
• Keep file storage organized and
or
versioned
te
• Ensure compliance with data protection
and security mandates
a

• Maintain artifacts in preparation for

lic

archiving during project closure

up
D

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ECO Coverage

D
2.2 Manage communications
• Communicate project information and updates
effectively (2.2.3)
• Confirm communication is understood and feedback is received (2.2.4)

1.4 Empower team members and stakeholders

• Support team task accountability (1.4.2)
or
• Evaluate demonstration of task accountability (1.4.3)
te
1.6 Build a team
• Continuously assess and refresh team skills to meet project needs (1.6.3)
a

• 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)

2.11 Manage project artifacts

up

• Continually assess the effectiveness of the management of the project artifacts (2.12.3)

2.13 Determine appropriate project methodology/methods and practices

• Use iterative, incremental practices throughout the project life cycle (e.g., lessons learned, key
stakeholder engagement, risk) (2.13.4)
D

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D
or
te
Evaluate Project Progress
TOPIC C
a
lic
up
D

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Guidelines to Tailor performance measurement to the project context and stakeholders:

Measuring • Scope

D
• Percentage of work completed
Performance
• Change requests

“Only Measure
What Matters”
•

•
Schedule
•

Budget
or
Actual duration of work against projected start and finish dates

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

• Resources
a

• Team allocations/availability/procurement
lic

• Performance appraisals – team, including vendors

• Contract management

• Quality
up

• Technical performance
• Defects

• Risk
D

• Risk register ©2023 Project Management Institute, Inc. All rights reserved.
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Report on
High-level visualization of progress on work
Performance Milestone schedule

D
against planned dates
Tailor If Charts and reports based on the quality
Quality reports
Required metrics collected

(EVM) reports
or
Earned value management Graphs and values based on EVM equations

Graphs and their analysis comparing actual

Variance analysis reports
te
results to expected results.
Physical or electronic representation of work
a

performance information compiled in project

Work performance reports
documents, intended to generate decisions,
lic

actions, or awareness.
Physical or electronic progress summaries,
Dashboards usually with visuals or graphics to represent
up

the larger data set

D

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Monitor Scope
Description of Scope Method

D
Scope baseline is:
• Approved version of the project scope
Measure completion of project
statement
• Work breakdown structure (WBS)
• Associated WBS dictionary
or scope against the scope baseline.
te
Scope evolves from:
• Initial product roadmap to
• Release backlog to
a

Check user stories and DoD

• Iteration backlogs against customer feedback and
lic

Backlogs (including product features and product requirements

functions and user stories) reflect identified,
updated and reprioritized product needs
up

Any combination of the above

D

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Scope Validation
Customer Accepts Completed Deliverables

D
In a predictive development approach, which
artifact helps determine the acceptance criteria?

Acceptance criteria
or
a. Responsibility traceability matrix
b. Scope statement
c. Team charter
te
d. Stakeholder engagement plan
• Definition of ready (DoR)
• Definition of done (DoD)
a

• Acceptance criteria In an adaptive development approach, what

•
lic

Iteration reviews helps determine that the acceptance criteria

for user stories has been met?

Any combination of the above a. Product roadmap

up

b. Definition of done
c. Release plan
d. Kanban board
D

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Measure Schedule Performance
Methods

D
or
Gantt charts: Schedule performance tracking over time

Earned value: Cost and effort performance tracking against planned value (PV)
te
Quality metrics: Track quality deliverables, defects and acceptable output
a

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

lic

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

retrospectives
• Conduct scheduled reviews to record retrospective discoveries
D

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Schedule Management
Tools

D
• Adjust schedule to reflect resource
supply/demand
• Use smoothing and leveling
or
• Use schedule compression techniques,
te
including fast tracking and crashing
a
lic
up
D

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Visualize
Performance

D
• Display visuals or graphics on team dashboards (electronic or physical)
• Show product backlog progress on burndown and burnup charts

