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(Project Performance Domains) - Coggle Diagram
Project Performance Domains
Definition
"A project performance domain is a group of related activities that are critical for the effective
delivery of project outcomes"
"The performance domains
operate as an integrated system"
Properties
Interactive
Interrelated
Interdependent
:one: Stackeholder Performance Domain
Goal
Addressing everything related to stackeholders
Examples
Stakeholder agreement with project objectives
Beneficiaries are supportive
A productive working relationship with stakeholders
throughout the project
Opposers "do not negatively impact project outcomes"
How to verify :question:
Definitions
Stakeholder
"An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio."
Stakeholder Analysis
"A method of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project."
Who :question:
How many :question:
A project can have
A few stackeholders
Millions of stackeholders
How :question:
:two: Understand & Analyse
Who :question:
Individual Stackeholders
Groups of stackeholders
Alliances
What :question:
Power
Impact
Attitude
Beliefs
Expectations
:three: Prioritize
Why :question:
There are often too many Stackeholders
Impossible to interact with everyone directly :forbidden:
How :question:
"Focus on stackeholders with the most power and interest [...]"
:one: Identify
When :question:
Before the beginning of the project
Throughout the lifetime of the project
:four: Engage
Soft skills are needed :!:
Goals :check:
Manage expectations
Resolve issues
Negociate
Introduce the project
Problem solve
Make decisions
How :question:
Push
Send information to stackeholders
Emails
Status reports
Memos
No feedback :!:
Pull
"Indirect sensing of stakeholdres concerns"
Interactive
Phone calls
Meetings
Conversations
:zero: Overview
:five: Monitor
How :question:
Seek periodic feedback
Why :question:
Situation can vary over time
:two: Team Performance Domain
Definitions
Project Management Team
"The members of the project team who are directly involved in project management activities."
Project Team
"A set of individuals performing the work of the project to achieve its objectives. "
Project Manager
" The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives"
Goal
Developing the project team
Examples
High-performing team
Applicable leadership
Shared ownership
Developing other interpersonal skills
How to verify ?
How :question:
Project team culture
Different for each project team
Encouraged behaviors :check:
Integrity
Respect
Transparency
Support
Positive discourse
Courage
Celebrating success :champagne:
Management and leadership
Management
Goal
Meeting project's objectives
Can be centralized or decentralized
Aspects of team development
Everyone should
understand and fulfill their roles and responsibilities
Be aware of the project vision and objectives
The management team should help with
Guidance
Growth
Project team operations
Examples
2 more items...
Leadership
Goals
Influencing
Motivating
Listening
Enabling
Create high-performing teams
(details below)
"Should be practiced by all team members"
Servant leadership
Questions :question:
Are project team members
becoming healthier, wiser, freer, and more autonomous ?
more likely to become servant leaders
growing as individuals ?
Behaviors
Diversion shield
Example
1 more item...
Encouragement and development opportunities
Obstacle removal
Skills :check:
Critical thinking
Why :question:
Observe events to identify patterns and relationships
Recognize, analyse and resolve problems
Research and gather unbiased, well-balanced information
Identify bias, unstated assumptions, and values
Motivation
:one: Understanding what motivates the project team members
:two: Keeping the project team members motivated and commited to the project
Example of motivation factors
Achievement
Challenge
Belief in the work
Making a difference
Self-direction and autonomy
Responsability
Personal growth
Being part of a project team
Establishing and maintaining a vision
Questions :question:
What defines successfull project work ?
What is the project purpose ?
A good vision
Must be :check:
3 more items...
Summarizes the project
Inspires passion for the outwome
Conciliate the picture in project team members' mind
Interpersonal skills
Examples
Decision making
3 more items...
Emotional intelligence
2 more items...
Conflict management
1 more item...
High-performing project team
List of related factors :check:
Collaboration
Adaptability
Trust
Resilience
Shared ownership
Empowerment
Shared understanding
Recognition
Open communication :silhouettes:
Tailoring leadership styles
Variables :question:
Maturity of the project team members
Organizational governance structures
Experience with the type of project
Distributed project teams
Problem :red_cross:
Communication is more difficult
Solution :check:
Using technology to facilitate communication
:three: Development Approach and Life Cycle Performance Domain
Goal
Approach projects' development strategy and life cycle
Examples
A project life cycle consisting of phases 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.
Development approaches that are consistent with project
deliverables.
How to verify ?
Definitions
Cadence
A rhythm of activities conducted throughout the project.
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables
Development Approach
A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive, iterative, incremental, adaptive, or hybrid method
Project Life Cycle
The series of phases that a project passes through from its start to its completion.
