Please enable JavaScript.
Coggle requires JavaScript to display documents.
Ch 2 Pt 2 Project Performance Domains - Coggle Diagram
Ch 2 Pt 2 Project Performance Domains
2.1 Stakeholder
Stakeholder Engagement
Identify
Understand & Analyze
Prioritize
Engage
Monitor
Verbal
Formal
Briefings
Product demos
Project reviews
Brainstorming
Presentations
Informal
Conversations
Ad hoc discussions
Written
Formal
Project documents
Business case
Progress reports
Informal
Email
Brief notes
Instant messaging/texting
Social media
Methods
Push
memos, emails, status reports, voice mail in a one-way communications form
Pull
information sought by the stakeholder
focus on
Most Power
Interest
Interactions with other domains
Most of the project work is around engaging and communicating with stakeholders
They define and prioritize the requirements
Who are Stakeholders?
Internal - Upper
Governing Bodies
PMOs
Steering Committees
Internal - Lower
Project manager
Project Management Team
Project Team
External
Customers
End Users
Suppliers
Regulatory Bodies
Outcomes
Stakeholder agreement with project objectives
Stakeholder who are project beneficiaries are supportive and satisfied
A productive working relationship with stakeholders throughout the project
Stakeholder who may oppose do not negatively impact project outcomes
2.2 Team
Important Behavior
Positive discourse
dialogue not a debate
Support
Respect
Courage
not shuting down ideas and opinions
Celebrating success
Integrity
Honesty
Ethical Behavior
Transparency
Criteria of High Performing teams
Collaboration
Adaptability
Trust
Resilience
Shared ownership
Empowerment
Shared understanding
Recognition
Open Communication
Leadership
Distributed Style
Servant Leader
Obstacle removal
Diversion shield
Encourgament & development opportunities
Common Aspect
Guidance
Growth
Project team operations
Roles and responsibilities
Vision and objectives
Centralized Style
Accountability centralized on PM
Leadership Skills
Critical Thinking
Motivation
Aspects
What motivates team?
Work in a way that makes team committed
Type
intrinsic
Self-directoin and autonomy
Making a difference
Responsibility
Belief in the work
Personal growth
Challenge
Relatedness
Achievment
Being part of the project team
extrinsic
external reward
Establishing and Maintaining Vision
Concise
Actionable
Clear
Interpersonal Skills
Emotional Intelligence
Self-management
Social awareness
Self-awareness
Social skill
Decision Making
Inclusion
Conflict Management
Keep communications open and respectful
Focus on the issues, not the people
Focus on the present and future, not past
Search for alternative together
Tailoring Leadership Styles
Experience with the type of project
directive or self manage
Maturity of the project team members
directive or self mange
Organizational governance structures
inline with company's style
Distributed project teams
Collaboration
Communication
1 on 1
Remote meet
Outcomes metric
A high-performing team
trust each other and collaborates
adapts to changing situations and risilient for chellenges
team feel empowered and empowers and recognizes members
leadership and interpersonal skills are demonstrated by all project team
Teams apply critical thinking and interpersonal skills
Leaderships style used are appropriate ot the project context and environment
Shared ownership
All members know the vision and objectives
Team owns the deliverables and outcome
2.3 Development approach and life cycle performance domain
Life Cycle and Phase definitions
Design (Plan)
Build (Development)
Test
Deploy
Close
Feasibility (Start up)
Interactions with other domain
A lot risk associated with regulations -> Predictive
A lot risk associated with stakeholder acceptance -> Iterative
Considerations for selecting an approach
Product, service or result
Degree of innovation
Less innovation scopr -> predictive
More innovation scope -> adaptive
Requirement Certainty
Scope stability
likely to change?
ease of change
Delivery Options
more pieces or iterative?
