Project Management Principles

1. Week 1: What Is Project Management Really?

1.1.1 Project Management in the

News- Video
.1.2 Project Management in the News-
- Lesson Summary
Projects Impacting the World:

Google Real-Tone Project

• Enables realistic, inclusive imagery

Las Americas Social Housing Project

• Counters urban sprawl with elevated affordable housing

• Fosters community connections

Pandemic X Accelerator Project

• Brings government agencies and startups together to create

an innovation incubator of healthcare inclusion efforts
 • Geared toward dismantling stark racial health inequities
resulting from COVID-19

Barbie Loves the Ocean Recycling Project

• Develops a Barbie doll made up of 90% recycled plastic

Projects That Make a Difference:

o Workforce development opportunities for the unemployed and

underemployed
o Local library implementing a mobile library, providing access
to library books
o New communities developed to accommodate urban sprawl
o Entrepreneur opening up a new brick and mortar business at
the local town center

Importance of Project Management:

o Knowing how projects are managed can make the difference

in a successful launch and successful outcomes
Case Study: Home Renovation Project

o Marcus and Janelle purchased an older home that they plan

to renovate
o Goal: Update home's features and improve its energy
efficiency
o Renovation includes total redo of 1984 kitchen, updates to
three bathrooms, and conversion of basement into an in-law
suite
o Budget of $150,000 and timeline of eight months
o Contractor hired: David, with experience using a combination
of traditional and agile project management methods

1.2 Project Management Nuts and

Bolts
Growing need for project management skills

• All organizations and industries require good project management

skills
• Global economy needs 25 million new project professionals by
2030
• Over 70,000 project management specialist job openings projected
each year on average over the decade
• Demand for project managers growing faster than demand for
workers in other occupations
• Risk of talent gap for project professional skills
• Organizations recognize the positive job prospects for project
management professionals

Definition of a project

o Temporary endeavor with a definitive start and end

o Creates a unique product, service, or result
o Fulfill objectives by producing deliverables that result in
desired outcomes
Projects can drive change and create business values
Projects can enable the creation of social and environmental impacts
Factors that drive the need for projects

• Meeting regulatory, legal, or social requirements

• Satisfying stakeholder requests or needs

• Implementing or changing business or technological

strategies

Reasons for a project to come to an end

• Productive objectives have been met

• Objectives cannot be met

• Funding is exhausted or no longer available (starvation)

• No longer a need for the project

• Project termination

• Resources are no longer available

• Vendor relationships may result in legal termination or termination

at the convenience of the buyer.
Projects vs Operations

• Projects have a start and end that creates something new or unique
• Operations is ongoing, with no endpoint
• Ongoing operations are outside the scope of a project

Definition of project management

• Project management is both a science and an art

• Science focuses on following steps, procedures, and processes to
efficiently manage work
• Art involves using skills like diplomacy, active listening, and
influencing to balance competing constraints

Consequences of poorly managed projects

• Missed requirements
• Delayed deadlines
 • Cost overruns
• Poor quality deliverables
• Uncontrolled expansion of the project (scope creep)

Loss of reputation for the organization

Role of project manager

• Assigned by the performing organization to lead the project team

• Responsible for achieving project objectives and providing
coordination and oversight
• Collaborates with project team, sponsor, and executives
• Ensures project management approach captures intent
documented in the business case or need

Additonal Notes

o Expertise needed to manage projects effectively

o Possession of competencies of the PMI talent triangle
o Unique set of skills required for successful project
management

1.3.2 Best Practices of Project

Management-
The Project Management Institute (PMI) is the governing body
behind the PMP credential

• They are the leading professional association for project

managers with over 700,000 members worldwide

• They offer eight certifications that recognize knowledge and

competency, including the PMP

• Over a million PMP certification holders worldwide

The PMP is considered the global standard of the profession

• Benefits include industry recognition, learning, new skills,

increased job prospects, and higher earning potential

• Requirements to obtain PMP: certain work and education

requirements, and passing a rigorous 180 question exam

PMP credential holders make 32% more than non -credential

project managers
Requirements to sit for the PMP exam:

• Four-year degree: 36 months of experience leading

projects within the past eight years and 35 hours of
project management education/training or CAPM
certification

• High school diploma/associate's degree: 60 months of

leading projects within the past eight years and 35
hours of project management education/training or
corporate certification

The PMP exam is 230 minutes long with 180 questions

• Optional breaks add up to 210 minutes

 • Five questions are experimental, but answer all 180
questions

• Questions are primarily multiple choice, with potential

matching, type, fill in the blank, multiple response, or hotspot
questions

• Situational based questions are common

• The exam can be taken at a testing center or online

The exam covers three domains: People, Process, and Business

Environment

• People domain (42% of the exam): 76 questions about

leading and building teams

• Process domain (50% of the exam): 90 questions about

seeing a project through to completion
 • Business Environment domain (8% of the exam):
approximately 14 questions about compliance and delivering
value

PMBOK Guide

• Flagship publication of PMI

• Fundamental resource for effective project management in

any industry

• Not the primary source of the PMP exam

• One of ten plus references of the exam content outline

• Significant changes between the sixth and seventh edition

Differences between sixth and seventh edition

Sixth edition

• Process-based standard

• Prescriptive with a focus on deliverables

• Five process groups and ten knowledge areas

Seventh edition

• Focus on principles and outcomes

• Provides guidance on effective project management

• 12 principal statements and eight performance domains

Eight performance domains

• Stakeholders

• Project teams

• Development approach and lifecycle

• Planning and execution

• Delivering value

• Measurements of progress

• Dealing with uncertainty

• Ethical situations (not specifically tested on the PMP exam)

Code of ethics and professional conduct

• Best possible decisions concerning people, resources and

the environment

• Ethical choices diminish risk and advance positive results

 • Values that drive ethical conduct of the project management
profession: honesty, responsibility, respect, and fairness

