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Ch 3 Project Management Principles - Coggle Diagram
Ch 3 Project Management Principles
3.0 PMI Code of Ethics and Professional Conduct
Respect
Fairness
Responsibility
Honesty
3.1 Be a Diligent, Respectful
and Caring Steward
Encompasses responsibilities of organization
within
Commitment to project team members needs
(Care and Trusthworthniess)
Compensation
Access to opportunity
Fair Treatment
Diligent oversight of organizational resources
(Trustworthiness)
finances
materials
any other resources in the project
Appropriate use of leadership position
(Integrity)
Authority
Accountability
Responsibility
Operating in alignment with the organization
(Compliance)
Mission
Strategy
Sustainment of its long term value
Objectives
Vision
external
Relationship
(trustworthiness)
Partners
Channels
Impact
Market
Social Community
Regions
Resources
(Compliance)
Environmental Sustainability
Organization's use of materials
natural resources
advancing the state of parctice
(Integrity)
Stewardship qualities
Trustworthiness
Care
Being transparent
care for organizational matters as much as personal matters
Compliance
Integrity
Honesty and ethical
role model
Empathetic, self-reflective and open to feedback
Holistic view of a project outcome or the business
Technical
Social
Sustainable environment
Financial
3.2 Collaborative Project Team Environment
Factors that induced collaborative team
Organizational structures
Definition of roles and responsibilities
Allocation employees and vendors
Formal committees tasked with specific objective
Standing meetings
Processes
Work Breakdown Structure (WBS)
Backlog
Task Board
Team Agreements
Identified at the beginning
evolve overtime
Clarity on roles and responsibilities
Authority
Accountability
Not shared
Responsibility
Can be shared
3.3 Effectively engage with Stakeholders
Stakeholders influence projects, performance and outcomes
Serve stakeholders by engaging with them
Stakeholder engagement proactively advances value delivery
3.4 Focus on Value
Business case to identify business value
Business Strategy
Business need
Project Justification
The ultimate indicator of project success
Can be realized throught out the project, at the end or after the project
Can be quantitative or qualitative
evaluate and adapt to maximize value
Focues on outcomes
3.5 Recognize, evaluate and respond to system interactions
Being responsive to system interactions allows project teams to leverage positive outcomes
Systems thinking entails taking a holistic view og how project parts interact with each other and with external systems
Holistic views of how project interact with each other and with external systems
A project is a system of interdependent and interacting domains of activity
3.6 Demonstrate leadership Behaviors
Any project team member can demonstrate leadership behaviors
Effective leaders recognize differences in motivation among project team members
Leadership <> Authority
When Senior managers suffer conflict over priorities -> Neutral facilitation helps more than detailed recommendations
Succesful leadership enables someone to influence, motivate, direct and coach people under any condition
Effective leadership adapt their style to the situation
DIRECTIVE -> In moments of chaos, it creates more clarity and momentum than collaborative problem solving
EMPOWERED DELEGATIONS -> For environment with highly competent and engaged staff, it elicits more productivity than centralized coordination
3.7 Tailor based on context
Tailoring aims to handle value, constraints performance by using
"just enough"
resources to achieve desired outcomes
Tailoring the approach is itterative and therfore is a continous process throughout the project
Each project is unique
3.8 Build quality into processes and deliverables
What is Quality?
Reliability
(Critical)
Consistent metrics each time performed?
Resilience
(Sub-Critical)
Cope with unforeseen failure and quickly recover?
Conformity
(Main)
fit for use?
meet specifications?
Satisfaction
(Critical)
Positive feedbacks? usability? user experience?
Uniformity
(Luxury)
parity with other deliverable produced in the same manner?
Efficiency
(Luxury)
Produce greatest output with least effort?
Performance
(Main)
Is it as intended?
Sustainability
(Luxury)
Positve impact on economic, social and environmental parameters?
Project quality entails :
Satisfying stakeholders' expectations
Fulfilling project and product requirements
Ensuring project processes are appropriate and effective
3.9 Navigate Complexity
Source of Complexity
System behavior
Integration of different technology systems
Uncertainty and ambiguity
Ambiguity
-> State of being unclear, not knowing what to expect or how to comprehend a situation
Many Options or lack clarity on optimal choice
Uncertainty
-> Lack of understanding and awareness of issues, events, paths to follow or solutions to pursue
outside existing knowledge or experience
Human Behavior
Personal agendas
Different Culture
Time zone
Technological innovation
Innovation has the potential to
help
move projects toward a solution, or to
disrupt
the project when associated uncertainties are not defined
Complexity can emerge at any point during the project
Complexity can be identified by
continually looking
at the project component as well as the project as a whole
3.10 Optimize Risk Respons
Things that influence risk
Risk attitude
tendency to seek or avoid risk in different situation
Risk appetite
describe the degree of uncertainty an organization or individual is willing to accept
risk threshold
The measurement of risk apetite
Risks are addressed continually throughout the project
Risks can be positive (opportunitiest) or negative (threats
Threats -> issue-> delay, cost overrun, technical failure, performance shortfall, or loss of reputation
Opportunities -> benefits -> reduced time and cost, improved performance, increased market share or enhanced reputation
Risk responses should be
Owned by responsible person
Agreed by relevant stakeholder
realistic within the project context
cost effective
Appropriate for the significance of the risk
3.11 Embrace Adaptibility and Resiliency
Adaptibility
The ability to espond to changing conditions
Resiliency
The ability t absorb impacts and to recover quickly from setbacks or failure
A focus on outcomes rather than outputs facilitates adaptibility
3.12 Enable change to achieve the envisioned future state
Effective change management uses a motivational strategy rather than a forceful one
The benefits of the change and the impact on work process should be communicated to all levels of the organization throughout the project
Attempting too much change in short time can lead to change fatigue and/or resistance