Show committed versus

completed work
prominent places
or
• Display project data and progress on graphic information radiators in

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

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

a

work
lic

• Continuous flow approaches include throughput, cycle time and lead

time
• Timeboxed approaches include velocity
up
D

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Information
Radiators

D
or
a te
lic
up
D

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Burn Charts
Burndown (Iteration)

D
• Tracks the work to be completed in the iteration
or
• Used to analyze variance to ideal burndown of work committed to during planning
te
200

180
Diagonal line is
160
ideal burndown
a

140
against which
daily actual 120
lic

remaining is 100

charted. 80

60
up

40

20

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
D

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Burn Charts
Burnup (Release)

D
aka Feature Complete Graph
in feature-driven development (FDD)

140
or
• Show accumulated
te
120
progress of completed 100
work 80
a

• Update after each 60

iteration
lic

40

20

0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8
up

Total
Completed
D

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Task Board
Work in Progress
To Do (WIP) Done

D
Item B
Item A Item C

• Organize work into tasks on cards

• Display task information at every stage
or
Estimate: 4 Estimate: 6
Estimate: 8
Actual: 8

Item D Item F
of the workflow
te
Estimate: 2 Estimate: 18
• Tailor your task board workflow stages
a

Item J
Item E
Estimate: 1
Estimate: 8
lic

Task board types include Kanban, Unplanned

to-do lists, procedure checklists
and scrum boards
Item G
up

Estimate: 20
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Estimate Velocity
Aim for Constant Rate

D
(with optional discussion) 1k
Velocity Chart
velocity: 90.44

• Team’s estimated rate of progress of

completed work
100
or
• Calculate by estimating number of story
te
points that can be completed during an
iteration
a

• Then modify during subsequent iterations 10

lic

• Goal: Achieve constant velocity from one

iteration to the next
up

Velocity is a unique metric to a project; 1

it can’t be used to compare the 14 Jan 21 Jan 28 Jan 04 Feb 11 Feb 18 Feb 25 Feb 03 Mar 10 Mar 11 Mar

performance of teams.
D

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Continuous Flow
Approaches

D
Measure Throughput, Lead The Cumulative Flow Diagram
and Cycle Time
• WIP - Measure of work in progress but
not completed
or
Done
Started
Queued
BACKLOG
te
• Lead time - Length of time work item WIP
goes through entire process
a

• Cycle time - Length of time work item is CYCLE TIME

lic

being worked on
• Throughput - Number of items entering LEAD TIME

or exiting the system

up
D

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Budget Challenges

D
• New/changed project requirements
• New risks, or changes to the
probabilities or impacts of existing risks
or
• Changes to cost estimates
a te
lic
up
D

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Earned Value
Management

D
(EVM)

or
• Measure project progress by comparing actual schedule and cost
performance against planned performance, per the schedule and cost
te
baselines

• Evaluate progress of schedule and budget

a
lic

• Prevent further degradation of budget or schedule

up
D

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Earned Value Management (EVM)
Visual

D
VARIABLES
EV = % work complete to date x budgeted cost

PV
Planned Value
The authorized budget
assigned to scheduled work 400
or
te
Earned Value
300
The measure of work
performed expressed in
EV
$ (K)

terms of the budget

authorized for that work 200
lic

Actual Cost
The realized cost incurred
100
for the work performed on
AC an activity during a specific
up

time period
Planned Value (PV) 0
Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC) Time (months)
D

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EVM Measures for Schedule Control

D
Is the project progressing on How efficiently is the team working?
schedule?

