Module 1 Business Environment
Module 1 Business Environment
Module 1 Business Environment
ut
ib
tr
is
D
LESSON 1
or
BUSINESS
ENVIRONMENT
e
at
• Foundation
lic
• Strategic Alignment
up
• Project Benefits and Value
• Organizational Culture and D
Change Management
ot
• Project Governance
N
• Project Compliance
o
D
e
ut
ib
• Define ‘project’ and how it relates to the • Discuss strategic alignment and its
tr
larger discussion of project management. elements.
is
• Discuss the different types of • Explain the impact of business factors
D
organizational structures and how on strategic alignment.
or
they relate to your project’s
• Determine how projects align with
management.
e
business strategy.
at
• Discuss the principles of project
• Identify types of business value.
lic
management.
• Describe change management theory and
• Discuss the principles of agile and
up
its relation to organizational change.
how they relate to your project’s
management.
D • Define and discuss project governance.
• Explain project compliance and its
ot
importance.
N
o
D
e
at
TOPIC A
lic
up
D
ot
N
o
D
3
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Project
e
ut
A project:
ib
• Creates a unique product, service or result
tr
• Is time-limited
is
• Drives change
D
• Enables value creation for a business or organization
or
e
Project success depends on:
at
lic
• Organizational project maturity
• Project manager effectiveness
up
• Funding and resource availability
D• Team member skill levels
• Collaboration and communication within the team and with key
ot
stakeholders
• Understanding of the core problem and related needs
N
o
D
e
of Project
ut
The application of
Management
ib
knowledge, skills, tools and
techniques to project
tr
activities to meet the project
is
requirements
D
or
Can you describe, in
your own words, how
e
project management has
at
changed during this
2022 - Toward a systems view
lic
time?
“Projects do not simply produce outputs, but more
up
importantly, enable those outputs to drive
D outcomes that ultimately deliver value to the
organization and its stakeholders.”
ot
N
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Project Management Life Cycles and Development Approaches
e
ut
Description Key Roles Value Delivery Proposition
ib
Plan-based approach: • Project sponsor • Deliverables transitioned to
tr
• Activities completed in authorizes project customer at completion
is
a distinct or linear
D
fashion • Team led by project • Value realized in both short
• New phase begins only manager and long term
or
when the previous
phase is completed
e
at
Change-based approach: • Product owner controls • Iterative or incremental
lic
• Agile, incremental or value proposition delivery to customer during
iterative development • Project team delivers work life cycle
up
• Timeboxed cadence • Process roles include team • Regular customer feedback
(iterations/sprints) or
D lead, scrum master, agile cycle enables continuous
continuous flow coach, facilitator development of value
ot
toward a ”final” product
N
e
Management
ut
PMOs can be:
Office (PMO)*
ib
Agile Centers of Excellence
Supportive (ACoEs)
tr
• Develop best practices, aka Value Delivery Office (VDO)
is
methodologies, standards and
D
templates ACoEs enable, rather than
or
• Coach, mentor, train, guide manage, project efforts:
Many large and project managers
e
established project- • Coach teams
at
oriented organizations Controlling • Build agile mindset, skills and
have a PMO, but PMOs
lic
are not a requirement for • Monitor compliance with project capabilities throughout the
project management management standards, organization
up
practice. policies, procedures and • Mentor sponsors and product
templates via project audits
D owners
ot
Directive
• Manage shared resources
N
• Coordinate communication
o
across projects
D
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OPM: Organizational project management (OPM) – strategy execution framework
e
ut
that coordinates project, program, portfolio and operations management, and
A System for which enables organizations to deliver on strategy
ib
Value Delivery
tr
is
External Environment
D
Internal Environment
or
System for Value Delivery
e
Program
Portfolio A Portfolio B B.1
at
Program Program Program
lic
Projects
A.1 A.2 B.1
Projects
up
Projects
Projects Projects
D
ot
Operations
N
o
D
e
ut
Programs, Collection of projects, programs,
ib
Portfolio subsidiary portfolios and operations Aligns with
Portfolios Management managed in a group to achieve business strategies
tr
strategic objectives
is
D
Group of related projects,
or
subsidiary programs and program Controls
Program activities managed in a coordinated components and
e
Management manner to obtain benefits not interdependencies
at
available from managing them to realize benefits
lic
individually
up
D Enables
achievement of
Project Part of a broader program, portfolio
organizational
ot
Management or both
goals and
N
objectives
o
D
e
Structures
ut
ib
tr
is
• Functional Organizational structure and governance affects/determines:
D
• Matrix
or
• How organizational groups and individuals interrelate
• Project-oriented
• How much authority the project manager has
e
• Composite • What resources will be available
at
• How the project will be conducted
lic
up
D
ot
N
o
D
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Relative Authority in Organizational Structures
e
ut
Functional Matrix Project-oriented
ib
tr
Team member Functional
Conflicted loyalty Project
is
loyalty department
D
Both functional
Team member
or
Functional manager manager and project Project manager
reporting
manager
e
at
Project manager Coordinator to full Full-time and
Seldom identified
role project manager responsible
lic
Full-time on project
up
Team member role Part-time on project Part-time on project
(preferred)
Control of project
D
Nonexistent Medium – shared with
ot
manager over team (functional manager functional High
members controls) manager/sponsor
N
o
D
e
ut
ib
tr
Think of your current or a recent
is
project. Can you identify the
D
organizational structure type and
describe how it affects your
or
project in the following ways?
