LESSON 2

START THE
PROJECT
• Identify and Engage
Stakeholders
• Communications management
and stakeholder engagement
• Form the Team
• Build Shared Understanding
• Determine Project Approach

Version 3.1 | 2023 Release Copyright 2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
Learning Objectives

• Define and discuss stakeholders and the most effective ways to communicate with them.
• Explain the best ways to form a team.
• Describe how to build the most effective understanding of a project and how doing so relates
to executing a project successfully.
• Explain how predictive and adaptive project life cycles work; explain what a hybrid
development approach is.
• Decide which kind of development approach or life cycle is best suited for work.

2
Identify and Engage Stakeholders
TOPIC A

3
ECO Coverage

1.9 Collaborate with stakeholders

• Evaluate engagement needs for stakeholders (1.9.1)
2.4 Engage stakeholders
• Analyze stakeholders (power interest grid, influence, impact) (2.4.1)
• Categorize stakeholders (2.4.2)
• Engage stakeholders by category (2.4.3)
• Develop, execute and validate a strategy for stakeholder engagement (2.4.4)

• See Stakeholders performance domain PMBOK ® 7

• Process Groups : A Practice Guide – Stakeholder Management

4
Stakeholder and
Communications
Management
Overview

• Stakeholder register
• Stakeholder engagement plan
• Communications management plan
• Stakeholder engagement assessment
matrix (SEAM)
• Assessment grids / matrices / models

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Stakeholder Engagement Plan

A component of the project, program, or

DEFINITIO portfolio management plan that identifies
N
the strategies and actions required to
promote productive involvement of
stakeholders in decision-making and
execution. It can be formal or informal
based on the needs of the project and the
expectations of stakeholders.

6
Typical Project
Stakeholders*

• Customers • Business partners

Can you categorize these • Employees • Suppliers
stakeholders?
 Which are typically • Organization • Government
project team • Managers • Community
members? Which are
• Sponsors
not?
 Which are typically
active in project work?

7
Stakeholder
Identification Who are they?

• Check the business case and benefits management plan for names
• Later, check the issue/impediments log, change log, Assumptions
log, Project schedule, Risk Register, and Agreements.

What’s their relationship to the project?

• Interest
• Involvement
• Interdependencies
• Influence
• Potential impact on project success

Identify and engage stakeholders early to

avoid surprises later in the project!
8
Assess
Stakeholders
• Stakeholder analysis
• Interest – How impacted
• Rights –
• Legal rights such as, occupational health and safety defined under
law.
• Moral right – involving concepts such as protecting historical
monuments, animal rights or environmental sustainability.
• Ownership - property rights such as title to property.
• Contribution –
• Contributors of human resources and funds
• Persons acting as buffers between power centres and project manager
• Document analysis

9
Assess
Stakeholders
Data Representation
• Two-dimensional (2D) grids
• Power/interest
• Power/influence
• Impact/influence
• 3D grid — Stakeholder “cube”
• Salience model
• Directions of influence

10
Stakeholder Mapping HIGH

Use two dimensions to map stakeholders: KEEP MANAGE

SATISFIED CLOSELY
• Power and interest grid

POWER
• Power and influence grid
• Impact and influence grid KEEP
MONITOR
INFORMED
Or use three dimensions – a cube –
to refine the analysis further! LOW INTEREST HIGH

Method:
• Place each stakeholder on the grid (do
not use names)
• Use the same quadrant labels, but
change the axis labels

11
Directions of You should understand the social network of project stakeholders,
Influence specifically the direction of their influence on the project.

12
Salience
Model
URGENCY LEGITIMACY
• Need immediate Involvement is appropriate
attention
• Time constraints
Focus on the product
• High stakes
owner role. Are they
familiar, interested
and engaged enough
with the project to
make decisions and POWER
move the project
forward? Level of
authority

Proximate : Team members – if there is no category called Legitimate.