Schedule variance measures performance

or Schedule performance index measures
efficiency by calculating the ratio of EV to PV
– by calculating the difference between EV
te
and PV SPI = EV / PV
a

SV = EV - PV
lic

project BEHIND project AHEAD project BEHIND project AHEAD

schedule of schedule schedule of schedule
up

SV value = 0 SPI value = 1.0

project on schedule project on schedule
D

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EVM Measures for Cost Control

D
Is the project on budget? How efficient is my project?

or
Calculate cost variance (CV) to find the current
amount of budget deficit/surplus
Calculate cost performance index (CPI) to
measure the cost efficiency of budgeted resources
te
CV = EV - AC (CPI = EV / AC)
a
lic

project OVER project UNDER project OVER project UNDER

budget budget budget budget
up

CV value = 0 CPI value = 1.0

project on budget project on budget
D

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EAC/ETC
Analysis

D
What will the project cost in How much more cost is required
total? to complete the remainder of the

or
Use Estimate At Completion
(EAC)
project?

Use Estimate To Complete (ETC)

te
Based on:
Are more funds required? Based on:
• CPI
• CPI: current spending efficiency
• AC – actual cost
a

• BAC: budget at completion

Formula
lic

Formula

BAC ETC = EAC - AC

up

EAC =
CPI
D

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EVM Example Process:

D
1. Establish a performance measurement baseline (PMB)
to create a reference point for the metric
Enables comparison of release
plan against the actual work done
or
2. Answer three questions:
•
•
How many iterations are planned?
How many story points are there?
Helps teams spot any problem
te
• What is the release budget?
areas and ensure they stay on
schedule and within budget.
3. Collect data at the end of every iteration:
a

• Planned value (PV): Budget for planned work in an

lic

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

• Actual cost (AC): Actual cost incurred to complete

an iteration deliverable
D

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Manage and Lead
Resources

D
• Include team and external contractors
• Monitor for risks — e.g., cost overruns,
schedule delays or potential disputes
or
• Conduct checks on contracts:
te
• Procurement process compliance
• Periodic progress or activity reports
a

• Required advance notification and

lic

acknowledgment to suppliers
• Formal acceptance of contracted
deliverables Consult the communications management
up

• Notify accounts payable of completed plan and contract terms and conditions for
work so that payments can be made vendor/supplier working provisions.
D

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Physical
Resource • Means physical resources (not human)

D
Management • Equipment
• Materials
• Facilities
• Infrastructure
or
te
• Ensures assigned resources are available “just in time” (JIT) and released
when no longer needed
a
lic

• Ensures physical resources assigned are available as planned

• Monitors planned vs actual utilization of resources

up

• Performs processes throughout the project

D

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Update
Resource

D
• What has been used to date?
Allocation
• What is still needed?

or
• Review performance usage to date, including:
• Monitoring expenditures
te
• Identifying and dealing with resource shortage/surplus in a timely manner
• Ensuring resource use and release
a

• Informing stakeholders of issues with relevant resources

• Influencing factors that can create changes in resource utilization
lic

• Managing changes as they occur

• Changes that impact schedule or cost baselines must be approved through

up

Perform Integrated Change Control.

D

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Handle Changes and
Contract Disputes

D
When change is required, follow your project’s
change process:
or
te
Perform Integrated Change Control
a

Backlog reprioritization
lic

For contract disputes, consult OPAs and the

up

contractual agreement first

D

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Quality Management
Guidelines

D
• Assess quality of project approaches
and activities
• Evaluate deliverable quality through
or
te
inspection and testing
• Evaluate quality of project activities and
a

processes through reviews and audits

lic

• Focus on detecting and preventing

errors and defects
up
D

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Evaluate and Manage Quality

D
• Project manager uses Control Quality process to:
• Verify that deliverables meet functional and nonfunctional requirements
• Identify and suggest improvements
or
• Verify alignment with compliance requirements
• Give feedback on any identified variances
• Identify potential approaches to cure defects or other noncompliance
te
• And continuously monitors quality reports and recommendations!
a

• Team, customer and product owner are responsible for setting and meeting quality
goals and metrics
lic

• Feedback from iterations continuously monitor quality

• Measure performance of quality with:
• Service-level agreements (SLAs)
up

• KPIs
• Contractual measures
• Quality methods/frameworks — e.g., Lean Six Sigma
D