e
at
• How organizational groups and
lic
individuals interrelate
• The project manager’s authority
up
• Resource availability
• How the project is conducted
D
ot
N
o
D
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Project
e
Management
ut
a. Be a diligent, respectful and caring steward
Principles
ib
b. Recognize, evaluate and respond to system interactions
tr
Guidance for All c. Navigate complexity
is
Project
D
d. Create a collaborative project team environment
Practitioners
or
e. Demonstrate leadership behaviors
f. Optimize risk responses
e
at
g. Effectively engage with stakeholders
lic
h. Tailor based on context
up
i. Embrace adaptability and resiliency
D
j. Focus on value
ot
k. Build quality into processes and deliverables
N
e
ut
ib
Stakeholders
tr
Use the 12
is
principles to
Uncertainty Team
D
guide
behavior in
or
the 8 project
performance
e
Development
domains
at
Measurement Principles Approach and
Life Cycle
lic
up
D Delivery Planning
ot
Project Work
N
o
D
e
ut
ib
tr
Derived from:
is
• Four values from the Agile Manifesto
D
• 12 principles
or
There are more than 50 known agile
e
practices and methods in use!
at
lic
up
D
ot
N
o
D
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The Agile
e
Manifesto for
ut
“We are uncovering better ways of developing software by doing it and
Software
ib
helping others do it.
tr
Development
is
Through this work we have come to value:
D
or
Individuals and interaction over Process and tools
e
at
Comprehensive
Working software over
documentation
lic
Customer collaboration over Contract negotiation
up
Responding to change
D over Following a plan
ot
That is, while there is value in the items on the right, we value the items
on the left more.”
N
-2001
o
D
e
Behind the
ut
Agile
ib
tr
Manifesto 1. Our highest priority is to satisfy the customer through early and
is
continuous delivery of valuable software.
1 to 6
D
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive advantage.
or
3. Deliver working software frequently, from a couple of weeks to a
e
couple of months, with a preference to the shorter timescale.
at
4. Businesspeople and developers must work together daily throughout
lic
the project.
up
5. Build projects around motivated individuals. Give them the
environment and support they need and trust them to get the job
D
done.
ot
e
Behind the
ut
Agile
ib
7. Working software is the primary measure of progress.
tr
Manifesto
is
8. Agile processes promote sustainable development. The sponsors,
7 to 12
D
developers, and users should be able to maintain a constant pace
indefinitely.
or
9. Continuous attention to technical excellence and good design
e
enhances agility.
at
10. Simplicity – the art of maximizing the amount of work not done – is
lic
essential.
up
11. The best architectures, requirements, and designs emerge from self-
Dorganizing teams.
