"PMP" and the PMP logo are certification marks registered in the United States and other nations;

Transcription

1 Bridge Curse PMBOK 5 t "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

2 Majr Changes 1) Agile (Adaptive PM) Additin 2) Knwledge Area Changes - Renaming 3) Prcess Changes I. New Prcesses II. III. IV. The wrd Cntrl in Prcess Names Clse Prcurement remved Prcesses with Changed scpe 4) New Chapter The rle f PM 5) Other Changes Business Dcuments & New Organizatinal Structures 2 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

3 PMBOK Evlutin The PMBOK Guide has gne frm 39 prcesses in the 3rd editin t 42 prcesses in the 4th editin t 47 prcesses in the 5th editin t 49 prcesses nw in the 6th editin 3 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

4 Changes in PMP Exam It is the PMP Exam cntent Outline that guides the exam frmulatin, which was last updated in July 2015 The PMP exam is nt slely based n the PMBOK, althugh it is a primary reference This update is mre abut aligning the exam with PMBOK 6 th editin Nte: 26 th March 2018 is the cut-ff date 4 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

5 1) Agile (Adaptive PM) Additin 1) Agile and adaptive envirnment cnsideratins in each knwledge area. PMI discusses hw the knwledge area is applicable ver a range f predictive t adaptive life cycles. 2) Althugh, nt part f the PMBOK Guide, a separate Agile Practice Guide has been released with the PMBOK Guide 6th editin If yu are expsed t Agile prcesses and have been using terms such as iteratins, prduct backlg, sprint backlg, user stries, release planning, iteratin r sprint planning, kanban bard, refactring, test driven develpment, scrum master, agile cach, etc. yu will be delighted t see them. Expect agile terminlgy t becme part f the standard PMP exam. 5 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

6 2) New Prcesses Frm 47 t 49 prcesses nw in the upcming 6th editin, by adding 3 new prcesses and remving ne (Clse Prcurements) Manage Prject Knwledge: This prcess serves t expand the Knwledge Management industry paradigm f managing infrmatin within the prject. It starts frm cllectin f "raw data" that is then transfrmed t "integrated infrmatin", which in turn is cnverted t "knwledge" t assist in "decisin making". Additinally, this prcess addresses the need t learn lessns thrughut the prject lifecycle, and delivers a "lessns learned register" as an utput. Implement Risk Respnses: This additin fills the gap that existed between the 5 planning prcesses and the ne mnitring and cntrlling prcess in Risk Management knwledge area. This prcess was integrated with the "Direct and Manage Prject Wrk" prcess in earlier PMBOK Guide versins. Cnsidering the imprtance f risks n prjects, this is a welcme additin. Cntrl Resurces: is a fair additin t the PMBOK Guide. The prcess "Manage Prject Team" which allws a PM t address issues related t team member perfrmance cntinues t carry thrugh frm the previus editins. Hwever, as every prject manager recgnizes, it is als imprtant t assess actual vs. planned usage f equipment, material, supplies, and human resurces. 6 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

7 3) Knwledge Area Changes Knwledge Areas, Prcess Name Changes, and Shuffling f Prcesses a. Change f Name f Knwledge Areas 1) The change f "Prject Time Management" t "Prject Schedule Management" is a synnymus and an apprpriate switch. 2) Change f the prcess "Prject Human Resurce Management" t "Prject Resurce Management" represents a practive stance frm PMI fr prject managers t keep an eye n all resurces - nt just human resurces. This includes physical - equipment, supplies, and material, and f curse, human resurces. b. Change f Name f Prcesses 1) Plan Stakehlder Management t Plan Stakehlder Engagement 2) Plan Human Resurce Management t Plan Resurce Management: This fllws the change f the knwledge area abve. 7 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

8 3. Knwledge Area Changes Cntinued 3) Cntrl Cmmunicatins t Mnitr Cmmunicatins 4) Cntrl Risks t Mnitr Risks 5) Cntrl Stakehlder Engagement t Mnitr Stakehlder Engagement 6) Perfrm Quality Assurance t Manage Quality. Accrding t PMI, market research shws majrity f quality tls and techniques are n lnger used in the industry and quality in tday's wrld refers t managing quality t the quality management plan. 8 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