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Quality Audit*

D
May be scheduled or conducted ad hoc

Topics include:
or
• Quality management policy
• Collection and use of information
te
• Analytical methods
• Cost of quality
a

• Quality process design

lic

Use audits to enhance or formalize the quality

up

management complement in adaptive development

approaches.
D

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Control
Data gathering
Quality Tools

D
• Checklists/check sheets
• Statistical sampling
• Questionnaires and surveys

Data analysis
or
• Performance reviews
te
• Root cause analysis
a

Data representation
lic

• Cause-and-effect diagram
• Scatter diagrams
• Control charts
up

• Histograms
• Pareto chart
D

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Control Quality Process
Example

D
1. Use check sheets to collect data

2. Plot data on a histogram

3. Understand the significant ones using the

or
te
Pareto chart (80/20 rule)

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

a

chosen problems/solutions
lic

5. Finally, perform a scatter analysis to

understand the correlation
up
D

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Data
Visualization

D
Quality Tool -
Cause and
Effect Diagram or
te
Break down the problem
statement to identify
a

causes in discrete
branches
lic

Keep asking “why” to

help identify the main or - Kaoru
Ishikawa
up

root cause of the

problem
Example fishbone diagram (aka Ishikawa or Why-Why)
D

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Data
Visualization

D
Quality Tool
QUALITY CHARACTERISTICS

Scatter Diagram
or
te
Shows the relationship
between two variables
a

Demonstrates
relationships among any
lic

element of a process,
environment, or activity
on one axis and a quality
up

defect on the other

PROCESS INPUT
D

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Data Visualization Quality
Tool

D
Control Chart

• A tool used to determine the predictability,

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

• Shows a mean and established control

lic

limits and specification limits

• Follow the “rule of seven” = investigate

increases/decreases of seven consecutive
up

points, indicating a trend/potential issue

D

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Data

is
Visualization 100%

Quality Tools

D
90%

Histogram and
Results of Oasestown Residents Survey

80%
Pareto Chart

• A Pareto chart is a type of

70%

60%
or
te
histogram
50%
• Uses 80/20 rule
40% 44
a

• Demonstrates frequency of More trees,

problem occurrence 30% improved
lic

Less road landscaping

• Analyzes data sets related traffic New play-
20% Better
to a specific problem or 23 ground community More
center space nearby Better
issue, but does not define 10%
up

shops nightlife
the root cause of a problem 14
9 6
0% 4

Local Resident Needs

D

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Ensure Quality of
Processes and Product

D
Quality is closely linked to the product
acceptance criteria, as described in the
statement of work (SOW) or other design
documents.
or
te
Update these criteria as experimentation
and prioritization occur and then validate
a

them as part of the acceptance process.

lic
up
D

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Verify
Deliverables • Project team verifies deliverables based on quality standards and

D
requirements:
• Quality metrics
• Tolerance or
• The verified deliverables are presented to and accepted (validated) by
te
the customer – resulting in accepted deliverables
a

• 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
• Iteration H (agile) – quality assurance cycle
up

• Sprint/iteration review in Scrum

D

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Evaluate and Manage Risk

D
Adaptive development approaches
incorporate risk management in
iterative and incremental practices. or
te
Predictive risk management
approaches are methodical.
a
lic

(Optional)
Can you identify some typical risk
up

management practices or use cases

for each approach?
D

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Monitor Risks
GUIDELINES QUESTIONS TO ASK

D
• Enable decision-making based • Are project assumptions still
on current information about valid?

individual risks
or
overall risk exposure and
• Have risks changed or been
retired?
• Continuously monitor status,
te
• Are risk management policies
probability and impact
and procedures being followed?
• Identify new risks
a

• Have contingency reserves

• Reassess current risks
lic

been modified?