12. At regular intervals, the team reflects on how to become more
ot
e
ut
The “Far Side” of “Doing Agile vs. Being Agile”
ib
Adaptive
tr
Approaches
is
Agile means:
D
• Iterations are likely to be shorter
or
• Product is more likely to evolve based on stakeholder feedback
e
at
Still used for software development, and agile principles have been
lic
applied to other kinds of development projects, vis-à-vis the agile
mindset.
up
• Adopt a flexible, change-friendly way of thinking and behaving
D
• Understand the purpose of these practices
ot
e
Projects to
ut
Contexts
ib
tr
is
D
Because each project is unique, we adapt methods to the unique
project context to determine the most appropriate ways of working to
or
produce the desired outcomes.
e
at
Tailor iteratively and continuously throughout the project
lic
up
D
ot
N
o
D
e
ut
Approaches,
ib
Processes,
tr
Practices and
is
Apply product knowledge, delivery cadence and awareness of the
Methods
D
available options to select the most appropriate development
approach
or
e
Tailor processes for the selected life cycle and development
at
approach; include determining which portions or elements should be
added, modified, removed, blended, and/or aligned
lic
up
Tailor practices and methods to the environment and culture
D
ot
N
o
D
e
ut
ib
tr
is
D
or
• Foundational project management concepts
e
• Project management principles
at
lic
• The Agile mindset
• Tailoring – hybrid approaches, processes and
up
practices in project management D
ot
N
o
D
22
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e
ut
ib
tr
is
D
or
Strategic Alignment
e
at
TOPIC B
lic
up
D
ot
N
o
D
23
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PMI Talent
e
Triangle®
ut
ib
The PMI Talent Triangle® reflects the skills needed by today’s project
professionals and changemakers as they navigate the evolving world of
tr
project management.
is
D
Ways of Working
or
Mastering diverse and creative ways (predictive, adaptive, design
thinking) to get any job done
e
at
Power Skills
lic
The critical interpersonal skills required to apply influence, inspire
change and build relationships
up
Business Acumen
D
Effective decision-making and understanding of how projects align with
ot
the big picture of broader organizational strategy and global trends
N
o
D
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Strategic
e
Alignment and
ut
Do you:
Business
ib
tr
Management • Know your organization’s strategic plan?
is
Skills • Understand how project goals matter to an organization's long-term
D
vision and mission?
• See a high-level overview of the organization?
or
• Have a working knowledge of business functions?
• Have pertinent product and industry expertise?
e
at
Can you:
lic
up
• Explain the essential business aspects of a project?
• Work with SMEs and a sponsor to develop an appropriate project
D
delivery strategy?
• Implement strategy to maximize the business value of project?
ot
N
o
D
e
ut
ib
tr
is
D
Some agile projects use a goal-
or
setting framework such as OKRs
(Objectives and Key Results) that
e
describes the organization’s
at
objectives and desired key results.
lic
up
ongoing
D
ot
N
o
e
Influences
ut
Influences
ib
tr
is
Enterprise Environmental Factors Refers to all the implicit input or
D
Conditions outside the
assets on processes used by
(EEFs) immediate control of the
or
Internal and External an organization in operating a
Internal
team, and that influence,
• Internal and external to the EEFs business. This may include, but
OPAs
constrain, or direct the
(Click to show definition) is not(Click
limited to, business
to show definition)plans,
e
organization project, program, or
at
processes, policies, protocols,
portfolio.
and knowledge.
lic
Organizational Process Assets (OPAs)
• Project policies, procedures and
up
templates D Process, Corporate
• Historical project information External Internal Policies and Knowledge
ot
Procedures Base
N
o
D
e
the External
ut
Use frameworks or prompts to understand external factors that can introduce
Business
ib
risk, uncertainty, or provide opportunities and affect the value and desired
outcomes of a project:
tr
Environment • PESTLE: Political, economic, socio-cultural, technical, legal,
is
environmental
D
• TECOP: Technical, environmental, commercial, operational, political
or
• VUCA: Volatility, uncertainty, complexity, ambiguity
e
at
In addition, review:
lic
• Comparative advantage analysis
• Feasibility studies
up
D• SWOT (strengths, weaknesses, opportunities and threats) analysis
• Assumption analysis
ot
• Historical information analysis
N
e
Environment Factors
ut
ib
tr
• Organizational changes can
is
dramatically impact scope