9 4. The wrd Cntrl in Prcess Names PMI has made a cnscius attempt t mve away frm the phrase "Cntrl', and t instead use "Mnitr" where applicable, particularly in prcesses that invlve peple. 1) Cntrl Cmmunicatins t Mnitr Cmmunicatins 2) Cntrl Risks t Mnitr Risks 3) Cntrl Stakehlder Engagement t Mnitr Stakehlder Engagement Hwever, the fllwing prcesses cntinue t have the wrd cntrl in them fr gd reasn 1) Mnitr and Cntrl Prject Wrk, 2) Cntrl Schedule, 3) Cntrl Csts, 4) Cntrl Quality, 5) Cntrl Prcurement, and 6) the newly added prcess f Cntrl Resurces. 9 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

10 5) Clse Prcurement remved Clsing Prcurement is clsed ut frm PMBOK Guide This is anther majr change in ur pinin. PMI pined that several prject managers d nt have the authrity t clse cntracts and/r prcurements and thus, the actins that are related t clsing prcurements have been transferred t Cntrl Prcurements and Clse Prject r Phase. 10 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

11 11 New Prcesses in detail

12 Manage Prject Knwledge This prcess invlves applying existing knwledge and creating new knwledge PM Plan, Lessns Learned Register, Expert Judgment, Knwledge Management, Infrmatin Management, Interpersnal and Team skills (Active Listening, Facilitatin, Leadership, Netwrking) Lessns Learned Register, PM Plan updates, Organizatinal Prcess updates 12 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins; Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 71

13 Cntrl Resurces Ensuring right resurce is available at the right time and mnitring effective resurce utilizatin Resurce Management Plan, Physical Resurce Assignment, Prject Schedule, Wrk Perfrmance Data, Agreements Data Analysis (Alternative Analysis/Cst-benefit Analysis/Trend Analysis), Prblem Slving, Interpersnal skills, PMIS Wrk Perfrmance Infrmatin, Change Requests, updates t PM Plan 13 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 308

14 Implement Risk Respnses The prcess f implementing agreed upn risk respnse plans Risk Management Plan, Risk Register Expert Judgment, Interpersnal Skills (Influencing) Change Requests, Updates t Risk Register 14 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 396

15 15 Prcesses with Revised Scpe

16 Manage Quality Change: Manage Quality has a brader definitin than quality assurance (as earlier). Translating the quality requirements identified during the Plan Quality Management prcess are turned int test and evaluatin instruments, which are then applied during the Cntrl Quality prcess Quality Management Plan, Quality Cntrl Measurements, Risk Reprt Checklists, Alternative Analysis, Dcument Analysis, Audits, Prcess Analysis, Quality Imprvement Methds Quality Reprts, Test and Evaluatin Dcuments, Change Requests, Updates t PM Plan 16 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 272

17 Acquire Resurces Change: This prcess earlier named as Acquire Prject Team nw cvers acquiring physical resurces as well Resurce Management Plan, Prcurement Management Plan Decisin making (Multi-Criteria decisin analysis), Interpersnal skills (Negtiatin), Pre assignment, Virtual teams Physical Resurce assignment, Team assignments, Resurce Calendars 17 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page

18 Cntrl Prcurements Change: This prcess fcused n managing Prcurement relatinships, mnitring Cntract Perfrmance and making changes as needed. Cntract clsure (earlier a separate prcess) has been added t the scpe f this prcess Prject Management Plan, Agreements, Prcurement Dcumentatin, Apprved Change Requests Claims Administratin, Perfrmance Reviews, Earned Value Analysis, Inspectin and Audits Clsed Prcurements, Prcurement Dcumentatin updates, Change Requests, Updates t PM Plan, Prject Dcuments and Organizatinal Prcess Asset 18 Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 460

19 Cntrl Prcurements Matching f Seller s Perfrmance with Cntractual bligatinscnsidering the Perfrmance Reprts frm Vendrs Management f multiple Vendrs and Cmmunicatins updatin with Key Stakehlders Making f necessary payments and maintaining necessary dcumentatin against invices Management f Change Requests thrugh Cntract Change Cntrl Systems and cnducting Prcurement Perfrmance Reviews Claims Administratin and updatin f Organizatinal Prcess Assets Cntrl Prcurement can be treated as a separate administrative functin separate frm prject rganizatin fr large scale prjects Managing the relatinship between the Buyer and Seller 19