• Close outdated risks • Do we need a risk audit?

up

• Perform on a regular basis

• Continuously improve risk

effectiveness
D

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Review your
Reserves

D
Reserve analysis:
or
te
• Establishes the amount of contingency and management reserves
needed
a

• Is performed throughout the project

lic

• Compares amount remaining to determine if adequate

• May be communicated with a burndown chart
up
D

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Risk Register

D
• Add risks raised during status meetings,
standups or daily scrums, iteration reviews,

•
retrospectives – or even informally – to the
risk register

Update newly identified and existing risks

or
te
based on the current knowledge and situation
a

Agile teams may use a risk list or log,

lic

similar to a risk register

up
D

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Interactive/Discussion

D
When you think about risks in a project,
or
which do you think are the most serious?
a te

How do you know?

lic
up
D

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Manage
Compliance • Test and validate deliverables (continuously and at project/ phase end)

D
as the Highest
• Identify authorized stakeholders to approve
Priority
or
• Remediate compliance issues to avoid:
• Negative impact on the timeline
te
• Cost overruns
• Increased risks
a

• Benefits of compliance sign-off:

lic

• Early warning of potential threats to compliance

• Ability to capture variances and take action
up
D

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Examine Business Value

D
• Connects Ways of Working with
Business Acumen

• Tailor work processes, approaches and

or
te
tools along with leadership skills to
examine and improve value delivery
a
lic

How often and how well does your

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

the project?
D

©2023
©2023Project
ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
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ECO Coverage

D
2.8 Plan and manage scope
• Monitor and validate scope (2.8.3)
2.6 Plan and manage schedule
•
•
Measure ongoing progress based on methodology (2.6.4)
Modify schedule, as needed, based on methodology
(2.6.5)
or
te
• Coordinate with other projects and other operations (2.6.6)
2.5 Plan and manage budget and resources
•
a

Monitor budget variations and work with governance

process to adjust as necessary (2.5.3)
lic

2.1 Execute project with the urgency required to deliver

business value
• Examine the business value throughout the project (2.1.2)
up

2.7 Plan and manage quality of products/deliverables

• Continually survey project deliverable quality (2.7.3)
• Recommend options for improvement based on quality
gaps (2.7.2)
D

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D
or
Manage Project Issues and
te
Impediments
TOPIC D
a
lic
up
D

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Problem Vocabulary
Impediments, Obstacles and Blockers

D
Obstacle removal. Since it is the project team who
generates the majority of business value, a criticalor
role for the servant leader is to maximize delivery by
Remove obstacles (Step 5 in the Process for
Leading Change)
te
removing impediments to their progress. This
All change comes with obstacles. Sometimes the
includes solving problems and removing obstacles
obstacles are outdated processes, sometimes they
that may be hampering the project team’s work. By
a

are based on the organizational structure, and

solving or easing these impediments, the project
sometimes they are people resistant to change.
lic

team can deliver value to the business faster.

Regardless, all obstacles need to be addressed.

- PMBOK® Guide – 7th Edition

up

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

obstacle that prevents the team from achieving its objectives.”
D

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Issue or
Impediment?

D
• Issue: A condition or situation that may have an impact on the project objectives.
Just Solve the
Problem! • Impediment: An obstacle that prevents the team from achieving its objectives.

or
Also known as a blocker.
te
Predictive teams use the term issue log
a
lic

Adaptive teams tend to use an impediment log.

up

This term is related to Scrum.