D
• The project manager, project sponsor
or
or product owner need to be familiar
with business plans, reorganizations,
e
process changes and other internal
at
activities
lic
• Internal business changes might cause:
up
• Need for new deliverables
• Reprioritization of value, including
D
removal of existing deliverables
ot
N
o
D
e
EEFs
ut
OPAs EEFs
ib
tr
Processes, policies and Internal
is
procedures
D
Examples—
• Resource capabilities
or
Examples—
• Organizational charts • Organizational culture
e
• Procurement rules • IT software
at
• Hiring and onboarding procedures • Distribution of facilities
lic
Organizational knowledge bases External
up
Examples— Examples—
D
• Engineering wikis • Marketplace conditions
ot
• Libraries or archives • Laws, regulations and standards
• Lessons learned repositories • Operating conditions
N
e
ut
Project name: Shawpe Lifestyle Centre
Identify OPAs and
ib
EEFs
tr
List of EEFs and OPAs:
is
D
a. Economic demand for a new shopping area
or
b. Historical society (conservation) building regulations
e
c. Local neighborhood demand for a better town center
at
lic
d. Archive of past large infrastructure projects
e. Approved vendor and contractors list
up
D f. Tenant selection process
ot
e
ut
ib
tr
is
D
or
• Define strategic alignment and business
acumen
e
• Follow guidelines for effective business
at
decision-making
lic
• Explore organizational influences on projects
up
• Explain how projects align with broader
D
organizational strategy and global trends
ot
N
o
D
32
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e
ut
ib
tr
is
D
or
Project Benefits and Value
e
at
TOPIC C
lic
up
D
ot
N
o
D
33
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Business Value
e
ut
ib
• The net quantifiable benefit (tangible
tr
and/or intangible) identified from a
is
business endeavor
D
• Part of the objectives or description of
or
the project in the initiating agreements
• Benefits realization is based on declared
e
business value
at
lic
up
D
ot
N
o
D
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Examine
e
Business
ut
Value
ib
tr
• Communicate with stakeholders, do the research and use expert
is
knowledge
• Examine, evaluate and confirm to determine exactly what is or can be
D
of value!
or
e
Look especially at:
at
lic
• Shareholder value (publicly traded companies) or
up
business growth (private)
• Customer value
D
• Employee knowledge
• Channel or business partner value
ot
N
o
D
e
Business
ut
Value
ib
tr
is
Financial New Social
D
Gain Customers Benefit
or
e
at
lic
up
First to Improvement Regularization
D Market Technological, Alignment or
process, etc. compliance with
standards and
ot
regulations
N
o
D
e
Assessment
ut
• Usually performed by a business analyst
ib
Obtain Data for
• Precedes the business case
tr
the Project
is
• Involves understanding of:
D
• Business goals and objectives
or
• Issues and opportunities
e
at
• Recommends proposals to address:
lic
• What should be done
up
• Constraints, assumptions, risks and dependencies
Note: From Business
D • Success measures
ot
Analysis for
Practitioners: A Practice • Implementation approach
N
Guide
o
D
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Business
e
Documents
ut
ib
tr
• Are developed prior to project start (usually by a business analyst or
is
key project stakeholder)
D
or
• Contain information about the project’s objectives and contribution to
the business goals
e
at
• Help the business to determine whether a project is worth the
lic
required investment of time, money, and resources
e
Documents
ut
• Cost-benefit analysis
ib
• Business need
Business Case
• Quality specifications
tr
and Benefits • Schedule or cost constraints
is
Management
D
Plan Acceptance of the business case usually leads to creation of the
or
project charter.
e
at
Benefits management plan should include:
• Processes for creating, maximizing and sustaining project
lic
benefits
up
• Time frame for short- and long-term benefits realization
D • Benefits owner or accountable person
• Metrics
ot
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Benefit
e
Measurement
ut
Cost-benefit analysis: How businesses justify the selection
(authorization) of a project
Methods
ib
tr
Business - “smaller is better”
is
• Estimate payback period — Smallest number (duration) chosen
• Assess opportunity cost — What if we didn’t undertake the
D
project?
or
Financial - largest number (profit) chosen - “bigger is better”
e
• Time value of money
at
• Present value (PV)
lic
• Future value (FV)
up
• Net present value (NPV)
D • Internal rate of return (IRR)
• Return on investment (ROI)
ot
You will not need to calculate any of these for the exam.