13
 Stakeholder Register
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

On-time completion, successful

1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and

2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability Supporter

Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor

Lead, business High profile tenants, excellent Organizational learning; leadership

5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion

14
Plan to
Communicate
with
Stakeholders

Stakeholder engagement plan identifies required management

strategies to effectively engage stakeholders.

Team fulfills strategies via communications described in the

communications management plan.

15
ECO Coverage

2.2 Manage communications

• Analyze communication needs of all
stakeholders (2.2.1)
• Determine communication methods,
channels, frequency and level of detail for all
stakeholders (2.2.2)

(*) See Stakeholders performance domain PMBOK ® 7

(*) 2.1.1 Stakeholder Engagement

16
Communications Management Plan

DEFINITIO
N A component of the project, program, or
portfolio management plan that describes
how, when, and by whom information
about the project will be administered and
disseminated.

17
Communication
Requirements
Analysis
• Communication requirements analysis leads to a clear
articulation of the stakeholders’ communications needs.
• Depth, breadth, frequency, method, technology.
• Use stakeholder analysis data – like attitudes
• Consider development approach
• Burn charts, velocity charts, task boards
• Earned value reports, status reports, progress reports,
Gantt Charts, Milestone reports, Quality reports, Risk
reports

18
Highly visible, real time communiction in agile projects.
Communication
Challenges /
Considerations
• Urgency of need for information
• Availability and reliability of technology
• Ease of use
• Sensitivity and confidentiality of information
• Communications protocols within the
organization
• Data protection laws/regulations
• Accessibility requirements
• Communication constraints

20
 Communication Management Plan
(schedule)
Communication Frequency Responsibility Stakeholder Notes

Start of Both team and client kickoff

Project Kickoff Meeting PMO Key Stakeholders
project meetings recommended

Includes project schedule, key

project deliverables, meeting
Extranet Ongoing PMO
minutes, change request log,
issues log

Monthly – first
Executive Steering Review status, milestones met,
Wednesday of Account Manager Client Executive
Committee earned value indicators, key issues
each month

Status Meetings Weekly – Review project status, schedule,

Project Manager Client Sponsor
Status Report (Email) Friday 2 p.m. change requests, issues

Weekly – Provides input for subsequent

Status Meetings Project Manager Development Team
Friday 11 a.m. meetings with client sponsor

Weekly –
Newsletter (Email) PMO Client Managers
Friday

Account
Client Satisfaction Monthly/end Client Sponsor/Key Client Informal (Monthly)
Manager/Project
Survey of each phase Stakeholders Formal (End of each phase)
Manager
Communication Models

Communication models* A description, analogy, or schematic used to represent how the

communication process will be performed for the project.

Other models

These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management 22
Institute Inc., 2017.
Communication Methods
Communication methods* A systematic procedure, technique, or process used to transfer
information among project stakeholders.

Sent directly with specific audience in mind, but does not ensure it
actually reached. Examples: memo, emails, status reports, voice mails,
press releases.

Large amount, complex information or information intended for large

audience, is published through web site, intranet portal. Examples: e-
learning, lessons learned repository, Sharepoint, team board.
Requires intended audience to access content. ( Eg: tuning in CNN for
news, or using a link to access Knowledge base or attend an online
learning module)
Interactive Real time, multi directional exchange of information such as instant
message, social media, videoconferencing.

These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management 23
Institute Inc., 2017.
Example Stakeholder Engagement Assessment Matrix
(SEAM)
A matrix that compares current and desired
stakeholder engagement levels.
Stakeholder Unaware Resistant Neutral Supportive Leading

1 D C
2 C D

Don’t use names 3 C D

on the matrix –
refer to 4 C D
stakeholders by
number. 5 C D

6 C D

C – Current engagement level | D – Desired engagement level

24
Stakeholder
Engagement
Strategy Involve each project
stakeholder based on
needs, expectations,
interests, and potential
impact on the project.