20 Cntract Clsure Invlves ntificatin that all the wrk and deliverables were acceptable Includes updating f recrds t reflect final results and archiving results fr future use Hw effective the prcurement prcedures were? Can be useful infrmatin fr the current r succeeding prjects In sme cases, the early terminatin f the Cntract is invked, which can call fr Negtiated Settlements Organizatinal Prcess Assets are updated including updates t Prcurement File, Deliverables Acceptance and Lessns Learned Seller Perfrmance Reprts etc. 20

21 21 Prcess Grups in Adaptive envirnment

22 Prject Management Prcess Grups Initiatin Thse prcesses perfrmed t define a new prject by btaining authrizatin t start the prject. (Prject Charter) Planning Thse prcesses required t establish the scpe, refine bjectives and defining the curse f actin required t attain the bjectives f the prject (Prject Management Plan) Executing Thse prcesses perfrmed t cmplete the wrk defined in the Prject Plan (Deliverables) Mnitring & Cntrlling Thse prcesses required t track, review and regulate the prgress and perfrmance f the prject (Change Requests) Clsing Thse prcesses required t finalize all activities acrss all prcess grups t bring the prject t an rderly end (Lessns Learned) Initiatin Planning Executin Clsing Mnitring and Cntrlling 22 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

23 Prject Management Prcess Grups in Adaptive envirnments Initiatin Adaptive prjects revisit and revalidate the prject charter n a frequent basis. n each iterative cycle f an adaptive life cycle prject Adaptive prjects rely heavily n a knwledgeable custmer. Identificatin f this stakehlder r ther stakehlders at the start f the prject permits frequent interactins when perfrming Executin and Mnitring and Cntrlling prcesses Planning Adaptive life cycles, develp a set f high-level plans fr the initial requirements and prgressively elabrate requirements t an apprpriate level f detail fr the planning cycle Prjects navigating high degrees f cmplexity and uncertainty shuld invlve as many team members and stakehlders as pssible in the planning prcesses 23 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

24 Prject Management Prcess Grups in Adaptive envirnments Executin Wrk is directed thrugh managed Iteratins, which is shrt and fixed in duratin Wrk dne in iteratin is fllwed by a demnstratin (retrspectin). Benefits f retrspectin include: check prgress against the plan and determines if any changes t the prject scpe, schedule, r executin prcesses help manage stakehlder engagement by shwing increments f wrk dne allws issues with the executin apprach t be identified and ideas fr imprvements generated primary tl t manage prject knwledge While wrk is undertaken via shrt iteratins, it is als tracked and managed against lnger-term prject delivery. Trends such as velcity, team capacity, spends, defect rates are extraplated t track perfrmance Rather than PM selecting and sequencing wrk team members are empwered t self-rganize specific tasks as a grup t best meet thse bjectives better buy-in 24 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

25 Prject Management Prcess Grups in Adaptive envirnments Mnitring & Cntrlling Adaptive appraches track, review, and regulate prgress and perfrmance by maintaining a Backlg. The backlg is priritized by a business representative Wrk is pulled frm the tp f the backlg fr the next iteratin based n business pririty and team capacity Backlg acts as a single place fr stakehlders t manage and cntrl prject wrk, perfrm change cntrl, and validate scpe Trends, and metrics n wrk perfrmed, change effrt and defect rates, Team capacity, velcity are all used t measure prgress and frecast. These metrics and prjectins are shared with prject stakehlders via trend graphs (infrmatin radiatrs) t cmmunicate prgress, share issues, drive cntinuus imprvement activities, and manage stakehlder expectatins 25 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

26 Prject Management Prcess Grups in Adaptive envirnments Clsing Adaptive appraches in cases where a prject is prematurely clsed, there is a thigh chance that sme useful business value will already have been generated as against predictive life cycles. This is because highest business value items are priritized. 26 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

27 Each KA nw starts with 3 new sectins, very briefly cvering Trends and emerging practices Tailring cnsideratins Cnsideratins fr Agile/Adaptive envirnments 27

28 Integratin Management Sme emerging trends are: Use f autmated tls Use f Visual management tls Prject knwledge management Expanding the prject manager s respnsibility Hybrid methdlgies In an agile envirnment, detailed prduct planning and delivery is delegated t the team. Nevertheless, Prject Managers respnsibility f integratin desn t change still. Prject Managers fcus is n building a cllabrative decisin making envirnment. 28 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