Deliverable
Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
Delivery cadence
What :question:
Timing and frequency of project deliverables
How :question:
Single delivery
When :question:
At the end of the project
Multiple deliveries
When :question:
Sequentially throughout the project
In parallel, separately
Periodic deliveries
When :question:
Fixed delivery schedule
Development Approaches
Types
Adaptative
Why :question:
Requirements are subject to a high level of uncertainty
Agile methods are adaptative
Hybrid
Why :question:
Deliverables can be modularized
Deliverables can be developed by different teams
There are uncertainty / risks around requirements
Two ways
Predictive (waterfall)
Why :question:
Problem
High level of risk
Solutions
Reduce the uncertainty
Increase planning
Factors
Product, Service or Result
Requirements certainty
Ease of change
Degree of innovation
Risk
Regulations
Project
Stackeholders
Schedule constraints
Funding ability
Organization
Organizational structure
Culture
Project team size and location
Life cycle
Infuenced by
Development approach
Delivery cadence
Examples
Build
Test
Design
Deploy
Feasibility
Close
Full practical example pages 46 - 48
:four: Planning Performance Domain
Definitions
Precision
Within the quality management system, precision is an assessment of exactness.
Crashing
A method used to shorten the schedule duration for each of the least incremental cost by adding resources.
Accuracy
Within the quality management system, accuracy is an assessment of correctness.
Fast Tracking
A schedule compression method in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
Estimate
A quantitative assessment of the likely amount of outcome of a variable, such as project costs, resources, effort, or durations.
Budget
The approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity.
Product scope
The features and functions that characterize a product, service or result.
Project scope
The work performed to deliver a product.
Goal
Improve the organization and collaboration regarding project work
Planning information is sufficient to manage stakeholder expectations
There is a process for the adaptation of plans throughout the project based on emerging and changing needs or conditions
Time spent planning is appropriate for the situation
The project progresses in an organized, coordinated, and deliberate manner
How to verify ?
Circumstances
Should not take more time than needed
Can begin before the project is even authorized
Variables :question:
Organizational requirements
Market conditions
Project deliverables
Depending on their types
Technology deliverable
Construction
Legal or regulatory restrictions
Development approach
Presence of a specific planning phase
Adaptative approach
Iterations
Steps
:two: Estimating
What :question:
Duration
Costs
Work effort
How :question:
Range
Accuracy
Precision
Confidence
Types of estimations :question:
Absolute vs Relative
Flow-based
Deterministic vs Probabilistic
:three: Schedules
Can be used for both
Predictive approach
Adaptative approach
If a schedule is not finished at his deadline
Schedule compression methods
Crashing
Including more people
Working overtime
Fast tracking
Doing tasks that should have been done sequentially in parallel
:!: Dependencies
Some activities cannot be fast tracked because of their nature
:one: Delivery
Understanding
Requirements
Project scope
Business case
Product scope
:four: Budget
Comes from the estimations in step :two:
:five: Team composition and structure
Identify
Required skill sets
Proficiency
Years of experience
:six: Communication
Questions :question:
What information does each stakeholder need ?
What is the best way to provide information
Who needs information ?
Who has the information needed
:seven: Physical resources
What :question:
Materials
Equipments
Sofware
Logistics
Supply chain
:eight: Procurement
Make-or-buy analysis
Which deliverables and services will
Be developed in house
Be purchased from external sources
:nine: Changes
"Project teams should prepare a process for adaptating plans throughout the project"
:one::zero: Metrics
Can concern
Deliverable
Schedule performance
Budget performance
:one::one: Alignment
Planning must stay synced has with the project as much as possible
The project work
Goal
Establishing project processes
Managing physical resources
Fostering a learning environment
Outcomes
Appropriate communication with stakeholders
Appropriate processes
Efficient and effective performance
Efficient management of physical resources
Effective management of procurement
Improve team capability
Definitions
Bid document
Document used to solicit informations, quotations or proposals
Bidder conference
Meetings with prospective seller prior to the preparation of a bid
Explicit knowledge
Knowledge that can be codified
Tacit knowledge
Personal knowledge, shared such as beliefs and experience
How to keep the project team focus
and activities running smoothly?
Managing flows, material
Build efficient project system and processes
Keep good communication
Monitoring changes
Project Processes
Reviewed periodically
Tailoring of processes
To optimize them
Lean production method
Analyze value of each activity
Retrospectives or lessons learned
Review and suggest changes
Asking questions
Should also be effective
Follow requirements, regulations
Manage the physical resources
Might need a logistics system
Documented in the company
Objectives
Reduce waste
Reduce storage on site
Eliminate wait times
The bid process
Request for information
Request for proposal
Request for quote
The delivery
Goal
Deliver the scope and quality that the project was undertaken to achieve
Following desired outcomes
Business objectives and advancement of strategy
Realize the outcome to deliver
Realized in planned time
Clear understanding of requirements
Stakeholders are satisfied
Definitions
Definition of Done (DoD)
Checklist of all criteria required
Quality
Degree to wich it fullfills requirements
Work Breakdown Structure (WBS)
Hierarchical decomposition of the total scope of work
Cost of Quality (COQ)
Cost of investment to meet requirements
Requirements
Condition that is necessary
Time of the delivery in the project
Depends on the project
Interim product
Service
Final product
Results
Requirements
Evolving and discovering requirements
Managing requirements
Bad managing = rework, budget overruns...