• All PMI members, volunteers, certification holders and

certification applicants must comply

• PMI's code of ethics and professional conduct applies those

values to the real-life practice of project management

1.4.2 Project Professional Skillsets:

PMI Talent Triangle
The PMI Talent Triangle

• Represents the ideal sets of skills project professionals must

develop and sharpen

• Each side reflects the skills project professionals should possess

• Includes ways of working power skills and business acumen

Power Skills

o Formerly referred to as leadership

o Pertains to interpersonal skills
o Collaborative leadership
o Communication skills
o Innovative mindset
o Four purpose orientation
o Empathy
o Links to the people domain of the PMP exam content outline

Skills in practice:

• Clearly communicating project goals and expectations

• Ensuring clear and effective communication between

team members, stakeholders and clients

• Delegating tasks effectively

 • Providing feedback to team members

• Motivating team members to work towards project goals

Ways of Working

• Formerly referred to as technical project management

• Puts focus on project managers being able to learn different ways

to manage their projects

• Predictive, agile design thinking, or other new practices

• Links to the process domain of the PMP exam content outline

• Skills in practice:

• Knowing the right tools and techniques to use given the

context of your project and the environment

• Structuring a project team with the right skills to

execute the project plan
Business Acumen

• Formerly strategic in business management

• Having an understanding of macro and micro influences across an

organization and industry

• Making effective decisions

• Understanding how projects align with the big picture, broader

organizational strategy, and global trends

• Links to the business environment domain of the PMP exam

content outline

Skills in practice:

• Understanding the business and industry and how

projects align with the organization's strategic goals

• Understanding the organization's strategic goals,

market position, and financial goals

• Understanding the organizational culture, structure, and

processes around developing change management
strategies
Additional Notes

o These skills represent the ideal set of skills of successful

project managers
o Linked to the three domains of the PMP exam: People,
Process, and Business Environment

1.5.3 You ARE a Project Manager

Project management is a high-demand career across all
industries and sectors.

• Project managers are needed to ensure the successful

completion of projects from start to finish.

• Project management involves more than just creating

schedules, monitoring timelines, and taking meeting minutes.

The PMI Talent Triangle is a framework developed by the

Project Management Institute to help individuals develop and
refine their project management skills.
The framework consists of three competencies:

1.
1.
1.
1. Ways of working
2. Power skills,
3. Business acumen.
Ways of working involves managing project-related activities such as
scope, time, cost, quality, and risk.
This includes skills like

1.
1.
1.
1. Planning
2. Scheduling
3. Budgeting
4. Risk assessment.
Choosing the right project management approach is also important.
Power skills involve the ability to

1.
1.
1.
1. Lead
2. Motivate
3. Communicate effectively with project teams,
stakeholders, and other key players.
Includes skills like

1.
1.
1.
1. Team building
2. Conflict resolution
3. Communication.
Business acumen involves understanding and aligning projects with
the overall business strategy.
This includes skills like

1.
1.
1. Business analysis
2. Financial management
3. Market analysis.

Developing these competencies can make you a highly sought -

after project manager in any industry or sector.

• You may already possess some of these competencies from

previous experiences.

The demand for skilled project managers continues to grow.

• According to the Project Management Institute, there will be 25

million new project professionals by 2030.

• Project management is a rewarding career that can make a

significant impact in your chosen field.
What is Project Management?
As a project manager, my job is to ensure that projects are
completed on time, within budget, and to the satisfaction of
stakeholders. This involves defining project objectives, creating a
project plan, managing project resources, tracking progress, and
making necessary adjustments along the way. Operational work, on
the other hand, involves ongoing, routine tasks that are essential for
maintaining the day-to-day functions of an organization. While
operational work is necessary for the smooth running of a business,
it is different from project work in that it is typically ongoing and
does not have a defined end date.

As a project manager, you've been asked to lead a team that includes

individuals from different departments in your organization.

Which of the following characteristics would be most important for you to

demonstrate in order to manage this team effectively?

Clear communication and listening skills

Clear communication and listening skills Explanation: When leading
a team that includes individuals from different departments, it's
essential for the project manager to communicate effectively and
listen actively to ensure that everyone is on the same page.
Technical expertise is important, but it's not the most critical factor
in this situation. An authoritarian management style may create
tension among the team members, and a willingness to delegate
responsibilities is important, but it's not the most important
characteristic in this scenario.

Week 1 References
1.1
N/A
1.2

• Project Management Institute (PMI®) Most Influential Projects 2021

• Project Management Institute (PMI®) Most Influential Projects 2022
• A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) 7th Edition, Project Management Institute
1.3
•About the Project Management Institute – www.pmi.org
•Learn about the history of PMI – https://www.pmi.org/about/learn-
about-pmi/history-of-pmi
•PMI® PMP® Exam Reference List
- https://www.pmi.org/certifications/project-management-pmp/earn-the-
pmp/pmp-exam-preparation/pmp-reference-list
•Project Management Institute, 2021 Exam Content Outline
- https://www.pmi.org/-
/media/pmi/documents/public/pdf/certifications/pmp-examination-
content-outline.pdf
•PMI Code of Ethics and Professional Conduct - https://www.pmi.org/-
/media/pmi/documents/public/pdf/ethics/pmi-code-of-
ethics.pdf?rev=6af21906e5934b638ceeabeb4137f41d&sc_lang_temp=en
1.4
•Project Management Institute Talent Triangle
– https://www.pmi.org/learning/training-development/talent-triangle
1.5
N/A

Week 2: A Deeper Dive into Project Management

2.1.2 Systems for Value Delivery

Projects are part of a system for value delivery within an
organization

• System for value delivery pertains to a collection of strategic

business activities aimed at building, sustaining and or
advancing an organization

• Components of a value delivery system create deliverables

that produce outcomes
Outcomes create benefits, benefits create value

• Value is something of worth, importance or usefulness of

something

• Value can be perceived by stakeholders in a variety of ways

• Projects produce value in a variety of ways, including

increased revenue
Projects that help increase revenue are valuable to businesses

• Projects that help reduce costs can also produce value

• Projects that focus on improving efficiency can add value by

increasing productivity and reducing waste
Projects can produce value by encouraging innovation within an
organization

• Sustainability projects can improve community relations and

promote social responsibility
Projects exist within a larger system, namely within the organization