D

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Risks and
Issues

D
• Focused on the future

or
RISKS
• Can be positive or negative
• Are documented in the risk register
• Response is called a “risk response”
te

• Focused on the present

a

ISSUES*
• Will always be negative
lic

• Are documented in the issue log

• Response is called a “workaround”
up
D

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Issues

D
QUALITY RISK

COMMUNICATIONS
or SCHEDULE
CONTROL
te
PRONE TO
ISSUES COST
PROCUREMENT CONTROL
a
lic

SCOPE CHANGE PROJECT VARIANCE

CONTROL ANALYSIS
up
D

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Issue
Resolution

D
• As issues arise, promptly add • Discuss issues at every status meeting
Guidelines them to the issue log.
• Limit open issues to a manageable

Track problems,
• Give realistic due dates
or
• Assign an owner to each issue number

• Don’t hesitate to escalate if effects are

inconsistencies or
te
major!
conflicts and conduct
investigation towards ID Description Opened Due Date Priority Owner Response Status Comments
a

resolution Tasks are on

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

path

Glazing Looking into

15 Jan 01 Feb Gen
26 service Med working open another
20XX 20xx Contractor
down supplier
up

Risks board
Josie Bynoe 15 Jan 01 Feb withholding
27 High A. Fen working open
dissatisfied 20xx 20xx operating
funds
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Discover and Solve
Impediments Using Scrum

D
Steps:

• Discover the problem/cause

or
te
• Solve it. The scrum master is responsible for
finding a resolution with concerned parties:
a

• Often involves dealing with conflict

somewhere in the organization
lic

• Resolution can help the organization

grow in agility
up
D

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Remove Impediments
Overview

D
• Track impediments
or
• Reprioritize product backlog
te
• Use daily standup meeting
•
a

Be a servant leader
lic
up
D

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Discussion

D
or
How does your team solve
te
problems?
a
lic
up
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ECO Coverage

D
2.15 Manage project issues
• Recognize when a risk becomes an issue (2.15.1)
•

•
Attack the issue with the optimal actions to achieve
project success (2.15.2)
Collaborate with relevant stakeholders on the approach to
resolve the issues (2.15.3)
or
te
1.7 Address and remove impediments, obstacles, and blockers
for the team
a

• Determine critical impediments, obstacles, and blockers

lic

for the team (1.7.1)

• Prioritize critical impediments, obstacles, and blockers for
the team (1.7.2)
• Use network to implement solutions to remove
up

impediments, obstacles, and blockers for the team (1.7.3)

• Re-assess continually to ensure impediments, obstacles
and blockers for the team are being addressed (1.7.4)
D

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D
or
te
Manage Project Changes
TOPIC E
a
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Interactive/Discussion

D
• What constitutes a change in a
project?
or
te
• Can a change can come from
anywhere?
a
lic

• How does the life cycle and

development approach affect our
response to change?
up
D

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Causes of Project
Changes

D
• Inaccurate initial estimates
• New regulations
• Missed requirements
or
te
• Specification changes
a

Are any of these also causes of

changes in adaptive projects?
lic
up
D

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

D
b. Recognize, evaluate and respond to system interactions
and a Change
Leader c. Navigate complexity

or
d. Create a collaborative project team environment
e. Demonstrate leadership behaviors
te
f. Optimize risk responses
g. Effectively engage with stakeholders
a

h. Tailor based on context

lic

Which of the project i. Embrace adaptability and resiliency

management principles j. Focus on value
deal with the subject of
up

change? k. Build quality into processes and deliverables

l. Enable change to achieve the envisioned future state
D

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Monitor
the External

D
Business Change can bring negatives as well as positives, such as opportunities to
Environment add or extend value!

•
or
Monitor the external environment
• Remain vigilant for threats
te
• Constantly update the risk register and thresholds
• Use tools
a
lic

• PESTLE
• TECOP
• VUCA
up
D

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Manage Change
Overview and Controls

D
Overview Controls

Perform Integrated Change

Control linear process
•
•
or
Perform Integrated Change Control process
Change request process
• Change control board (CCB)
te
• Artifact management (updates)
a

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

• Use demos to understand requirements

• No changes allowed during a sprint
up

Any of the above

D

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Change Management Process Flowchart

D
Change
Change initiators Log change request
request form

Send rejection notice

or
Change request
passes filter?