29 Scpe Management Sme emerging trends are: Use f Business Analysis in defining, managing and cntrlling requirements management activities. Business analysis activities may start befre a prject is initiated. Prjects may be assigned a Business Analyst rle in which case all requirements management respnsibility will be wned by this persn. Hwever, PM needs t ensure all requirements related wrk is accunted fr in Prject plan and cnducted n time and t budget. 29 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

30 Scpe Management Agile Cnsideratins. The verall scpe f an adaptive prject will be decmpsed int a set f requirements and wrk t be perfrmed, smetimes referred t as a prduct backlg. The backlg cntinues t evlve all thrugh the prject life cycle Agile methds deliberately spend less time trying t define and agree n scpe in the early stage f the prject and spend mre time establishing the prcess fr its nging discvery and refinement During iteratin planning, the three prcesses (Cllect requirement, Define scpe and create WBS) are repeated fr each iteratin cntrary t predictive life cycles In Agile, the custmer/spnsr is cntinuusly (end f each iteratin) engaged with the prject t review prducts and prvide feedback. Thus Validate Scpe prcess is a cntinuus activity in agile cntrary t predictive life cycle where this happens at the end f prject (r phase) Prjects run in an agile methdlgy use backlgs as against scpe baseline fr scpe validatin and cntrl 30 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

31 Schedule Management Sme emerging trends are: Iterative scheduling: This is a frm f rlling wave planning based n adaptive life cycles. The benefit f this apprach is that it welcmes changes thrughut the develpment life cycle While tailring schedule management prcess PM needs t cnsider factrs such as Lifecycle apprach Resurce availability Prject dimensins Technlgy supprt 31

32 Agile Release Planning 32

33 Burndwn Chart 33

34 Cst Management Sme emerging trends are: Expansin f Earned Value Management Earned schedule (ES) and Actual Time (AT) SV = ES AT SPI = ES/AT 34

35 Cst management Sme Agile cnsideratins. Prjects with high degrees f uncertainty r thse where the scpe is nt yet fully defined may nt benefit frm detailed cst calculatins due t frequent changes. Lightweight estimatin can be used t generate a fast, high-level frecast f prject labur csts, which can then be easily adjusted as changes arise. Detailed estimates are reserved fr shrt-term planning hrizns in a just-in-time fashin When using agile apprach with high-variability prjects where the budget is als cnstrained, the scpe and schedule are adjusted t stay within cst cnstraints. Scpe swapping can be pted fr. 35

36 Quality Management Sme emerging trends in Quality Management include: Custmer Satisfactin - This requires a cmbinatin f cnfrmance t requirements and fitness fr use. In Agile envirnments cntinuus/frequent engagement with custmer ensures custmer satisfactin is maintained thrughut the prject Cntinual Imprvement - Initiatives such as PDCA, TQM, SIx sigma Management Respnsibility - Management must equip the Prject Team with the resurces needed t achieve quality, althugh success requires participatin f all Mutually beneficial partnership with suppliers - A shift frm traditinal supplier management t partnership and cperatin mdel which can create value fr each ther and enhance jint respnses t custmer needs 36

37 Quality Management Agile Cnsideratins. Agile methds call fr frequent quality and review steps built in thrughut the prject rather than tward the end f the prject Recurring retrspectives regularly check n the effectiveness f the quality prcesses (New appraches are tried and in subsequent retrspectives these are reviewed fr effectiveness and adjusted if required) Fcus n small batches f wrk (iteratins) uncvering incnsistencies and quality issues much early 37

38 Resurce Management Sme emerging trends in resurce management include: Resurce management methds JIT, Lean management, Kaizen etc. Emtinal intelligence Research suggests that prject teams that succeed in develping team EI are mre effective and there is reductin in staff turnver Self-rganizing teams Ppular in Agile methdlgy where the team functins with an absence f centralized cntrl Virtual teams/distributed teams - The glbalizatin f prjects has prmted the need fr virtual teams that wrk n the same prject, but are nt clcated at the same site 38

39 Cmmunicatin Management Sme emerging trends in prject cmmunicatins include: Inclusin f stakehlders in prject reviews - An effective cmmunicatin strategy requires regular and timely reviews f the stakehlder cmmunity, changes in in its membership and attitudes Inclusin f stakehlders in prject meetings Stakehlders frm utside f prject (at times rganizatin) are made t participate in prject meetings. Increased use f scial cmputing Multifaceted appraches t cmmunicatin In Agile methdlgies There is a need t cmmunicate evlving and emerging details mre frequently and quickly Psting prject artefacts' in a transparent fashin Hlding regular stakehlder reviews 39