• Organizational viewpoint of value delivery involves the

organization's internal environment, such as policies and
procedures, methodologies, frameworks, and their
governance structure
Governance framework is having a project management office in place

• It's important to know all the functions and roles of a project

• Key stakeholders are the drivers of value delivery

• Roles include providing oversight and coordination

Project manager is typically responsible for providing oversight and
coordination

• Product owner or customer provides business direction and

insight

• Sponsor is responsible for providing resources and direction

Organizational Structures and Project Delivery Value:

Functional Structure

•
 o

• Employees grouped by specialized skills or functions

• Provides high level of expertise and specialization

• Can create silos and hinder communication and

collaboration
Project-Oriented Structure

• Employees organized around specific projects

• Project managers have full authority over project

resources and are full-time on the project

• Provides flexibility and responsiveness to changing

project needs

• Can create inefficiencies and duplication of effort when

resources are dedicated to multiple projects
simultaneously
Matrix Structure

• Leverages both functional and project-oriented

structures

• Employees assigned to both functional teams and

project teams

• Strikes balance between functional and project-oriented

structures

• Can create confusion over roles and responsibilities

and conflicts between functional and project managers
Subcategories of Matrix Organizational Structure

• Strong Matrix

▪
 • PM has moderate to high authority and manages
budget

• Balanced Matrix

Additional NOTE

On the Exam > Assume that you have, at a minimum, a Strong Matrix
in place

2.2.2 Organizational Project

Management
Projects

• Temporary endeavor with a start and an end

• Create a unique product, service or result

• Managed by a project manager

• Produce deliverables that result in desired outcomes

Programs

• Related projects, subsidiary programs and program activities

• Managed in a coordinated way to achieve benefits

• Program manager responsible for coordinating and managing

related projects and programs

• Related projects rely on the same resources and have

interdependencies
 • Focused on harmonizing related projects and ensuring
resources are not overtaxed

Portfolio

• Comprises of projects, programs, subsidiary portfolios and

operations managed as a group

• Managed by a portfolio manager

• Meant to help the organization make decisions about where

to allocate resources, how to prioritize investments and how
to manage risk

• Managed all shared resources and stakeholders

• Projects and programs have their own goals, timeline and

budget

• Part of the larger portfolio of projects that are intended to

improve the organization's strategic objectives

Organizational Project Management (OPM)

• Framework that provides direction for how portfolios,

programs, projects and other organizational work should be
prioritized, managed, executed and measured

• Aligned with strategic objectives, leading to consistency

• Improves project management practices

• Helps achieve the organization's strategic goals and desired

benefits
Relationship between portfolios, programs and projects

• Figure gives a comparative overview of portfolio programs

and projects along with operations

Organization's strategic goals typically housed within the

portfolio

• Peeling back the onion reveals projects and programs within

programs and portfolios

• Managing at the portfolio level helps make informed decisions

about where to invest resources, how to prioritize projects,
and how to manage risk

• Diversifying investments across multiple projects minimizes

the impact of unexpected delays or cost overruns on the
overall portfolio

Predictability increases product delivery value and overall

organizational performance

• Assumes OPM is in place

Project Management Office (PMO) can act as a natural liaison
between organizations, portfolios, programs, projects, and the
organizational measurement systems

• PMO can support programs and projects within a portfolio

• Key responsibilities of a PPMO would be to standardize

project-related governance processes, facilitate the sharing of
resources, methodologies, tools and techniques

• Having a PMO makes them a key decision maker and

stakeholder in projects

PMOs can be a stakeholder on projects

• They can lead knowledge transfer

• They may be the decision maker around terminating projects

and taking other necessary actions

Three major types of PMOs:

Supportive PMO:

• More consultative in nature

• Provides support, but has low degree of control in

managing projects

• Provides library of templates and ideas on managing

projects, but doesn't force adherence
Controlling PMO:

• Moderate degree of control

• Provides support, but requires adherence and

compliance to certain templates or techniques
Directed PMO:

• Directly manages projects

• Project managers are assigned and report to this type

of PMO structure with a directive

• Has a high degree of control

Additional Notes

There is No preferred type of PMO for the exam

You will Need to be able to recognize whether they are describing

supportive, controlling, or directed PMO.

2.3.2 - Breaking Down the Project

Work
Phases:

Predictive projects are divided into phases.

o Phases consist of segments of work for easier management

planning and control.
o Each phase may produce at least one deliverable, such as a
feasibility report.
o The number of phases can vary from project to project and
industry to industry.
o The duration of each phase can be dependent on the project
needs and resource requirements.
o Phases incorporate a phase gate review to check desired
outcomes and ensure deliverables are accepted.
o Phase Gates may be referred to as phase review, Stage Gate
Kill Point, phase entrance, or phase exit.
Progressive Elaboration and Rolling Wave Planning:

o Both are iterative and continuous planning processes.

o Progressive elaboration is the process of continuously
improving and refining project plans as more information
becomes available.
o Rolling wave planning is a form of progressive elaboration
where the project plan is developed in waves with each wave
building upon the previous one.
 o Rolling wave planning allows for more detailed planning of
near-term activities while still allowing flexibility for later
stages of the project.

Project Lifecycle and Development Approach:

o The project lifecycle is the series of phases that a project

goes through from initiation to closure.
o The development approach refers to the methodology or
framework used to manage the project lifecycle.
o There are many different development approaches, such as
predictive, iterative, agile, and hybrid.
o Progressive elaboration and rolling wave planning help to
refine the project plan over time and are part of a larger
framework that includes the entire project lifecycle and the
development approach used to manage it.