N
o
D
e
PV applies to projects that span several time periods when the value
Selection
ut
of money might change – e.g., inflation
Using Present
ib
Factors to determine PV include:
tr
Value (PV) and • Future value
is
Net Present • Interest rate
D
• Number of periods
Value
or
(NPV) Net present value (NPV):
• Is used for capital budgeting
e
at
• Accounts for inflation and macro-economic change (discount rate)
• Compares the value of a currency unit today to the value of the
lic
same currency unit in the future
up
Year 0 1 2 3 4
D
Net Cash Flows -1200 +400 +800 +600 +1200
ot
Factor 1 .91 .83 .75 .68
N
e
ut
Help Deliver • Start with organizational objectives
ib
Business • Decide key desired results
tr
Value • Refine further with objectives and key results (OKRs):
is
• Objectives are goals and intents
D
• Key results are time-bound and measurable milestones under
or
these goals and intents
e
at
OKR best practices:
lic
• Support each objective with between 3-5 measurable key results
up
• Aim for 70% success rate to encourage competitive goal-making. A
100% success rate should be re-evaluated as not challenging
D
enough
ot
• Write OKRs that are action-oriented and inspirational and include
N
e
Value Delivery
ut
ib
tr
is
D
An incremental development approach can:
or
• Enable value delivery sooner
• Attain higher customer value and increased market share
e
at
• Allow partial delivery (or previews) to customers
lic
• Enable early feedback, allowing for adjustments to the direction,
up
priorities and quality of the product
D
ot
N
o
D
e
ut
ib
tr
is
3.2 Evaluate and deliver project benefits
and value
D
• Investigate that benefits are identified
or
(3.2.1)
e
• Evaluate delivery options to deliver value
at
(3.2.4)
lic
2.1 Execute project with the urgency
up
required to deliver business value D
• Assess opportunities to deliver value
ot
incrementally (2.1.1)
N
o
D
44
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e
ut
ib
tr
is
D
or
Organizational Culture and Change
e
Management
at
lic
TOPIC D
up
D
ot
N
o
D
45
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Change Management*
e
ut
ib
tr
• Organizations embrace change as a
is
strategy.
D
• PMOs build and sustain alignment
between projects and the organization.
or
• Whether your organization has a PMO
or not, you are a “changemaker”!
e
at
• Tailor a strategy to
circumstances, people and timing
lic
• Use a robust approach
up
D
ot
N
o
D
e
Organizational
ut
Change
ib
tr
Impacts on
is
Projects
D
• Assess organizational culture
• Evaluate impact of organizational change to project and determine
or
required actions
e
• Recommend options for changes to project
at
• Continually monitor external business environment for impacts to
lic
project scope/backlog
up
D
ot
N
o
D
e
Organizational Cultures
ut
and Styles
ib
tr
is
D
• View of leadership, hierarchy and
authority
or
• Shared vision, beliefs and expectations
e
• Diversity, equity and inclusion practices
at
• Risk tolerance
lic
• Regulations, policies and procedures
up
• Code of conduct
• Operating environments
D
• Motivation and reward systems
ot
N
o
D
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Risk, Culture
e
and Change in
ut
Organizations
ib
tr
is
Risk threshold and appetite are shaped by diverse values of:
D
• Country/region
or
• Industry/sector
• Leadership
e
• Project team
at
lic
These must be understood with care to:
up
• Establish effective approaches for initiating and planning projects
D
• Identify the accepted means for getting work done
ot
N
o
D
e
Management
ut
Framework
ib
tr
“Organizational change requires individual change”
is
D
The ADKAR® model names five milestones an individual must achieve
or
in order to change successfully:
• A – Awareness of the need for change
e
at
• D – Desire to support the change
lic
• K – Knowledge of how to change
• A – Ability to demonstrate new skills and behaviors
up
• R – Reinforcement to make the change stick
D
ot
N
o
D
e
Support
ut
Change
ib
DO DON’T
tr
is
• Coach co-workers to support the • Force changes – Involve and
D
business — patience and consult; aim to secure buy-in to
or
compassionate mentoring are key the reasons for change
e
• Enable an agile operating • Alienate resisters – Change can
at
system - Coach team members in breed conflict, so proceed
lic
agile to facilitate adoption of a carefully
change-centered mindset
up
• Keep knowledge current –
D
Continuously improve processes
ot
and knowledge
N
o
D
e
ut
ib
tr
Define the knowledge transfer, training and
is
readiness activities required to implement
the change brought by the project
D
or
• Include an attitudinal survey to find out
how people are feeling
e
• Create an informational campaign to
at
familiarize people with changes
lic
• Be open and transparent about potential
up
effects of the changes
• Consider creating a rollout plan D
ot
The rollout plan is not a project
management plan component.