Requirements elicitation
Scope
"sum of the products, services, and results to be provided as a project"
Scope decomposition
Identify the major deliverables
Can be elaborated with a work breakdown structure (WBS)
Completion of deliverables
Acceptance or completion criteria
Minimum requirements to be accepted
Technical performance measures
Definition of Done
Completion target can also be changed
Quality
Focuses on performance levels that are required to be met
Cost of Quality
Appraisal
Used to determine the degree of conformance
Internal failure
Before the delivery
Prevention
Keeps defects and failure out of a product
External failure
After the delivery
Cost of change
Suboptimal outcomes
Measurement
Goal
Maintain acceptable performance
How?
Actionable data to facilitate decision making
Timely and appropriate action to keep the project on track
Understanding of the status of the project
Achieving targets and generating business value
Definitions
Baseline
Approved version of a work used as a basis
Dashboard
Set of charts and graphs showing progress
Metric
Description of a product and how to measure it
Effective measures need to be established
Right things are mesured
Key performance indicators
Leading indicators
predict changes or trend in the project
Lagging indicators
Measures deliverables
Effective Metrics
SMART
Meaningful
Reason
Achievable
Specific
What
Relevant
Timely
Deliverable Metrics
Measures of performance
Technical performance measures
Information on error or defect
Determines the useful measures
Work in progress
Number of work items that are being worked on
Baseline perfomance
Effort and duration
Schedule Variance (SV)
Start and finish dates
Schedule perfomance index (SPI)
Feature completion rates
Actual cost compared to planned cost
Cost Variance (CV)
Cost performance index (CPI)
Business Value
Cost-benefit ratio
Return on Investment (ROI)
Amount of financial return compared to the cost
Net present value (NPV)
Difference between present value of inflows and outflows of capital
Stakeholders
Net Promoter Score (NPS)
Degree a stakeholder is willing to recommend the product
Mood chart
Forecasts
What might happen in the future
Qualitative
Quantitative
Estimate at completion (EAC)
Expected total cost of completing all work
Variance at completion (VAC)
Estimate to complete (ETC)
Expected cost to finish all the remaining work
To-complete performance index (TCPI)
Estimates the cost performance required to meet a specified goal
Presenting Information
Information radiators
Big Visible Charts (BVCs)
Visual controls
Task board
Visual representation of planned work
Burn charts
Show velocity
Dashboard
Pitfalls
Demoralization
Importance of having achievable goals
Importance of motivation
Misusing the metrics
Vanity metric
Confirmation bias
Hawthorne effect
Measuring influences behavior
Correlation versus causation
Uncertainty
Goal
Manage risk and uncertainty
Awareness of the environment
Proactively exploring and responding to uncertainty
Awareness of the interdependence of multiple variables
Definitions
Complexity
Characteristic of a project being difficult to manage
Volatility
Possibility for rapid and unpredictable changes
Ambiguity
State of being unclear
Risk
Uncertain event having a positive or negative impact if it occurs
Uncertainty
Lack of understanding and awareness of issues
Deal with it
Gather information
Prepare for multiple outcomes
Set-based design
Multiple designs can be investigated early in the project
Build in resilience
Adapt and respond quickly
Threat
Avoid
Escalate
Transfer
Mitigate
Accept
Opportunities
Exploit
Share
Escalate
Enhance
Accept
Illustrations
Illustration 1:
Uncertainty
Bibref
Title
How Great Leaders Take On Uncertainty
Author
Anjali Sud and Stephanie Mehta
Publisher
TED
Location
https://www.youtube.com/watch?v=UGdLvGbpehQ
Analysis
Short description
Vimeo CEO Anhali Sud gives her solutions to overcome incertainty: humanity and flexibility
The context was the Covid-19 pandemic and how to connect employees worldwide and adapt to company practices while dealing with the uncertainty of the future
What theory point is being illustrated :question:
The
Uncertainity
performance domain
How does it related to the theory :question:
What the theory says
The main goal is to manage and respond to uncertainty in a proactive way
Volatility is a sub-category of uncertainty and it implies the possibility for rapid and unpredictable changes
How to deal with them ?