2.4.2 Projects Do Not Occur in a

Bubble
Organizational Process Assets and Enterprise Environmental
Factors:

o Projects are impacted by internal policies, procedures,

methodologies, governance, and external factors like the
economy, competitive landscape, and legislative constraints.
o Organizational process assets and enterprise environmental
factors refer to these factors.
o Internal environment includes organizational process assets
that are unique to the organization, such as processes,
procedures, policies, organizational knowledge repositories,
including historical information and lessons learned.
Examples of processes, policies, and procedures are:
•

▪ Cost and scheduling policies

 ▪ Resource management policies and guidelines
▪ Templates and guidelines on change management
▪ Configuration management.
Examples of organizational knowledge repositories are:
•

▪ Configuration Management
▪ Knowledge Repositories
▪ Financial database repositories
▪ Lessons learned repositories
▪ Project files from previous projects.
External environment takes on the form of enterprise environmental
factors and includes internal and external factors that are generally
outside the control of the project team.
Internal factors include:

▪ Organizational culture
▪ Organizational structure
▪ Geographic distribution of facilities and resources
▪ IT and software
▪ Availability of resources
▪ Employee skilland capability.
External factors include:
•
 o

▪ Marketplace conditions
▪ Social and cultural influences
▪ Regulatory environment
▪ Academic research
▪ Industry standards
▪ Physical environment.

Case Study: Marcus and Janelle's Home Renovation Project:

David, the contractor, is planning the renovation project while factoring in

the internal and external environment.

For organizational process assets, David needs to:

o Develop or follow standard operating procedures for

consistency and quality
o Use lessons learned from past renovation projects
 o Use templates for project planning, scheduling, and reporting.
For enterprise environmental factors, David needs to Consider

o The physical environment or the local climate

o Energy efficiency
o Regulatory environment
o Access to resources
o Environmental impact.
For physical environment and local climate, David needs to:

o Choose materials that are not susceptible to mold or water

damage if Marcus and Janelle live in an area with high
humidity or frequent rain.
For energy efficiency, David needs to consider ways to improve
energy efficiency, such as:

o Adding insulation or
o Upgrading to energy-efficient appliances.
For regulatory environment, David needs to:

o Check local zoning and building codes to avoid any potential

legal issues
o Ensure that the renovation meets safety standards.
For access to resources, David needs to:
•
 o Consider the availability of resources like electricity, building
supplies, and labor pools in the area.
For environmental impact, David needs to:

o Consider using sustainable materials or recycling materials

from the existing home to reduce waste.

2.5.2 Product Management: A Different

Kind of PM
Product management:

• Overseeing the development, marketing and distribution of a

product
• Understanding customer needs and defining product requirements
• Working with teams of designers, engineers and marketers to bring
the product to market
• Creating, maintaining and developing product through its lifecycle
Product lifecycle:

• A series of phases that represent the evolution of a product from

concept through delivery, growth, maturity, and retirement

Example: Medical device in the healthcare industry:

Growth stage:

• The device is adopted by more hospitals and clinics

• Its popularity increases as the company ramps up

production to meet the increasing demand
Maturity stage:

• The device becomes a standard treatment option for

the condition it was designed to treat

• Sales may begin to level off as the market becomes

saturated
Retirement stage:

• Newer and more advanced medical devices enter the

market, and the demand for the original device starts to
decline
 • The company may phase out the device or offer it at a
reduced price or only offer it at certain clinic locations

Product management vs. project management:

o Both involve managing resources and working towards a

specific goal

Product management:
o More focused on the big picture developing a product
o Long-term and customer-focused
o Benefits-driven product teams engage in continuous
development
o Goal is to have stable teams
Product management:

o Short-term projects with defined objectives

 o Success is measured by meeting the constraints such as
cost, scope, time, and quality
o Goal is to deliver value
o Products and projects are closely related, but they are not the
same thing:
o A project is a temporary endeavor with a defined beginning
and end that is undertaken to create a unique product,
service, or result
o A product is a tangible or intangible item that is produced
through a project
o A project is a means to an end, while a product is the end
itself
o There can be a significant overlap between products and
projects

Programs and projects in the product lifecycle:

• Programs and projects can create or enhance specific components,

functions, or capabilities with the goal of adding value to the end-
users or the organization
 • Programs can encompass the full lifecycle of a product or service to
manage the benefits and create value for the organization
• Programs or projects can be initiated at any point in the product
lifecycle, from creating a new product to retiring an existing one

Product manager vs. project manager:

Product manager:

• Drives the development of products

• Prioritizes initiatives and makes strategic decisions about what gets

built

• Focuses on business objectives, measurable goals, and positive

outcomes

• Sometimes considered the CEO of a product line

Project manager:

• Oversees previously approved and developed plans

• Manages schedules and resources to make sure things get done

• Plays an essential part in defining the project plan and successfully

executing according to plan

• Focuses on the successful completion of a specific project

Projects:

• Short-term and temporary

• Defined objectives and scope as progressively elaborated
throughout the lifecycle
• Success is measured by the product and product quality meeting
timelines, staying within budget, and meeting customer satisfaction
and end-to-end achieving the intended outcomes
 • Funding is largely determined upfront based on initial estimates,
and updates are based on actual performance and submission of
change requests.
2.1
•

o Systems for Value Delivery

- https://depositphotos.com/125588290/stock-photo-
teamwork-of-businesspeople-work-together.html
o Value - https://depositphotos.com/5641515/stock-photo-
dictionary-definition-of-the-word.html
o Organizational Viewpoint of Value Delivery
- https://depositphotos.com/203911906/stock-photo-
business-process-management-workflow-automation.html
2.2
•

o Relationship among Projects, Programs & Portfolios -- A

Guide to the Project Management Body of Knowledge
(PMBOK® Guide) 7th Edition, Project Management Institute,
Figure 1-2
2.3
•

o Phases – https://depositphotos.com/575054456/stock-photo-
plan-phases-project-management-board.html
o Progressive Elaboration
– https://depositphotos.com/170231270/stock-photo-file-
selection-management-and-organization.html
2.4
•
 o The Project Environment (bubble)
– https://depositphotos.com/19726905/stock-photo-digital-
information.html
o Home Renovation Project
- https://depositphotos.com/80141498/stock-photo-do-it-
yourself-and-home.html
2.5
•

o Product Management
- https://depositphotos.com/101148238/stock-illustration-
product-management-mind-map.html
o How Product Overlaps With Projects - PMI PMBOK® Guide
7th Edition Figure 2-4

Week 2 References
2.1
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute
o Process Group Practice Guide, Project Management Institute
2.2
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute
2.3
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute
 o Process Group Practice Guide, Project Management Institute

2.4
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute
o Process Group Practice Guide, Project Management Institute
2.5
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute

Week 3: Ways of Working - The "Right" Approach

3.1.1 Continuum of Project

Management- Video
Continuum of Project Management -
Lesson Summary
There is no right way to manage
projects, but it's about choosing the
right approach to meet project
goals.
 The Continuum of Project Management Ranges from Predictive to
Adaptive Approaches

Predictive project management is a linear sequence of project phases,

with each phase being completed before moving on to the next.

o Best suited for projects with well-defined objectives and stable

requirements.