Enable
Create and
development of
maintain
appropriate
relationships
management
between the
strategies to
project team and
engage
stakeholders.
stakeholders.

25
25
Stakeholder Engagement Strategy

A component of the project management plan that identifies the strategies and actions required
to promote productive involvement of stakeholders in project or program decision making and
execution

Stakeholder Level of Level of Potential management strategy

interest influence
Sam High High Sam, Sponsor, likes to stay on top of key projects and make money for the organization. PM
plans several short, face-to-face meetings as communication requirements and focuses on
achieving the financial benefits of the project
Jane Low High Jane has a lot of things on her plate. She does not seem excited about the project. She may
be looking at other job opportunities. Show her how this project will help her resume
besides the company.

26
Form the Team
TOPIC B

27
ECO Coverage

1.4 Empower team members and stakeholders (*)

• Organize around team strengths (1.4.1)

1.12 Define team ground rules

• Communicate organizational principles with team and external

stakeholders (1.12.1)
• Establish an environment that fosters adherence to ground rules (1.12.2)

(*) Team Performance Domain PMBOK 7 ®

(*) Process Groups : A Practice Guide – Project Resource Management

28
Create a
Collaborative
Team Culture
Project manager in a centralized leadership model
• Tailors a resource management plan (*)
• Builds team agreements, structures and processes that
support a culture that enables individuals to work together
and benefit from interactions

In adaptive projects:
• The team assembles and self-organizes to support project
requirements.
• There is an absence of centralized control.

* Resource Management plan discussed in lesson 3

29
Project Team
Formation
Video

Tuckman’s Lad
der of Team De
velopm
ent
Dr. Bruce Tuckman

30
Project Team
Composition

• Team members are assigned from functional departments and project

office to form a team.
• Can be full-time or part-time
• Includes varied knowledge and expertise — i.e., generalists and
specialists

31
Project Leadership and management models:
Manager Role
• Centralized: Accountability is assigned to one individual. Project
Management activities are shared between a designated Project
Manager, a project management team reporting to Project Manager and
team members responsible for completing the work. Project team is
assisted by Support team and Business Partners.

• Distributed: There is no designated Project Manager. Each team

member is a leader, and leadership role changes from task to task.
Besides, leaders can assume role as facilitators to enable
communication, collaboration and engagement.

• Hybrid : Centralized coordination by a project manager and self-

organized project teams for portions of the work

If a team is self-organizing, is a project manager needed?

• If not, which of these models works best?
• If yes, what does that role look like?

32
Project Team
Formation Self-organizing team: A cross-functional team in which people take all
Key Concepts local decisions relating to product development.

Servant leadership: This is leadership through service to the team and

team members. Focusses on questions such as :
• Are team members growing as individuals ?
• Are team members becoming healthier, wiser, freer and more
autonomous ?
• Are team members likely to evolve as servant leaders ?

Servant leaders’ behavior includes:

• Obstacle removal
• Diversion shield
• Encourages team members to develop to meet their motivational needs.

These concepts can be applied in any kind of project team.

33
Identify
Project
Resource
Requirements Provide team members, external contractors and suppliers and physical
and intangible assets:
Guidelines
• Ensure relevant skill sets
• Avoid single points of failure — e.g., a single resource has a required
skill
• Create cross-functional teams
• Use generalizing specialists, or T-shaped people, whenever possible
to support other areas of the project. They combine breadth and depth of
knowledge.

34
T-Shaped People and
Self-Organizing Teams

• Provide individual value and versatility

T T
T
on project teams
• Lend flexibility to organizations
• Help avoid key resource shortages or
work stoppages due to availability
• Train and coach team members to
become T-shaped, combining breadth
and depth of knowledge

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Diversity, Equity and
Inclusion Standards

• Teams are global and diverse in culture,

gender, physical ability, language and
many other factors.
• The project environment optimizes the
team’s diversity and builds a climate of
mutual trust.