40 Risk Management Sme emerging trends in prject cmmunicatins include: Nn-event risks - There is an increasing recgnitin that nn-event risks need t be identified and managed. There are tw types f nn-event based risks: Variability Risk: Uncertainty exists abut sme key characteristics f a planned event r activity (like rate f interest may increase r decrease) Ambiguity Risk: Uncertainty exists abut what might happen in the future (like regulatry changes) Prject Resilience There is increased awareness regarding emergent risks (unknwn unknwns). Emergent risks can be tackled thrugh develping prject resilience by Prvisining fr adequate schedule and cst cntingencies fr emergent risks Flexible prject prcesses that can cpe with emergent risk Empwered prject team with agreed upn limits Frequent review f early warning indicatrs 40

41 Risk Management Integrated risk management Prjects frm part f prgrams/prtflis. Prject risks identified at the prgram level may be assigned t the Prject Manager t manage at the prject level. Likewise risks utside the scpe f prject identified by the Prject Manager may be escalated t the prgram t manage. This can avid duplicatin f effrts at varius levels/multiple prjects. In high variability envirnment (Agile) there tends t be mre uncertainty. Certain practices adpted in Agile methdlgies t deal with uncertainty include: Frequent reviews f incremental wrk t accelerate knwledge sharing Risk is cnsidered while selecting the scpe f each iteratin and managed during the iteratin Repriritizatin f backlg is perfrmed based n better understanding f risk expsure 41

42 Prcurement management Sme emerging trends in prject cmmunicatins include: Advance Tls Use f Online tls prvide buyer/seller a single pint fr all infrmatin, submissin f bids etc. Changing cntracting prcesses In mega prjects in the past several years the use f internatinally recgnized standard cntract frms is increasing in rder t reduce prblems and claims during executin Lgistics and supply chain management Especially in large engineering prjects items with lng lead times (1-2 years) need t be prcured in advance even befre detailed design has happened. Trial engagements - Sme prjects will engage several candidate sellers fr initial deliverables and wrk prducts befre making the full cmmitment t a larger prtin f the prject scpe 42

43 Prcurement Management Agile cnsideratins Larger prjects may use an adaptive apprach fr sme deliverables and a mre stable apprach fr ther parts. In such cases a MSA may be used fr the verall engagement, with Adaptive wrk placed as an appendix In agile envirnments, specific sellers may be used t extend the team. 43

44 Stakehlder Management Trends and emerging practices in Stakehlder engagement include: Identifying all stakehlders, nt just prject team and custmer Participatin f prject team in stakehlder engagement activities Reviewing stakehlder cmmunity regularly Invlving mst affected stakehlders f the prject thrugh the cncept f c-creatin Agile cnsideratins Adaptive teams engage with stakehlders directly rather than ging thrugh layers f management Agile methds prmte aggressive transparency. Inviting any stakehlders t prject meetings and reviews and psting prject artifacts in public spaces is t surface as quickly as pssible any misalignment 44

45 45 Rle f Prject Manager

46 The Prject Manager The prject manager is the persn assigned by the perfrming rganizatin t lead the team that is respnsible fr achieving the prject bjectives Skills needed in a Prject Manager The PMI Talent Triangle Technical prject management - The knwledge, skills, and behavirs related t specific dmains f prject, prgram, and prtfli management. Leadership - The knwledge, skills, and behavirs needed t guide, mtivate, and direct a team, t help an rganizatin achieve its business gals. Strategic and business management - The knwledge f and expertise in the industry and rganizatin. 46 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins; Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 57

47 Leader vs. Manager 47 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins; Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 64

48 Types f Pwer Leadership and management are ultimately abut being able t get things dne. At the rt f many f these skills and qualities is the ability t deal with plitics Sme frms f Pwer include: Psitinal Infrmatinal Referent Persnal r Charismatic Expert Reward Cercive 48 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

49 Leadership Styles Sme f the mst cmmn leadership style includes: Laissez-faire - Allwing the team t make their wn decisins and establish their wn gals, als referred t as taking a hands-ff style) Servant leader - Demnstrates cmmitment t serve and put ther peple first. Fcuses n ther peple s grwth, learning, develpment, autnmy, and well-being; cncentrates n relatinships, cmmunity and cllabratin; leadership is secndary and emerges after service Transactinal - Fcus n gals, feedback, and accmplishment t determine rewards Transfrmatinal - Empwering fllwers thrugh idealized attributes and behavirs, inspiratinal mtivatin, encuragement fr innvatin and creativity, and individual cnsideratin Charismatic - Able t inspire; is high-energy, enthusiastic, self-cnfident; hlds strng cnvictins Interactinal - A cmbinatin f transactinal, transfrmatinal, and charismatic 49 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