Adaptive project management involves an iterative and incremental

approach to project delivery, where requirements and solutions are
evolving.

o Assumes change is inevitable and that projects must be flexible

enough to adapt to changing requirements.

Hybrid approaches combine predictive and adaptive elements to balance

predictability with flexibility.

o Leverages the tools and techniques of both predictive and

adaptive and is well suited for fixed requirements and evolving
requirements.

The approach chosen depends on factors such as degree of change and

frequency of delivery
 o Low degree of change and low frequency of delivery,
predictive approach makes the most sense.
o High frequency of delivery and high degree of change, agile
or adaptive makes the most sense.
o Low degree of change but high frequency of delivery, iterative
approach is best.

Related terms in PMP exam

Methodology

• Refers to a set of principles, tools, and practices used

to guide project management activities

• Provides a framework for project management and

includes processes and procedures for planning,
executing, monitoring, and controlling project activities
Development approach

• Refers to the overall strategy used to deliver a project,

which can be either predictive or adaptive
Predictive approach

• Assumes that the project can be fully planned upfront

and that changes can be managed through a formal
change control process
Adaptive approach

• Assumes that change is inevitable and that projects

must be flexible enough to adapt to changing
requirements
Project lifecycle

• Refers to the phases or stages that a project goes

through from initiation to closure

• Each lifecycle phase has specific objectives,

deliverables, and stakeholders

Understanding the differences between these terms is crucial for PMP

exam success and effective project management in the real world

PMI concedes that these terms are confusing and provides definitions on
page 33 of Section two of the PMBOK Guide seventh Edition
Home renovation project case study

• Marcus and Janelle are motivated to complete the project within

eight months and see mid-course results to provide feedback to
their contractor

• Interested in using a combination of traditional and agile project

management concepts to ensure success

Examples of predictive tasks

• Developing a project plan

• Subdividing work into project phases using progressive

elaboration and rolling wave planning techniques

• Creating a project schedule using Gantt charts to track

progress

• Monitoring and controlling the project using Earn value

management

Examples of adaptive or agile tasks

• Regular collaboration with homeowners to ensure

evolving needs and requirements are met

• Regular stand-up meetings to discuss progress and

identify roadblocks
 • Prioritizing project requirements based on importance
and value to the homeowners
3.2.1 Project Management In Between
The two types of project lifecycles under adaptive or change -
driven environment are iterative and incremental lifecycles.

Both lifecycles are flexible and adaptable to manage projects,

especially when requirements are subject to change, and
allow stakeholders to provide feedback throughout the
project.

Iterative lifecycle:

• Improves the product of results through successive

prototyping and/or providing proof of concept.

• Allows for feedback for unfinished work and focuses on

optimizing learning rather than speed of delivery.
Incremental lifecycle:

• Provides finished deliverables that the customer may be able

to use immediately.

• It's a subset of the overall solution, and the goal is speed of

delivery.

The iterative lifecycle is like a cycle of experimentation and discovery,

involving repeating a series of phases or steps, with each iteration
building upon the previous one.

• Each iteration provides an opportunity for feedback and

adjustment, allowing the project team to refine the project's
scope, schedule, and budget as they move forward.

Incremental lifecycle is like breaking the project down into smaller

phases, with each phase being a small project within the larger project,
having its own set of requirements and deliverables.

• By breaking the project down into smaller, manageable

chunks, you can avoid the overwhelm of taking on the entire
project at once.
Agile is both iterative and incremental, combining both lifecycles to
adapt to high degrees of change and deliver project value more
frequently.

• Agile teams work in iterations to define planning and review

points and determine the most appropriate schedule for
planning product reviews and retrospectives.

• Incremental delivery uncovers hidden or misunderstood

requirements.
3.3.1 Which Approach Do I Choose?
The project approach can depend on the type of project
deliverables produced

• The type of deliverables and development approach can be

influenced by the cadence and frequency of deliverables

• Deliverable and development approach and cadence determine the

project lifecycle and its phases with delivery cadence

Delivery cadence refers to the timing and frequency of project

deliveries

• Single delivery occurs at the end of the project

• Multiple deliveries occur at different times throughout

the project

• Periodic deliveries occur at fixed delivery schedule

points

• Continuous delivery is the practice of delivering feature

increments immediately to customers
Project needs refer to the resources, materials, information, and
personnel required to complete a project

• Project needs can vary depending on the type and

scope of the project

• Identifying and prioritizing project needs is essential for

successful completion of the project

All projects aim to deliver value, and the selected approach determines
when deliverables will be released to the business customer or end-
users

• Projects that deliver the bulk of their deliverables at the

end of the project lifecycle generate value after the
initial deployment.
3.4 Case Studies
Spotify uses Squad Framework

o Small autonomous teams

o Iterative development cycles
Amazon uses an iterative approach

• Releases minimum viable product (MVP)

• Makes iterative improvements based on customer feedback

NASA used an iterative approach to design and build the Mars

rover

• Divided project into multiple iterations

• Each iteration focused on a specific aspect of design

• Produced a working prototype that was tested and evaluated

before moving on
Agile techniques used in classrooms

• Teachers use Agile to create a culture of learning

• Scrum framework used in high schools in the Netherlands

Agile project management used in COVID-19 vaccine
distribution efforts

• Allows for continuous adaptation to changing circumstances

• Rapid decision making

Emergent Agile teams quickly identified and responded to

issues during COVID-19 vaccine distribution

• Effective collaboration

• Adjusted plans in real time

Agile elements of home renovation project

• Increase collaboration with homeowners

• Create high-level project plan prioritizing homeowner

preferences

• Create a backlog of features

• Homeowners prioritize features for each iteration

• Create a schedule of iterations (usually two weeks)

3.5.1 Which to Choose - Your Turn!
Agile suitability filters are a set of criteria used to determine
whether Agile methodology is a good fit for a project

These filters help project managers and teams evaluate

project characteristics.
Factors in the filters include

▪ Project complexity
▪ Uncertainty of customer involvement
▪ Team experience.