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Team Charter* • A document created together with the team, early in project and includes:
Team’s local culture should reflect and be aligned to organizational culture and
and Ground guidelines. Example: If organizational culture is innovation and risk taking,
Rules* team’s local culture should encourage experimentation and creativity.
• Shared values : (Example: To create a team environment where there will
be open communications, inclusion, and innovation.)
• Behavior guidelines (Example: How team members will come prepared
for meetings, contribute to meeting goals, participate in brainstorming,
decision making )
• Team agreements on :
• Roles and responsibilities ( In agile can use RACI P – for Primary
roles like testers, developers, and F for flexible roles)
• How decisions will be made (framework aiming at including all
stakeholders and arriving at consensus - eg: Fist of Five)
• Conflict-resolution measures ( Who will mediate, by rotation, a
structured process like private discussion first, then mediation, and
then escalation to project manager)
• Meeting time (for regular check-ins for alignment to goals)
• Improvement activities & Team bonding activities
37
Team Charter Example

GROUND RULES

38
 Manage and Rectify Ground Rule Violations

Team should respond to Team charters are peer Leave enforcement of

ground rule violations developed, hence have ground rules generally
greater compliance and to team. Align with
buy-in. Review as often organizational culture
as needed.

Certain cases require Pointing out violations Uphold values while

PM to intervene. May may do mediating on ground
have to remove, replace • Example: Bob, you have rule violations.
or segregate offending exceeded your time for
team member. presentation by 5 minutes.
Colocated,
Virtual Team* Colocated Team*
Virtual or
Both? • “Normal” in most workplaces • Interaction is easy

• Create opportunities for the organization: • Better bonding is facilitated

• Better skills at lower costs

• Avoids relocation expenses

What kind of team are
• Work/life balance
you on?
• Rely on communication technology

• Use of physical tools, collaboration boards

necessary

• May have bonding challenges

Virtual Team Challenges

• Individual performance tracking

• Diversity - language, technological skill
• Solo working prohibits bonding

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Running Virtual Teams

• Check in with people individually as

often as possible
• Conduct positive network-building
activities

What are your tips for creating a

positive virtual team experience?

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Address Virtual Team
Member Needs

Facilitate and ensure collaboration as a

priority
Address the basic needs of a virtual team,
including:
• Cohesion
• Shared goals
• Clear purpose
• Clarity on roles and expectations

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Build Shared Understanding
TOPIC B

44
ECO Coverage

1.2 Lead a team

• Set a clear vision and mission (1.2.1)

1.10 Build shared understanding (*)

• Survey all necessary parties to reach consensus
(1.10.2)
• Support outcome of parties’ agreement (1.10.3)

* This means common understanding or an agreed

upon approach.

45
Building a Shared
Understanding
Guidelines
• Share the project agreements (including
vision statement and project charter)
with stakeholders and the team

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How to Create
a Holistic
Understanding
of the Project • Ask stakeholders to elaborate and clarify their vision or inputs,
including asking the sponsor to clarify the vision statement!
• Existing agreements may contain initial intentions for, or describe, a
project:
• Contracts with external parties
• Memorandums of understanding (MOUs)
• Service-level agreements (SLAs)
• Letters of agreement or intent
• Verbal agreements
• Communication (especially emails) between key stakeholders
• Statements of work (SOW)
Refer to
Business
Case and
Business Business case:
• A documented economic feasibility study
Needs
• Establishes benefits of project work
• Provides a basis for authorization of further project activities

Business needs documents:

• Identifies high-level deliverables
• A prerequisite of a formal business case
• Describes requirements — what needs creating and/or performing
Project
Charter What’s included:
• Names - project sponsor, project manager, key stakeholders
• Project description, including preliminary requirements,
A document issued by measurable objectives
the project initiator or
• Summary schedule and milestones
sponsor that formally
authorizes the existence • Pre approved financial resources
of a project and
provides the project • Project Boundaries
manager with the • High level risks,
authority to apply
organizational resources • Approval requirements
to project activities • Exit criteria