N
o
D
e
for Project Practitioners
ut
ib
tr
• A North Star statement articulates the
is
vision and strategic objectives
Brightline® - a
D
PMI initiative
• Customer insights and global
or
megatrends The Brightline
Transformation
e
• A flat, adaptable cross-functional
at
Compass and five
transformation operating system building blocks of
lic
transformation - an
• Internal volunteer champions (not
up
enterprise-level
external consultants) change management
D framework
• Inside-Out Employee Transformation
ot
(similar to ADKAR)
N
o
D
e
ut
ib
tr
is
3.4 Support organizational change
D
• Assess organizational culture (3.4.1)
or
• Evaluate impact of organization change
e
to project, and determine required
at
actions (3.4.2)
lic
• Evaluate impact of the project to the
up
organization and determine required
actions (3.4.3) D
ot
N
o
D
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e
ut
ib
tr
is
D
or
Project Governance
e
at
TOPIC E
lic
up
D
ot
N
o
D
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Project Governance
e
ut
ib
tr
The framework, functions, and processes
is
that guide project management activities to
D
create a unique product, service, or result
to meet organizational, strategic, and
or
operational goals.
e
at
Key benefits:
lic
• Offers a single point of accountability
• Encompasses the project life cycle
up
Governance type differs among
D
ot
organizations and projects.
N
o
D
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Project Too much governance can annoy stakeholders, while relaxed
e
governance can lead to a lack of stakeholder engagement or
Governance
ut
accountability.
ib
What Kind and
tr
How Much?
is
Governance:
D
• Is typically already in place – established by a PMO or aligned with
or
organizational policies
e
• Depends on strategic importance of project, constraints or oversight
at
requirements
lic
up
• Critical for managing internal or external business environment
D change and deviations in budget, scope, schedule, resources or
quality
ot
• Budget management oversight is a key governance area.
N
o
D
e
ut
Processes for:
ib
tr
• Change • Stage gate or phase reviews
is
• Communication • Guidelines for aligning project governance
D
• Documentation — i.e., project and organizational strategy
or
management plan • Project life cycle and development
e
• Decision-making approach
at
• project • Project organization chart with roles
lic
Internal stakeholder alignment with
process requirements • Project success and deliverable acceptance
up
• Review and approval of changes above criteria
D
project manager authority level • Relationship among project team,
ot
e
Adaptive
ut
Projects
ib
tr
Can:
is
• Document outputs and expectations
D
• Provide a clear view of project status from:
or
• Defined iteration/sprint expectations and outputs
• Releases tied to specific dates
e
at
• “Real-time” monitoring of project output through daily standups
lic
up
Iterative approaches enable quicker and less costly identification of
value-based outputs than predictive
D
ot
N
o
D
e
Board
ut
ib
aka Project Board
tr
or Steering • Provides project oversight
is
Committee • May include project sponsor, senior managers and PMO resources
D
• May be responsible for:
or
• Reviewing key deliverables
• Providing guidance for project decisions
e
at
lic
Does anyone have Projects that use Scrum or SAFe® use intermediary governance
up
experience with a project boards to liaise between the project and organizational
governance board? D governance
Describe how it works
ot
with your project.
N
o
D
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Governance For problems outside a project’s thresholds or tolerance levels:
e
Defines
ut
• Escalate to the responsible stakeholder who is authorized to take
Escalation
ib
action;
tr
Procedures
is
• But if an issue is within the threshold, then work with the team to
find a resolution.
D
or
e
at
lic
AUTHORITY
up
Responsible
Stakeholders
D
TOLERANCE
ot
Project
Team
N
PROBLEM
o
D
e
and Life
ut
Cycles
ib
tr
A Systems View Governance system works alongside the value delivery system — the
is
project life cycle.
D
or
Why? To enable smooth workflows, manage issues and support
decision making.
e
Remember the project
at
management principle -
lic
Recognize,
evaluate and respond
up
to system interactions
D Value delivery as Value delivery
product of life cycle embedded in life
ot
cycle
N
o
D
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Governance Checkpoints: Phase Gates and Iterations
e
ut
ib
Predictive Adaptive
tr
is
Split work into phases Split work into releases
D
or
Review results at a phase gate – aka,
Review results at end of iterations
governance gate, kill point, or tollgate
e
at
Decide:
lic
• Continue to the next phase Gather feedback and take action to improve
up
• Continue with modifications, or value in next iteration
• End a project or program D
ot
Continue until customer’s acceptance criteria –
e.g. definition of done or MVP – is satisfied or
N
project ends
o
D
e
ut
Relationships
ib
tr
Phases produce one or more deliverables; outputs from one phase are
is
generally inputs to the next phase.