The filters help project managers determine whether Agile or

a predictive approach would be more appropriate for the
project.

•
 o The filters should not be used to definitively include or
exclude a specific approach.
o Categories in the filters include culture, team trust, team size,
team experience with Agile, project criticality, and rate of
change.
o Project managers should use their judgment in determining
the best approach for the project.
o The filters are a tool to evaluate the likelihood of Agile
success based on project characteristics.
o Results are plotted on a radar chart, and clusters of values
around the center indicate a good fit for Agile.

Image Citations
3.1
•

o Which project management approach is right?

- https://depositphotos.com/
o Agile Practice Guide, Project Management Institute –Figure
3-1. The Continuum of Life Cycles (Page 19)

3.2
• Iterative and Incremental Life Cycles
- https://depositphotos.com/224667910/stock-photo-project-life-
cycle-icons-steps.html

• Agile Practice Guide, Project Management Institute, Figure 3-3 & 3-

4
 • How does Agile fit in this?
- https://depositphotos.com/217458408/stock-illustration-vector-
illustration-agile-development-workflow.html

3.3
• What approach do I choose? - https://depositphotos.com/
3.4
• Spotify- https://newsroom.spotify.com/media-kit/logo-and-brand-
assets/
• Amazon
- https://www.reuters.com/resizer/zaeweFB6nKBTh1Hs4nWleMlVSv
c=/960x0/filters:quality(80)/cloudfront-us-east-
2.images.arcpublishing.com/reuters/GHON6BMTCRPMFH3GYJTGZ6C
RL4.jpg
• NASA - https://www.nasa.gov/audience/forstudents/5-
8/features/symbols-of-nasa.html
• Agile in Education - https://depositphotos.com/148496823/stock-
photo-working-together-at-elementary-school.html
• Agile: Covid-19 - https://depositphotos.com/stock-photos
• Home Renovation Project
- https://depositphotos.com/80141498/stock-photo-do-it-yourself-
and-home.html
•

Week 3 References
3.1
• A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) 7th Edition, Project Management Institute
• Agile Practice Guide, Project Management Institute
 3.2
• Agile Practice Guide, Project Management Institute
3.3
• A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) 7th Edition, Project Management Institute
3.4
• Spotify engineering culture (part 1)
• What is Amazon's approach to product development and product
management? – Quora Q&A
• NASA.gov
• Adapting agile development practices for hyper-agile environments:
lessons learned from a COVID-19 emergency response research
project
• Most Influential Projects, PMI 2021

3.5
• Agile Practice Guide, Project Management Institute
o For full details on the Agile Suitability Filter, refer to pages 125-
139

Week 4: Agile - The Basics

4.1.2 Agile History Mystery

Agile Project Management History:

o Agile has its roots as far back as the 1930s when Walter
Stewart conceptualized short cycle projects to improve
quality.
o In 1970, Dr. Royce published "Managing the Development of
Large Software Systems," suggesting the Waterfall method is
ineffective and would need to iterate at least twice to be
successful.
o In 1986, the Harvard Business Review publishes "The New
Product Development Game," an article that many Agile
practitioners are familiar with as they learn Agile principles.
o In the 1990s, Jeff Sutherland and Ken Schwager create a
time boxed approach called Scrum.
o In 2001, the Agile Manifesto was created, creating Agile
methods and the Agile Alliance.
o In 2010, the US Department of Defense requires Agile
techniques on all IT projects.
Agile Manifesto:

o The Agile Manifesto is a set of guiding values and principles

that serve as the foundation of Agile methodologies.
o The manifesto was created in 2001 by a group of 17 software
development practitioners who wanted to promote a more
flexible and collaborative approach to project management.
o The manifesto emphasizes four core values: individuals and
interactions over processes and tools, working software over
comprehensive documentation, customer collaboration over
contract negotiation, and responding to change over following
a plan.
o The values are supported by 12 principles that provide
practical guidelines for implementing Agile methodologies.

Agile Mindset:

•
 o The Agile Manifesto provides the foundation for the Agile
mindset, which is centered around the four core values and
guided by the 12 principles.
o The Agile mindset is not just a set of values and principles,
but also a way of thinking and behaving that is reflected in
different practices.
o Agile practitioners decide on the best practice to use that
meets the needs of the project.

The four core values of the Agile Manifesto are individuals and
interactions over processes and tools, working software over
comprehensive documentation, customer collaboration over contract
negotiation, and responding to change over following a plan.

4.2.2 The Agile Development Lifecycle

Agile Model

• Product owner gathers input from customer and stakeholders

• Features are stored in the product backlog

Sprint is a time boxed period for completing tasks

▪ Usually lasts 1-4 weeks, set at 2 weeks in industry

practice
▪ Development team estimates time needed for each
feature
▪ Sprint backlog contains tasks to be completed during
the sprint
▪ Daily stand up meetings are held to discuss progress
and plan work
Team Facilitator/Scrum Master

• Responsible for ensuring daily stand up meetings occur

• Removes impediments to progress

Potentially Skippable Product Increment

• Delivered at the end of each sprint

o
 • Should be working and fully tested

• Team shows completed work to customer for

acceptance

Sprint Review Meeting

• Increment of software is delivered to the system

• Sprint retrospective allows team to reflect on recent

sprint and improve process

Time Box

• Time is used as a restraint

• Core aspect of Agile and Scrum

o
 • Ensures appropriate time is spent planning without
waste in planning process
4.3.2 Common Agile Frameworks
Agile Frameworks:

Scrum Framework

o Widely used Agile framework for managing complex projects

 o Promotes collaboration, transparency, and continuous
improvement
o Consists of roles, events, artifacts, and rules
o Runs on time boxes of one month or less called sprints
o Scrum team comprises of the product owner, the
development team and Scrum Master

Extreme Programming (XP)

o Focuses on software development best practices for

delivering large amounts of software in the shortest amount of
time
o Based on frequent cycles and core values include simplicity,
communication, feedback, courage, and respect
o Uses metaphors to explain designs and create a shared
technical vision
Kanban Method

o Derived from the lean thinking principles

o Enables and promotes the visualization and flow of work
o Organizes work into small sprints and leverages the use of
Kanban boards to visualize and monitor the work

Scrumban Dynamics

•
 o Uses Scrum as a framework and combines it for process
improvement
o Work is organized into small sprints and leverages the use of
combined boards to visualize and monitor the work
o No predefined roles and teams retain their current roles

Systems Development Method (DSD)

o Delivery framework designed to add more rigor to existing

iterative methods
o Emphasis on constant driven delivery

Agile Unified Processor (Agile UP)

o Simplistic and understandable approach to developing

business application software using Agile techniques and
concepts

Scaling Frameworks

o Allow organizations to apply Agile techniques across multiple

teams in a large organization
o Examples include Scaled Agile Framework (SAFe), Large-
Scale Scrum (LeSS), and Disciplined Agile (DA)
Scrum of Scrums (SoS)

o Two or more Scrum teams need to coordinate their work

rather than function as one single Scrum team
o A representative from each team attends a meeting with the
other team representative, typically 2 to 3 times per week
o Goal is to ensure that the teams are coordinating work and
removing impediments to optimize the efficiency of all teams
Choosing a Framework

o Frameworks can be used as is or combined

o Adapt to what works best for the situation and environment
o Some approaches are centered on a single project activity,
while others focus on coordination and collaboration with
multiple teams at the program or portfolio level.

4.4.2 MythBusters: Common Myths

About Agile
Agile Myths and Misconceptions

No Planning

• Planning is always present in agile and predictive projects

• Agile teams plan and replan as more information becomes

available (just-in-time planning)

• Iterative approaches plan prototypes and proof of concept

• Incremental approaches plan to deliver success of subsets of

the overall project which inform future project work

No Documentation

• The Agile Manifesto values working software or

comprehensive documentation

• Comprehensive documentation is not typically created, such

as detailed plans and project documents (e.g., assumptions,
law, cost estimates, RACI charts)
 • There is still enough documentation that happens in Agile
projects such as producing a product roadmap, product
backlog, sprint backlog, and Agile Project Charter

• Agile teams use information radiators to document progress

(e.g., burn charts, impediment boards, task boards)

No Need for Project Manager

• All agile teams need servant leadership, project manager,

team facilitator, Scrum master, etc.

• Agile teams need a servant leader with skills of facilitation,

coaching, and impediment removal

• The PM's role is to build a collaborative decision-making

environment and ensure the team has the ability to effectively
respond to changes

Requesting Changes Anytime

• Agile processes harness change for the customer's

competitive advantage

• The product owner is empowered to make day-to-day

decisions around changes and ensures that those changes
are reflective of the business goal

• Scope creep can occur, and changes are implemented at the

start of the next iteration or sprint, not during the sprint itself
Technical Skills Valued over Interpersonal Skills

• Interpersonal skills are necessary to adapt to the dynamic

nature of Agile

• All Agile team members need interpersonal skills

• Agile team members need the ability to respond well to

changes and adapt to each other

Hybrid Project Management is a Sign of Poor Agile

Implementation

• Agile is about customer-based delivery on a frequent basis

• Incrementally transitioning ways of agile working can benefit

the organization

• Comprehensive documentation is often required on U.S.

federal contract projects
4.5.3 Triangle of Constraints in
Predictive and Agile Projects
Traditional Project Management Triangle:

• Also known as Triangle of Constraints or Iron Triangle

• Time, cost, and scope are placed at the corners of the triangle
• Scope is fixed while cost and time are variable
• Proposed by Dr. Martin Barnes in 1969
• Constraints are considered iron as changing one impacts the others

Agile Inverted Triangle of Constraints:

• Inverts the traditional project management triangle

• Time and cost are fixed, and scope is variable
• Agile project management focuses on delivering value to the
customer through a flexible and adaptive development process
• Helps project managers and development teams prioritize the most
important aspects of the project and make tradeoffs when
necessary

Balancing the Three Key Constraints:

• Three key constraints are time, cost, and scope

 • Project managers need to balance these constraints to deliver
value to the customer while staying within the project's limitations
• Balancing these constraints allows for a more flexible, collaborative,
and adaptive development process
• Such a process can respond to changing requirements and deliver
value quickly.

Week 4 Image Citations

4.1
• Agile Mindset - https://depositphotos.com/634089522/stock-
illustration-agile-mindset-framework-values-principles.html

4.3
• Common Agile Frameworks
- https://depositphotos.com/174148016/stock-photo-scheme-of-
agile-methodology-scrum.html
• Scrum Framework - https://depositphotos.com/81381486/stock-
photo-image-of-scrum-process-and.html
• eXtreme Programming
- https://depositphotos.com/438377656/stock-illustration-extreme-
programming-software-development-methodology.html
• Kanban Method - https://depositphotos.com/
• Scrumban - https://depositphotos.com/635932728/stock-photo-
agile-business-team-using-kanban.html
• Which Framework? - https://depositphotos.com/484406572/stock-
photo-focused-and-concerned-black-man.html
4.5
• Dr. Martin Barnes
• Iron triangle project management and agile, Atlassian
Week 4 References
4.1
• Manifesto for Agile Software Development (Agile Manifesto)
4.3
•

o Agile Practice Guide, Project Management Institute

Week 5: Tailoring to Meet the Project Needs

5.1.2 What Tailoring Is... And Is NOT

Tailoring project management processes

• Appropriate combination of inputs, tools and techniques

• Outputs and lifecycle phases to manage project

• Unique characteristics of each project in its context

Collaboration with project team, sponsor, and organizational

management

• Choosing the right approach and using the right tools

and techniques
Organization-specific project management methodologies and
approaches

• Counter to what's better practice

Definition of tailoring according to PMBOK

• Deliberate adaptation of project management approach,

governance and processes
 • Understanding of project context, goals and operating
environment

PMBOK's entire section dedicated to discussion on tailoring

• Facets of projects that can be tailored

• Lifecycle and development approach processes

• Engagement tools, methods and artifacts

• Flexibility to pick and choose the right tools, methods and

artifacts for the project

• Mindful selection and adjustment of multiple project factors

• Being intentional with project selection
• Tailoring should only be done if it makes sense for the project

• Haphazard decision-making should be avoided.