49
Project
Charter:
Example

50
Use Project
Vision
Statement

• Created by project sponsor or executive

• Includes a clear vision of the desired objectives and alignment with
the organization’s strategic goals
• Refer to it throughout the project to maintain alignment

51
Use creative • Use interpersonal and leadership “power skills” and open communication
means of channels with stakeholders and team members
communicating
• Get creative with agile methods!
project vision
• A product box exercise to internalize the vision from the
customer’s point of view and emphasize product/project value
• Example: Here is why Oasestown residents will choose to
spend their time and money at SLC (followed by explanation
of what it offers to customers)

• The XP metaphor technique explains a complex idea in simple,

familiar terms, using common language and vocabulary
• Example: SLC is the living room of Oasestown!
52
Use Kickoff Meeting to communicate vision

Purpose Internal/Team – held after agreements are

finalized
• Establishes project context
• Give project charter overview
• Aligns team and stakeholders with project
vision • Clarify team member roles and
responsibilities (may include the initial team
charter)
Organizational/Public
• Announce project initiation • Present results of planning efforts
• Share understanding of high-level vision, • Initiate product backlog
purpose and value
• Identify sponsor, key stakeholders and • Present product roadmap
project manager
• Include high-level items from the project
charter

53
Project Approach
TOPIC D

54
ECO Coverage

2.13 Determine appropriate project methodology/

methods and practices
• Assess project needs, complexity and magnitude
(2.13.1)
• Recommend project execution strategy (e.g.,
contracting, financing) (2.13.2)
• Recommend a project methodology/approach
(i.e., predictive, adaptive, hybrid) (2.13.3)

55
Assess
Complexity: Far from
The Stacey agreement
CHAOS
Fundamentally
Complexity risky
Model
-Ralph D. Stacey COMPLEX

Requirements
Adaptive

“WHAT”
approaches
COMPLICATED work well here

Linear
SIMPLE approaches
Close to work well here
agreement
Close to Far from
certainty Technical Capability
certainty
‘HOW”

56
Predictive Life
Cycle
FEASIBILITY
Visual

DESIGN

BUILD

TEST

DEVELOPMENT DEPLOY

CLOSE

57
ITERATIVE LIFE CYCLES
Iterative Life Cycle* A project life cycle where the project scope is generally determined early in the
project life cycle, but time and cost estimates are routinely modified as the project team's
understanding of the product increases.

` • Every iteration produces a partly finished work or

Learn more & iterate
unfinished work either as proof of concept or prototype or
research findings.
• This partial results allows for feedback from different
stakeholders to improve and modify that work.
• Projects where learning and correction is expected to
eventually get to the ideal solution.
• Research projects are good examples.
• Single delivery of business value happens at the end of the
project.
These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management
58
Institute Inc., 2017.
INCREMENTAL LIFE CYCLES
Incremental Life Cycle* The deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame. Unlike in Iterative lifecycle, here every development time bloc
produces a finished deliverable that the customer may be able to use immediately. Business value happens
throughout.

These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management
59
Institute Inc., 2017.
AGILE LIFE CYCLES
Agile Life Cycles* A project life cycle that is iterative and incremental. Also referred to as change-driven or
adaptive.

iterative
(learn
through
feedback,
research)

agile
Increment
al (based
on
learning
add
features)

These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management
60
Institute Inc., 2017.
Iterative Way of Working: Video

61
HYBRID METHODS

Combines predictive and adaptive

approaches.

Example: Projects having predictive

planning combined with short delivery
cadence with greater involvement of
customer stakeholder than in fully
predictive projects.

Vaccine development projects –

phases till drug discovery is iterative,
while supply chain phases are
traditional.