Risk
higher risk would be lesser iterative
Safety requirement
Regulations
More regulations mean more predictive
Project
Stakeholder
More Significant stakeholder involvment -> Adaptive
Schedule constraints
Need deliver earlier -> adaptive
Funding availability
more funding uncertainty -> iterative or adaptive
Organization
Organizaational structure
more rigid reporting -> predictive
Culture
managing or directing -> predictive
Project team size and location
larger and mostly virtual -> predictive
Organizational capability
Aligning of delivery cadence, development approach and life cycle
sama kayak phase definitions
Development Approaches
Predictive approach
requirement defined, collected and analyzed at the start
Minimal changes along the way
Significant investment involved
Hybrid approach
iterative
Try different ideas to clarify scope, approach and requirements
incremental
Progressively develop features and functions
Adaptive approach
requirements are subject to a high level of uncertainty and volatility
Outcomes
Project life cylce consisting of phases that connect the delivery business and stakeholder value from begining to the end
life cycle phases that facilitate the delivery cadence and dev approach required to produce project deliverables
Development approaches that are consistent with project deliverables
Delivery Cadence
Multiple deliveries
Periodic deliveries
Single delivery
Continous delivery
2.5 Project Work
Work lists
Communicate with stakeholder
Manage material, equipment, supplies and logistics
Establish efficient systems and processes
Work with contracting professionals and vendors
Keep the project team focused
Monitor changes
Manage the flow of existing, new and changes to work
Enables project learning and knowledge transfer
Project Process
Lean production method
Retrospective or lessons learned
Where is the next best funding spent?
Balancing competing constraints
maintaining project team focus
Project communications and engagement
Managing physical resources
Working with procurement
The bid process
request for proposal
request for quote
request for information
Contracting
Monitoring new work and changes
Learning throughout the project
knowledge management
Explicit (symbols words number) and
Tacit (belief insight experience)knowledge
registers
web searches
manuals
databases
Outcomes
appropriate communication and engagement
Efficient management of physical resources
appropriate processes
Effective procurement management
Efficient and effective performance
effective change handling
improved capability
Important definition
2.4 Planning
Outcomes
Evolving information is elaborated
Time spent planning is appropriate for the situation
Holistic approach to deliver the project outcomes
Planning information is sufficient
Progress in an organized, coordinated and deliberate manner
There is process of adaptaion
Physical resources
Communication
Team Composition and structure
inside or outside organizations
remote or in the same room
Planning variables
Variables in general
Organizational requirements
Market conditions
Project deliverables
Legal or regulatory restrictions
Development approach
high level planning up front, also with prototype
adaptive with iterations
Specific planning phase early in the life cycle
Delivery
Estimating
Aspects
Precision
Range
Confidence
Accuracy
Ways
Deterministic and probabilistic
Absolute and relative
Flow-based
Adjusting for uncertainty
Schedules
Predictive
Step 1 - Decompose project scope into specific activities
Step 2 - Sequence related activities
Step 3 - Estimate the effort, duration, people and physical resources required
Step 4 - Allocate people and resources
Step 5 - Adjust the sequence unti schedule aggreed
Compressing schedule
Mandatory Dependency
Usually cannot be modified
Discretionary Dependency
Based on best practice or preferences, may be modifiable
External Dependency
between project and non project activities, usually can't be modified
Internal dependency
between one or more project activites, may be modified
Adaptive
incremental planning
timeboxes
prioritized backlog
Budget
Step 1 - Work Cost Estimates
Step 2 - (Step 1 = Cost Baseline) + Contingency Cost (Uncertainty Cost)
Step 3 - Step 2 + management reserve (unexpected activities)
Procurement
upfront planning helps set expectation
Changes
Metrics
Alignment
2.6 Delivery
Deliverables
Requirements
Requirements elicitation
Concise
Stated as few as possible
Verifiable
a way to verify the req has been met
Consistent
No contradictory
Complete
represents the entirety
Clear
Only one way to interpret
Traceable
recognized by unique identifier
Evolving and discovering requirements
I'll know it when I see it
Iterative
Managing requirements
one accountable person
backlog, index cards, traceability matrices or other method to ensure appropriate level of req flexibility and stability
Garis besar aplikasi bisa ngapain aja
Scope Definition
Scope decomposition
WBS
Completion of deliverables
Technical performance measures
Definition of Done
Acceptance or completion criteria
Jumlah produk, servis atau resultnya
Moving Targets of Completion
done drift
unstable envi and longer timeline
scope creep
stable envi karena ini cuma kalau scope nambah tanpa approval. Kalau udah CR namanya bukan Scope Creep