50 Integratin The tw facets f integratin that a Prject Manager needs t deal with are Strategic Alignment - Wrking with spnsr and key stakehlders t understand the strategic bjectives and aligning prject t these. Als means alignment f prject t prgram, prtfli and business area bjectives Prject Level - Prject managers are respnsible fr guiding the team t wrk tgether t fcus n what is really essential at the prject level. This is achieved thrugh the integratin f prcesses, knwledge, and peple A Prject Manager needs t perfrm integratin at all levels including prcess, cgnitive and cntext. 50 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

51 Business Dcuments New Organizatinal Structures Other Changes 51

52 Prject Management Business Dcuments Business Case - The prject business case is a dcumented ecnmic feasibility study used t establish the validity f the benefits that is used as a basis fr the authrizatin f further prject management activities. This is used fr g/n-g decisin Benefits Management Plan - The prject benefits management plan is the dcument that describes hw and when the benefits f the prject will be delivered, and describes the mechanisms that shuld be in place t measure thse benefits 52 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

53 Business Case Business Need: What triggers the actin? Describes the business prblem r pprtunity Stakehlders affected Analysis f the situatin: Identificatin f rganizatinal gals/bjectives, rt cause analysis f the prblem, Gap analysis f capabilities needed, risks, etc. Analysis culd use classifying criteria as required/ desired/ptinal Optins available: D nthing D the minimum wrk pssible D mre than the minimum wrk pssible Recmmendatin: A statement f the recmmended ptin t pursue in the prject and why Evaluatin: Statement describing the plan fr measuring benefits the prject will deliver 53 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

54 Benefits Management Plan Target benefits: List f all benefits tangible/nn-tangible Strategic alignment: Hw well and which business strategy is the benefits aligned t Timeframe : When can the benefits be realized, arranged by phases r shrt term/lng-term/n-ging etc. Benefits Owner: Persn accuntable fr the benefit Metrics: Hw will each benefit be measured Assumptins: Factrs t be in place fr the benefit t be realized Risks: Any threats t benefit realizatin 54 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins;

55 New Organizatinal Structures Organic/Simple Flexible with peple wrking side by side. All authrity vested with wner/peratr. Like start-ups Multi-divisinal May replicate functin fr each divisin with little centralizatin. Similar t functinal rganizatin but de-centralized Hybrid Mix f ther types Virtual (Netwrk) - The virtual rganizatin exists within a netwrk f alliances, using the Internet. Anther mdern structure, that cntracts ut any business functin which can be dne better r mre cheaply. Mmanagers in netwrk structures spend mst f their time crdinating and cntrlling external relatins

56 New Organizatinal Structures Organic/Simple Multi-divisinal Virtual Hybrid Prject Manager s Authrity Little r nne Little r nne Lw t Mderate Mixed Resurce Availability Little r nne Little r nne Lw t Mderate Mixed Budget Cntrl Owner r Operatr Functinal Manager Mixed Mixed Prject Manager s rle Part-time Part-time Part-time/Full Time Mixed 56 "PMP" and the PMP lg are certificatin marks registered in the United States and ther natins; Prject Management Institute, A Guide t the Prject Management Bdy f Knwledge, (PMBOK Guide) Sixth Editin, Prject Management Institute Inc., 2017, Page 13

57 Gruping Tls & Techniques The PMBOK Guide - Sixth Editin presents tls and techniques differently frm previus editins. Where apprpriate, this editin grups tls and techniques by their purpse Data gathering techniques: Used t cllect data and infrmatin frm a variety f surces. Data analysis techniques: Used t rganize, assess, and evaluate data and infrmatin. Data representatin techniques: Used t shw graphic representatins r ther methds used t cnvey data and infrmatin. Decisin-making techniques: Used t select a curse f actin frm different alternatives. Cmmunicatin skills: Used t transfer infrmatin between stakehlders. Interpersnal and team skills: Used t effectively lead and interact with team members and ther stakehlders.

58 On the 6 th editin changes Dubts frm 5 th editin Q&A 58