62
Product backlog - An ordered list of user-centric requirements that a team maintains for a product.

fe ct
y De
alit
on rk
nct i al wo
f u Bu hic g
w Cha g ec inin
Ne n fix et Tra
ge r
equ d uc Res
ear
e
es t o r debt ch w
r kt or k
Wo
This Photo by Unknown Author is licensed under CC BY-SA-NC 63
 Estimation Techniques – Agile projects

Story Pointing
• Agile projects avoid using absolute time
estimates.
• They adopt relative sized estimating (ie. How
difficult or easy it is in relation to another)
• Teams use story point estimates. Story point
FIBONACCI NUMBERS
number tells how difficult or easy a user story is
in relation to another
• Teams create benchmark stories against which 0-1-2-3-5-8-13-21
all user stories are estimated in story points.
• During iteration planning story points lose Explain user stories, story points etc.
relevance and estimates are made in time units.
64
User story card

3Cs – Card, Conversation and confirmation.

About 4 X 6 inches

Story Acceptance criteria

name

Epic link

As a

Story points
I want to

Priority
So that

65
STORY POINT

A Story point is a number that tells the difficulty level of the story, relative to other user stories.

• Size of story depends on three factors :

How much of work is

How hard is it ? involved ? How risky is it ?
(Complexity) (effort) (Unknown)

1 2 3

66
Begin with establishing benchmarks for user
stories

Smallest Story A = 2
• Select the smallest story and
estimate it to be 2 points
Medium Story B = 5
• Select a medium sized story and
assign it 5 points
Large Story C = 8
• Select a large sized story and
assign it 8 points

• Select the largest sized story

and assign it 13 points Largest Story D = 13

67
 Too big user stories
• Teams must think about a threshold too big to include in an iteration story as a story with 21
points.
• These work items should be broken into smaller pieces or refined into smaller user stories.

Story A = 21

Story B = 5 Story C = 13 Story C = 8

68
Choosing not to over-estimate or under-
estimate

A baseline user story has a size of 3 points. During estimation session the
team comes across a story they feel is 3 times the baseline user story.
Which option should they select.

a) 5 story points
b) 3 story points
c) 8 story points
d) 13 story points

Answer: Option C – 8 story points as this value is closest to 3 times the

baseline user story. Assigning 5 story points is an under estimation, while
assigning 13 story points is an over estimation.

69
PLANNING POKER

1 2 3

Each estimator Estimators estimate

PO reads user stories
receives a deck of effort of user story and
and answers team
cards numbered in select a card
questions, if any.
Fibonacci series representing the size

4
5 6

Scrum Master requests

If there are outliers After discussions team
everyone to hold up the
estimators explain why members re-estimate
numbered card with
their estimates are high and repeat until
their estimation at the
or low consensus is reached
same time.
Planning Poker example

• The PO reads the user story and 4 team members provide

their estimate using planning poker cards. Estimator Round Round Round 3
1 2
• Sample user story : As an insurance agent, I want to
Ken 3 5 5
create a quote, so that I can share with the customer.

•
Mike 8 5 5
Ken, Mike, Esther & Mary choose 3,8,2 & 5 in Round 1.

• They choose 5,5,5 & 8 in the second round. Esther 2 5 5

• At this point estimates are somewhat close.
Mary 5 8 5
• PO asks if they go with majority or a conservative option of
8.

• If team members desire they can again re-estimate and

come to consensus.

7
1
Scrum

. .

In a sprint planning meeting, the team

collaborates & plans work for the current
sprint.

Refining Capacity planning Team task accountability as per Scrum guide

72
 Hold daily standups—
Scrum short (10-15 minute) daily
meetings—for the team to
reaffirm commitment to
objectives for the iteration,
identify potential blockers,
and coordinate the day’s
work.

In a sprint planning meeting, the team

collaborates & plans work for the current
sprint.

73
 Hold daily standups—
Scrum short (10-15 minute) daily
meetings—for the team to
reaffirm commitment to
objectives for the iteration,
identify potential blockers,
and coordinate the day’s
work.