Need to investigate multiple design (preferably at the early start of the project)
Need to gather information
Need to build resilience
What the illustration says
Resilience is about staying close and keep building trust
The company quickly change their way of communicating by investigate multiple design
They dealt with uncertainty by using agility (linked to the development approach performance domain) and flexibility, with information gathering
Why is it relevant :question:
The illustration address the way to deal with uncertainty with some examples linked to other performance domains
It is another proof that all performance domains operate as an integrated system
Illustration 2:
Development Approach
Bibref
Title
Apple to extend iPhone product cycle
Author
CBS News
Publisher
Youtube
Location
https://www.youtube.com/watch?v=Hn6wHRCofo0
Analysis
Short description
Let's get back to 2016 when apple decide to break from the traditional incremental development approach and extend the delivery cadence
What theory point is being illustrated :question:
The
Delivery cadence
of the
Development and life cycle
performance domain
How does it related to the theory :question:
What the theory says
The delivery cadence is influenced by many factors
What the illustration says
By extending the delivery cadence, they may increase the quality (linked to the
delivery
performance domain)
They break from a "waterfall" approach to go to an hybrid approach which create more risk and uncertainty (linked to the
uncertainty
performance domain)
To make such decision, some measurement (linked to
measurement
performance domain) are needed on the market to know how stakeholders (linked to the
stakeholders
performance domain) interact with the delivery.
Why is it relevant :question:
We can see the interactions and continuous influence of some domain over other ones.
Illustration 3:
Team
Bibref
Title
What Makes a Team Great?
Author
Simon Sinek
Publisher
Youtube
Location
https://www.youtube.com/watch?v=uNQkD-Pt0OE
Analysis
Short description
Sinek talks about his point of view of what makes a team great
What theory point is being illustrated :question:
It is related to the
team
performance domain. Particularly to the concept of building a team culture and the factors which influence the project team performance
How does it related to the theory :question:
What the theory says
The team culture is based on behaviours such as support and transparency.
There are a lot of factors that influence the performance of a team, such as communication, trust and empowerment.
What the illustration says
One important factor is also diversity
People with different point of view, different backgrounds and ways of seeing the world, make a fantastic team
Why is it relevant :question:
The performance of the team is profoundly influence every other performance domains so its important to not neglect it
The illustration shows a way of enhancing the performance of a team by bringing different point of view to be more creative when working on a project.
:warning: However, so many factors can make a fantastic team, not only the fact that they have
Different ways of seeing the world can even create conflicts :angry:
Illustration 4:
Planning
Bibref
Title
Project Planning And Scheduling Using PERT And CPM Techniques With Linear Programming: Case Study
Author
Wallace Agyei
Publisher
INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH
Location
https://upinfo.univ-cotedazur.fr/assets/s3/modelisation-avancee-ppc-pl/Project-Planning-And-Scheduling-Using-Pert-And-Cpm-Techniques-With-Linear-Programming-Case-Study.pdf
Analysis
Short description
There are a lot of technique of planning in project management. Some most known are
PERT (Program Evaluation and Review Technique)
and
CPM (Critical Path Method)
which are widely used techniques for planning
The article is about a case study of planning and scheduling using both techniques. They use both and compare the results
What theory point is being illustrated :question:
It is related to the
planning
performance domain, precisely to the schedule, estimation and budget steps
How does it related to the theory :question:
What the theory says
So much depends of the planning steps
There are a lot of components involved in each steps, such as accuracy, ranges, types of approach, methods, etc.
What the illustration says
PERT
Technique of planning and control time
Event oriented (event such as uncertainty)
Focuses on time
High-precision time estimate
CPM
Method of control cost and time
Activity oriented
Focuses on time-cost trade-off
Reasonable time estimate
A deeper explanation of both here:
https://www.projectmanager.com/blog/pert-and-cpm
Why is it relevant :question:
Planning techniques in project management are important tools to take into account when trying to manage the project. The two techniques have advantages and disadvantages depending on the goals desired.
Illustration 5:
Measurement
Bibref
Title
Being smart about writing SMART objectives
Author
May Britt Bjerke and Ralph Renger
Publisher
ScienceDirect
Location
https://www.sciencedirect.com/science/article/abs/pii/S0149718916302580
Analysis
Short description
This article challenges the main ideas behind the SMART objectives
What theory point is being illustrated :question:
It is related to the
SMART
effective metric in the
Measurement
performance domain
How does it related to the theory :question:
What the theory says
S.M.A.R.T
S
pecific
M
easurable
A
chievable
R
elevant
T
ime-bound
The goal of measurement is to maintain acceptable performance
Effective measures need to be established to tackle measurement
What the illustration says
SMART must be done with caution as one must understand the underlying reasons of applying each criterion
Some times, additional steps are needed before satisfying the criteria, ended up with not SMART objectives
Why is it relevant :question:
Measurement helps keeping the project on track by understanding its process, also it facilitates decision making by setting appropriate action. Here, SMART is a well-known way of doing so.
