Welcome

This is the summary slide for our PMI Authorized Exam Prep V-3_JAN 2023 from Trainer Lam Thu Nguyen.
(Please kindly note that these summary slides are not official document from PMI. Use for ATOHA’s internal course only).

Copyright 2023© Project Management Institute, Inc. All rights reserved. 1

This material is being provided as part of a PMI® course.
LESSON 2

START THE PROJECT

• Identify and Engage

Stakeholders
• Form the Team
• Build Shared Understanding
• Determine Project Approach

Version 3.0 | 2023 Release Copyright 2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
Identify and Engage Stakeholders
TOPIC A

3
 2-D Models:
• Power/interest grid
Directions of Influence • Power/influence grid, or 3-D Models:
• Impact/influence grid. • Stakeholder cube
Parent organization — senior management
Upward HIGH
(business, financial interests)
KEEP MANAGE
In the project hierarchy — team or
Downward SATISFIED CLOSELY
specialists

POWER
Have a “stake” in the project — client, end-
Outward
user, external
KEEP Salience Model
MONITOR
INFORMED
Friendly or competitive for resources — URGENCY LEGITIMACY
Sideward project manager's peers, other • Level of required Appropriate involvement
organizational departments attention/detail Or proximity, as applied to
LOW INTEREST HIGH
• Time constraints team stakeholders,
• High stakes indicating level of
POWER involvement with project
Level of authority work

STAKEHOLDER MAPPING

Stakeholder Register • Stakeholder Engagement Plan

A project document including Example Stakeholder Engagement Assessment Matrix
the identification, assessment,
• Communication Management
and classification of project (SEAM)
X + Plan:
stakeholders.
A component of the project, Stakeholder Unaware Resistant Neutral Supportive Leading
program, or portfolio Communication Model
Stakeholder management plan that 1
An individual, group or describes how X will be
organization that may affect, managed 2
be affected by or perceive 3
itself to be affected by a Communication Methods 4
decision, activity or outcome • PUSH Copyright 2023© Project Management Institute, Inc. All rights reserved. 4
of a project, program or This 5material is being provided as part of a PMI® course.
• PULL
portfolio. • CONVERSATION/INTERACTIVE 6
Form the Team
TOPIC B

5
Team charter
A document that records the team
values, agreements, and operating
guidelines as well as establishes clear
expectations regarding acceptable Cross-functional teams/
behavior by project team members.
Self-organizing teams
• Teams that have all the capabilities to
Ground rules deliver the work they’ve been assigned
Expectations regarding acceptable
behavior by project team members.
Servant Leadership Team Norms
• The practice of leading the team by focusing • Together, establish expected team behaviors at the
VIRTUAL TEAM on understanding and addressing the needs beginning of the project
• no time spent meeting and development of team members in order
face-to-face to enable the highest possible team • Enable teams to handle challenges later
performance. • Include guidelines and techniques for: Meetings,
COLOCATION Communications, Conflict management, Shared values,
• physically located Decision-making

Tuckman’s Ladder of Team PMI® Code of Ethics and

Development Professional Conduct

Project Manager role in Adaptive Teams

• Centralized: All team members practice leadership activities and
accountability is usually assigned to one individual, such as the
project manager or similar role (team lead).

• Distributed: One project team member (may shift) serves as

facilitator to enable communication, collaboration and
engagement on accountable tasks.
Copyright 2023© Project Management Institute, Inc. All rights reserved. 6
This material is being provided as part of a PMI® course.
Build Shared Understanding
TOPIC C

7
Project Vision Statement
• Created by project sponsor or
executive

• Includes a clear vision of the Business needs Business case Project Charter
desired objectives and alignment
documents • A documented • Authorizes project
with the organization’s strategic
goals • Identifies high-level economic feasibility
study • Enables project manager to apply
deliverables
• Refer to it throughout the project to resources to project work
• A prerequisite of a formal • Establishes benefits of
maintain alignment
project work • Defines rationale and business
business case
KEY PERFORMANCE • Provides a basis for need
• Describes requirements —
authorization of further
INDICATORS (KPIs) what needs creating and/or • Verifies alignment with strategic
A set metric used to evaluate a performing project activities goals
project, an organizational unit, or a
project team’s performance against • Keeps everyone focused on a clear
the project vision and objectives. KPI project vision
can be time bound.

PRODUCT BOX EXERCISE

• relies on a “marketing”
mindset toward the project. To XP Metaphor
conduct the exercise, you
describe the features,
functions and benefits of the
solution or project deliverable
in customer terms.

Copyright 2023© Project Management Institute, Inc. All rights reserved. 8

This material is being provided as part of a PMI® course.
Project Approach
TOPIC D

9
 Scrum Ceremonies Overview
Project management life
• Sprint planning
cycle and development • Team collaborates with product owner to plan work for current
approaches sprint
• Plan-based (Waterfall, • Scrum master/senior scrum master facilitates
predictive, traditional)
• Change-based (Agile,
Cadence • Daily scrum
incremental, iterative) Refers to the timing and frequency of • Short, daily meeting of team only
• Hybrid delivery of project deliverables. • Team members describe work, ask for help, consider progress
• Single: One delivery at the end of toward goal
the project • Not a status meeting
Product Management • Multiple: Delivery separated into
The integration of people, data, parts, not necessarily sequentially • Sprint review – can include Demo
processes, and business systems to • Periodic: Like multiple deliveries, • Held at end of sprint
create, maintain, and evolve a product but on a fixed schedule — e.g., • Team, product owner and stakeholders attend, or customers
or service throughout its life cycle. monthly or bimonthly review progress and give feedback to adapt product

• Sprint retrospective
• Team identifies improvements to performance and collaboration

Agile Ceremonies
• Product strategy meeting – product owner shares product vision

• Daily standup or standup

• Team status meeting
• 5 to 15 minutes, timeboxed
• Not necessarily daily

• Backlog refinement
• Product owner prioritizes items on backlog

• Project retrospective
• Held at the end of a project to review work and processes Copyright 2023© Project Management Institute, Inc. All rights reserved. 10
• Like lessons learned This material is being provided as part of a PMI® course.
End of Lesson 2

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