What to deliver
Delivery of value
Quality
Performance level req
Cost of Change
The later defect is found, the more expensive it is to correct
Cost of Quality
Appraisal
Verification
Quality audits
Supplier rating
quality
Internal Failure
Waste
Scrap
Rework or rectification
Failure analysis
Prevention
Product requirement
Quality Planning
Quality assurance
Training
deliverable
External Failure
Repairs and servicing
Warranty claims
Complaints
Returns
Reputation
Relevant definitions
Work Breakdown Structure (WBS)
Hierarchical decomposition of the total scope of work
Definition of Done (DOD)
Checklist of all the criteria required to be met so that deliverable can be considered ready
Cost of Quality (COQ)
All cost incurred over the life of the product by investment in things that would badly affect requirements
Suboptimal outcomes
Outcomes
Project benefits are realized within time frame
Project team understands the requirements
Project realized initiated outcomes
Stakeholder accept and satisfied with deliverables
project contribute to business objectives and advancement of strategy
2.7 Measurement
Measurement Pitfalls
Hawthrone effect
Measurements will influence behavior, imbalance measure will make team focus on specific metric only
Vanity metric
A measures that shows data but does not provide useful information for making decisions
Demoralization
setting measures or goals that are not achievable
Misusing the metrics
Confirmation bias
Correlation versus causation
Troubleshooting performance
exception plan
Presenting Information
Dashboards
Common way of showing large quant of information electronically and generate charts that depict status
Information Radiators
Timely knowledge sharing. Should be easy to update and updated frequently
Visual Controls
Task boards
Burn Charts
Other types of charts
Checking results
Actionable data to facilitate decision making
Timely and appropriate actions to keep projecr performance on track
A reliable understanding of the status of the project
Achieved targets and generating business value by making informed and timely decision based on reliable forecasts and evaluations
What to measure
Resources
Planned vs actual resource utilization
planned vs actual cost
Business value
Cost-benefit ratio
Planned vs actual benefits delivery
Return on investment (ROI)
Net present value (NPV)
Baseline Performance
Schedule
Start and finish date
Effort and duration
Schedule variance (SV)
Looking at performance on the critical path
Schedule performance index
how efficient a schedule is performed
Feature completion rates
Cost
Actual vs planned cost
Cost Variance (CV)
Cost Performance Index (CPI)
Stakeholder
Mood Chart
Morale
Net Promoter Score
-100 to +100 biasanya dari customer
Turnover
Delivery
Work in progress
Lead time
elapsed time from a story of chunk of work entering the backlog to the end of the iteration
Cycle time
Amount of time to complete a task
Queue size
Track items in queue
Batch size
amount of work (effort, story points)
Process dlivery
measure calculations between value-adding and non value-adding activities. Waiting -> non adding. development & verification -> adding
Forecast
Estimate at completion (EAC)
Variance at Completion (VAC)
Estimate to complete (ETC)
To-complete performance index (TCPI)
Regression analysis
Throughput analysis
Deliverable metrics
Info on defects or errors
Measures of performance
Technical performance measures
Establishing effective measures
Key Performance Indicators
Leading indicators
Predict
Lagging indicators
after the fact (review)
Effective Metrics
Achievable
Relevant
Meaningful
Timely
Specific
Growing and Improving
Facilitate s decision
Adding improvements
Allow team to learn
Help avoid an issue
Prevent performance deterioration
2.8 Uncertainty
Complexity
System-based
Decoupling
Simulation
Reframing
Diversity
Balance data
Process-Based
Iterate or increment
Engage
Fail safe
redundancy kayak DRC
Volatility
Alternative analysis
Reserve
Ambiguity
Conceptual
Situational
experiments
Prototypes
Progressive elaboration
a state being unclear
Risk
Opportunities
Exploit
Make sure it happens
Escalate
out of scope or authority, need approval
Share
allocating ownership of opportunity to 3rd party
Enhance
Increase the prob of occurance
Accept
Management and Contingency Reserve
Threats
Escalate
project team or sponsor agree it's outside of the scope or exceed PM's authority
Transfer
Shifting ownership of the threat to third party
Avoid
Eliminate or protect
Mitigate
Reduce the probability of occurrence and or impact, the earliest is the better
Accept
Do nothing or have contingency plan
Risk review
Daily standup
Frequent demonstrations
Weekly status
retrospectives or lessons learned
Uncertainty
Prepare for multiple outcomes
set-based design
Gather Information
Build in resilience
Lack of understanding and awareness
Checking results
An Awareness of the environment of the projects
Proactively exploring and responding to unvertainty
An awareness of the interdependence of multiple variables
Capacity to anticipate threats and opportunities and understand the consequences of issues
Delivery with little to no negative impact from unseen events
Realized opportunities to improve project performance and outcomes
Cost and schedule reserves used effectively