Accepted
Rejected
te
Deliverable No
affected?
a

Yes
lic

Prepare impact statement

Rebalance the project

Minor impact - Moderate impact - PM Major impact PM, sponsor
up

PM reviews & stakeholder review and stakeholder review

Build and communicate Yes Change No

Execute the change authorized?
D

the change
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Change
Requests

D
Four Types

or
• Corrective action - Adjusts the performance of the project
work with the project management plan

• Preventive action - Ensures future performance of the project

te
Can you think of work with the project management plan
examples of each kind
a

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

• A change - Modifies a project baseline

up
D

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Change
Control

D
Systems
Change
Control Board or
Forms, tracking methods, processes, and approval levels required for
authorizing or rejecting requested changes.
a te

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

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Manage
Contract

D
Changes and
Resolve
Problems or
• Work with the vendor to manage contract changes
te
• Work with partners in the organization (procurement, finance, functional
departments) and take action within the project manager’s or team’s
a

domain/threshold
lic

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

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Contract
Change

D
Control
System

The system used to organizational system

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

collect, track, adjudicate • Specifically dedicated to control contract changes

te
and communicate
• Specifies contract change
changes to a contract
a

• Includes documentation, dispute-resolution processes and approval

levels
lic
up
D

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Types of Component Description
Contract

D
Administrative Non-substantive changes, usually about contract
Changes changes administration method

Which kinds of changes

Contract modification or
Substantive change to contract requirements or
product requirements
te
do you think are more Supplemental An additional agreement related to the contract but
likely to cause conflict? agreement negotiated separately
Why? How can these be
a

avoided? Changes made by the buyer through action or

Constructive changes
lic

inaction

Termination of contract Vendor default or buyer’s need changes

up
D

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Legal Legal Issue Description
Concepts

D
A promise, explicit or implied, that goods or services will
When Warranty meet a pre-determined standard. The standard may cover
Managing reliability, fitness for use, and safety.

Disputes
Waiver
or
A legally binding provision in which one party in a contract
agrees to forfeit a claim without the other party becoming
te
Seek legal advice if the liable, even inadvertently.
terms of a contract
a

have not been met. Failure to meet some or all the obligations of a contract. It
Negotiate settlements Breach of contract may result in damages paid to the injured party, litigation or
lic

to arrive at a final other ramifications.

equitable settlement of
all outstanding issues, A letter sent to an individual or a business to stop (cease)
up

claims, and disputes Cease and desist allegedly illegal activities and to not undertake them again
by negotiation.
(C&D) letter (desist). Often used as a warning of impending legal action if
it is ignored.
D

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Process,
Adjudicate

D
and
Communicate
Claims
•
•
•
or
Contested changes and potential constructive changes, including:
Lack of agreement on compensation for change
Lack of agreement that change occurred
te
• If not resolved, handle through alternative dispute resolution (ADR)
a

established in contract
lic

• Settlement through negotiation is preferred

• The ”last resort” is litigation

up
D

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Update Project
Management Plan

D
Based on the scope of changes, you may
need to update:
• Scope
or
te
• Timelines
• Work packages
a

• Team member assignments

lic

Agile teams might remove lower-

value deliverables from the scope
up

to make room for the change.

D

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ECO Coverage

D
3.3 Evaluate and address external business

environment changes for impact on scope

•
geopolitical, market) (3.3.1)
or
Survey changes to external business environment (e.g., regulations, technology,

Assess and prioritize impact on project scope/backlog based on changes in external

te
business environment (3.3.2)

• Recommend options for scope/backlog options (e.g., schedule, cost changes) (3.3.3)
a

• Continually review external business environment for impacts on project scope/backlog

(3.3.4)
lic

2.10 Manage project changes

• Anticipate and embrace the need for change (e.g., follow

up

change management practices (2.10.1)

• Execute change management strategy according to the methodology (2.10.3)

• Determine a change response to move the project forward (2.10.4)

D

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or
te

End of Lesson 5
a
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up
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