The project sponsor's expectations are a factor to consider when
planning a project, but they are not a factor to consider when
tailoring the project management methodology. The project
management methodology should be tailored to fit the specific
needs of the project, not the expectations of the project sponsor.
5.3.2 Why Tailoring Occurs
ailoring is the process of adapting project management processes,
methods and tools to meet the specific needs and requirements of a
project.
Not all projects are alike and applying a one size fits all approach to
project management may not be effective.
Tailoring occurs on projects for several reasons:
Projects vary in their:
•

• Size
• Complexity
• Risk
• Scope
• Stakeholder needs.
Organizations have their own culture, values and norms which
influence the way projects are managed.

Projects involve various stakeholders such as customers,

sponsors, team members, and suppliers who have different
expectations and requirements.
Projects are constrained by limited resources, such as time,
budget and personnel.

Projects are influenced by external factors such as legal,

regulatory, economic and technological factors.
Tailoring ensures that the project management approach is appropriate
for the unique characteristics of the project and meets stakeholder
expectations while optimizing the use of available resources and
minimizing waste.

5.4.2 The Tailoring Process

Four key steps to the tailoring process:

1. Select approach:

• Determines the development approach used for the

project.

• Project teams apply their knowledge of the product

delivery cadence and awareness of the available
options to select the appropriate approach.
2. Tailor for the organization:

• Project teams need to ensure that they are adhering to

organizational policies, processes, and procedures.

• Tailoring to the organization may involve removing or

adding certain elements into the approach to make it
suitable for the individual organization.

3. Tailor for the project:

• Through assessment, the team can determine how they

want to tailor their project efforts around engaging
stakeholders and use of processes and tools.

• Tailoring may involve removing or adding certain

processes and tools to make the approach suitable for
the project.
4. Implement ongoing improvement:

• Tailoring is an ongoing process that occurs throughout

the project lifecycle as project conditions change.

• Project managers may need to adjust their project

management practices to ensure that the project
remains on track and meets its objectives.

• Review points, gates, and retrospectives can provide

opportunities to inspect and adapt the process,
development approach, and frequency of delivery by
implementing ongoing improvement.

Suitability filters:

• Help project teams determine where the product

has the attributes that lend themselves toward
Agile, or should it be more predictive or maybe
somewhere in between with hybrid development
approach.
Tailoring to the organization:

▪
 • May encompass meeting certain quality or safety
guidelines, or perhaps the projects are performed
under contract.

• May involve removing or adding certain elements

into the approach to make it suitable for the
individual organization.

• Involves asking key questions around the

attributes that influence tailoring for the project.
Use of processes and tools:

• Through assessment, the team can determine

how they want to tailor their project efforts around
engaging stakeholders.

• Take note of how the figure is depicting the Xs for

removals and dotted boxes for the addition of
potential processes and/or tools.
Continuous evaluation:

• Tailoring is not a one-time event, but rather an

ongoing process that occurs throughout the
project lifecycle as project conditions change.

• The team will go through continuous evaluation

about their approach to the project work.
Progressive elaboration:

• Illuminates the appropriate approach, tools, and

processes used.

• Review points, gates, and retrospectives can

provide opportunities to inspect and adapt the
process, development approach, and frequency
of delivery by implementing ongoing
improvement.
Be careful about taking things away:

• Agile methodologies require a high level of

stakeholder involvement and collaboration
throughout the project lifecycle.

• Removing things without fully understanding or

addressing their counter-balanced practice may
create more problems than it solves.
Impacts of changes:

• When tailoring an Agile project, it's important to

understand the impacts of the changes being
made.

• Reducing the number of sprints or eliminating

certain agile ceremonies can affect the project
timeline, quality, and overall success.
Recommended reading:

• Pages 121 through 123 of the Agile Practice Guide.

5.1
• Tailoring Definition - https://depositphotos.com/453901934/stock-
photo-definition-business-team-hands-work.html
• PMBOK® Guide 7th Edition - https://www.pmi.org/pmbok-guide-
standards/foundational/pmbok
• Tailoring Do’s and Don’t’s
- https://depositphotos.com/94945238/stock-photo-mistake-in-
doing-the-task.html

5.3
•

o Different projects
- https://depositphotos.com/137998054/stock-illustration-
idea-creativity-conceptual-vector-illustration.html
o Project Characteristics
- https://depositphotos.com/195995170/stock-photo-
business-data-analytics-management-connected.html
o Organizational Culture
- https://depositphotos.com/21912905/stock-photo-business-
and-organizational-diagram.html
o Stakeholder Engagement
- https://depositphotos.com/388515062/stock-illustration-
single-continuous-line-drawing-young.html
o Resource Constraints
- https://depositphotos.com/195657128/stock-photo-
business-man-with-an-open.html
 o Environmental Factors
- https://depositphotos.com/317561318/stock-photo-pestel-
analysis-method-text-with.html

5.4
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute

–Figure 3-7 The Tailoring Process (Page 145)

Week 5 References
5.1
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 7th Edition, Project Management Institute

5.3
•

o A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) 6th and 7th Edition, Project Management
Institute

5.4
•
o A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) 7th Edition, Project Management Institute
o Agile Practice Guide, Project Management Institute