In a Sprint Review at the end of each iteration, the

In a sprint planning meeting, the team
Product Owner and other customer stakeholders
collaborates & plans work for the current
review progress and receive feedback for that
sprint.
iteration.

74
 Hold daily standups—
Scrum short (10-15 minute) daily
meetings—for the team to
reaffirm commitment to
objectives for the iteration,
identify potential blockers,
and coordinate the day’s
work.

A Scrum Master
facilitates a Sprint
Retrospective for
the team to identify
improvements.

In a Sprint Review at the end of each iteration, the

In a sprint planning meeting, the team
Product Owner and other customer stakeholders
collaborates & plans work for the current
review progress and receive feedback for that
sprint.
iteration.

75
Retrospective

Generate
Insights
Gather and
Set the Stage  What went well?
Share Data
 Team Performance  What didn’t go
Check-in activities to metrics well?
engage the team  What to do more ?
 Root cause
analysis
 Any Suggestions ?
Make Decisions Close
Agree on a few  New information
improvements or changes  Appreciation
to try in the subsequent
iteration  Thanks

76
Setting the stage
Check-in Activities l,
Explorer Goa s
e
Shopper Rul
Visitor, What What Action
What
Prisoner didn't go
went well to do more items
well
1 2 3 4 5

Gather & analyze

data
Generate insights

What went well – keep What didn’t go well

doing stop doing

Circle of appreciation Any suggestions Action items

for start doing ?

77
Information
Radiators

From lesson 5
B : Evaluate
Project
Progress

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This material is being provided as part of a PMI® course.
78
 Burn Charts
Burndown (Iteration)

• Tracks the work to be completed in the iteration

• Used to analyze variance to ideal burndown of work committed to during planning

200

180
Diagonal line is
160
ideal burndown
140
against which
daily actual 120

remaining is 100

charted. 80

60

40

20

0
June 1 June 2 June 3 June 4 June 5 June 6 June 7 June 8 June 9 June 10 June 11 June 12 June 13 June 14 June 15 June 16 June 18 June 19 June 20

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
79
 https://age-of-product.com/burn-down-charts/
Burn Charts
Burnup (Release)
aka Feature Complete Graph

140
• Show accumulated 120
progress of completed 100
work 80

• Update after each 60

iteration 40

20

0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8

Total
Completed

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This material is being provided as part of a PMI® course. 80
TASK BOARDS
• Organize work into tasks on cards
• Display task information at every stage of the workflow
• Tailor your task board workflow stages

NEXT (12) ANALYSIS (2) DEVELOPMENT (2) ACCEPTANCE (2) PREPROD

DOING DONE DOING DONE DOING DONE

Definition of Ready Definition of Done Definition of Done

Goal is clear Code clean & checked in on trunk Customer accepted
First tasks defined Integrated and regression tested Ready for preproduction
Story split (if necessary) Running on UAT environment
Estimate Velocity
Aim for Constant Rate
(with optional discussion) 1k
Velocity Chart
velocity: 90.44

• Team’s estimated rate of progress of

completed work
• Calculate by estimating number of story 100

points that can be completed during an

iteration
• Then modify during subsequent
iterations 10

• Goal: Achieve constant velocity from one

iteration to the next

Velocity is a unique metric to a 1

14 Jan 21 Jan 28 Jan 04 Feb 11 Feb 18 Feb 25 Feb 03 Mar 10 Mar 11 Mar
project; it can’t be used to
compare the performance of
teams.
Copyright 2023© Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
82
Impediments register