D
They can have sequential or overlapping relationships.
or
e
at
PHASE GATE
lic
PHASE 3
up
PHASE 1 PHASE 2
D
ot
0 6 12 18 24 30 36
N
o
D
e
Governance
ut
to Predictive
ib
PHASE 3
tr
Project PHASE 1 PHASE 2
is
Phases
D
or
At the • Verify and validate project assumptions
e
beginning of a • Analyze risks
at
phase: • Provide detailed explanation of phase deliverables
lic
up
• Key deliverables produced
At the end:
D • Review to ensure completeness and acceptance
ot
terminated.
D
e
ut
ib
tr
is
D
or
2.14 Establish project governance structure
• Determine appropriate governance for a
e
at
project (e.g., replicate organization
governance) (2.14.1)
lic
• Define escalation paths and thresholds
up
(2.14.2) D
ot
N
o
D
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ut
ib
tr
is
D
or
Project Compliance
e
at
TOPIC F
lic
up
D
ot
N
o
D
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Compliance
e
ut
ib
tr
• Internal and external standards include:
is
• Government regulations
D
• Corporate policies
or
• Product and project quality
e
• Project risk
at
• PMO monitors compliance at organizational level
lic
• Project team is also responsible for project activity-related compliance,
up
including:
• Quality of processes and deliverables/products
D
• Procurement and work by vendors
ot
N
o
D
e
ut
ib
tr
is
Legal or regulatory constraints include:
D
• Requirements for specific practices
or
• Standards
• Privacy laws
e
at
• Handling of sensitive information
lic
up
Quality: Tailor to your project — How much
process rigor and quality control is D
relevant?
ot
N
o
D
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Compliance
e
Categories
ut
Classification
ib
tr
• Environmental risks
is
• Workplace health and safety
D
• Ethical/non-corrupt practices
or
• Social responsibility
• Quality
e
at
• Process risks
lic
up
Categories vary based on:
• Industry and solution scope
D
• Unique legal and regulatory exposure
ot
N
o
D
e
Threats
ut
ib
How to
tr
Investigate
is
D
• Where/who in the organization handles compliance?
or
• What legal or regulatory requirements impact the organization? e.g.
workplace safety, data protection, requirements for professional
e
memberships
at
• What is the organization’s quality policy?
lic
• Are the team and stakeholders aware of compliance matters?
up
D
ot
N
o
D
e
Compliance as • Proactively track and manage risks for compliance requirements
ut
a Project
ib
• Be prepared to perform quality audits
tr
Objective • Continuously validate legal and regulatory compliance for
is
deliverables
D
• Check compliance before the end of the project to avoid transferring
or
issues
• In a risk or dedicated compliance register, include:
e
at
o The identified risk
lic
o A responsible risk owner
up
o Impact of a realized risk
o Risk responses
D
ot
e
ut
Five Best
ib
Practices
tr
is
D
• Documentation: Updated compliance needs and risks
or
• Risk planning: Prioritize compliance in risk planning
• Compliance council: Includes quality/audit specialists and relevant
e
legal/technical specialists
at
• Compliance audit: Formal process
lic
• Compliance stewardship: It’s your responsibility!
up
D
ot
N
o
D
e
ut
ib
tr
is
D
or
Let’s talk about compliance.
e
• Does your organization have a quality
at
policy?
lic
• Do you know where to find the quality
up
policy or standards for your projects?
• What kinds of compliance activities are
D
you involved with?
ot
N
o
D
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ECO Coverage
e
ut
ib
tr
is
D
or
3.1 Plan and manage project compliance
• Confirm project compliance requirements
e
at
(e.g., security, health and safety,
regulatory compliance (3.1.1)
lic
• Classify compliance categories (3.1.2)
up
• Analyze the consequences of non- D
compliance (3.1.5)
ot
N
o
D
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ut
ib
tr
is
D
or
e
End of Lesson 1
at
lic
up
D
ot
N
o
D
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