83
Suitability
Filter:
A Diagnostic
Visual Based on
Survey Data`

Discussed in page 141 page Agile practice guide

84
End of Lesson 2

85
DEVELOP PROJECT TEAM
• FORMING: Team members meet. They learn about the project.
OVERVIEW
They understand their formal roles and responsibilities. Team
TUCKMAN LADDER members are independent and not very open in this phase.
High dependence on leader for guidance. (leader directs)
• STORMING: Team members start addressing project work .
They discuss about technical decisions and project
management approaches. If team members do not collaborate
or have an open mind on different approaches and
perspectives, the environment could become
counterproductive. (Leader mentors)
• NORMING : Team members begin to work together, adjust to
each others work habits, and train each other and adopt
behaviours that support the team. Team members learn to
trust each other. (LEADER COACHES, FACILITATES & ENABLES)
• PERFORMING: Team is well organized and interdependent. They
have started working well as a group. (LEADER DELEGATES
AND OVERSEES)
• ADJOURNING: The team completes the work, Back
project is closed
and the team moves on.
PRIORITIZE, RIGHT SIZE, SEQUENCE

User
stories

Refinement
Epics
Split Big Unknown ?

Features

Themes Planning

Task hours

87
Refining user stories

STATE SUBJECT

As an Enterprise User I want to

state a subject SELET RECIPIENT

As an enterprise user I want to

Big select one or more recipients from
contact list
COMPOSE EMAIL STATE RECIPIENT

As an Enterprise
As an Enterprise User I want to
User I want to SELECT RECIPIENT
state one or more recipients
compose email

As an enterprise I want to enter a

recipient

SET IMPORTANCE

As an Enterprise User I want to set

the importance

Back

88
 DETAILED CAPACITY PLANNING
It is during iteration planning, for the first time, that the user stories are split into
tasks and estimated in hours in a detailed manner. Iteration backlog and iteration
goal is finalised.
1
5 ppl X 2 wks X 6 hrs per day : 300
Calculate team’s total manhour capacity for After vacation :224
upcoming iteration After 20 % daily stand up etc :179
Commitment cap :179
2
Add estimates in hours for all the iteration backlog Forgot password Research 6
tasks Forgot password Implement 6
Forgot password Dev unit test 3
3 Forgot password Code refactor 3
Compare the 2 numbers to help the team confirm High level stories Review doc 60
the commitment is reasonable xxxxxxxxxx xxxxxxx 98
176

176 < 179 

Back
Team task accountability * • Scrum Master is accountable
• Product Owner is
• Developers are for
accountable for
accountable for : • Establishing scrum by helping
• Maximising value of sprint
• Creating sprint backlog, everyone understand scrum theory &
sprint plan, sprint goal. • Developing and explicitly practice, both within the team and the
communicating product goal organization.
• Instilling quality
• Ordering product backlog items • Coaches team in self management
• Adhering to definition of and cross functionality.
done • Ensuring that the product
backlog is transparent, visible • Helping the team focus in delivering
• Adapting their plan each and understood. high value. ( protecting it
day towards the sprint from interruption)
goal, • Causing removal of impediments
• Holding each other
• Ensuring scrum events take place –
accountable as
positive, productive and time boxed.
professionals
• Helps Product owner communicate
vision to team
• Sets up collaboration channels with
stakeholders for PO and team.
* Scrum guide Nov 2020 Back to team task accountability
Select a clear vision – System Metaphor
When I pay money in
Using Pay Roll
SYSTEM METAPHOR bank, it should show
Employee will check
salaries, simulate tax,
up here as salary
download payslips
What designs,
buttons, layouts,
alerts would look
good ?

What User
profiles PO
Accountant
and
access
rights do I
need to

ROLL
PAY
define in
Pay Roll
Pay roll Admin UX

back
Iteration burndown chart

planned work actual work BURN DOWN CHART

remaining remaining 250

story point story points 200

200 200 150

180 170 100

160 200
50

140 130
0

100
Mon Tue Wed Thu Fri

planned work remaining story point actual work remaining story points

92
Burn up chart

Planned Actual
hours of work hours hours
added completed completed
MON 200 20 20
TUE 200 40 40
WED 200 60 80
THU 220 80 100
FRI 240 100 110
MON 200 120 120
TUE 200 140 140
WED 200 160 160
THU 200 180 180
FRI 200 200 200
back

93