nora colliton mba, pmp, pmi-acp, csm february 21, 2018

Nora CollitonMBA, PMP, PMI-ACP, CSMFebruary 21, 2018

Goals of PresentationApproach of PresentationReminder on Nomenclature6th Edition by the NumbersGeneral ChangesRole of the Project ManagerDetailed Changes in Process Groups and Knowledge Areas

In Closing

Nora Colliton 2/26/2018 2

Exam Candidates – identify what’s new or changed, impact on exam

Current PMPs – share what’s new and impact on how we run our projects

Agile (Scrum) observations and the PMBOK® Guide in practice


Aligned knowledge areas under project management process groups: Initiating

Planning

Executing

Monitoring & Controlling

Closing


Process Groups (5) (Initiating, Planning,

Executing, Monitoring & Controlling and Closing)

◦ Knowledge Areas (10) (Integration, Scope,

Schedule, Cost, Quality, Resource, Communications, Risk, Procurement, and Stakeholder)

Processes (e.g., under Integration Management: Develop Project

Charter, Develop Project Management Plan, Direct and Manage Project Work, Manage Project Knowledge, Monitor and Control Project Work, and Close Project)


978 pages vs. 616 pages for 5th edition (362 difference)

1 new chapter

49 processes vs. 47 in 5th edition

3 new processes added, 2 integrated/removed◦ Manage project knowledge, Execute risk response, Control

resources◦ Closure Procurement and Estimate activities resources

2 knowledge area name changes; 6 process name changes

Agile Practice Guide is 183 pages


Role of project manager today

Tailoring

“Align[ment] with other PMI foundational standards” and Standard for Business Analysis

Agile, adaptive, and hybrid environments

Knowledge areas include trends and emerging practices


Spheres of influence◦ Project

◦ Organization

◦ Industry

◦ Professional discipline

◦ Other disciplines

Talent Triangle – skills needed◦ Technical

◦ Leadership

◦ Strategic


Project Integration ManagementDevelop Project Charter

o PM Info systems

o Visual tools vs. written plans

o Virtual and mobile teams

o Expanded role of PM – business case

Project Stakeholder ManagementIdentify Stakeholder

o Capturing value and benefits to stakeholder – e.g., value to product owner


Project Integration ManagementDevelop Project Chartero Not necessarily called “Charter”, but Kick Off

presentation deck with all elements, including resources

o Use of technology

o May or may not know methodology to use

Project Stakeholder ManagementIdentify Stakeholdero Virtual and global teams

o Identify core team vs. other stakeholders


Integration ManagementDevelop Project Management Plan

Scope ManagementGeneral Changeso Coordination with Standard for Business Analysis for

alignment

o Capturing value and benefits to stakeholder – e.g., value to product owner

o Agile: tools and on-going scope development

Plan Scope ManagementCollect RequirementsDefine ScopeCreate WBS


Schedule ManagementGeneral Changes

o Renamed from “Time Management”

oMoved “Estimate Activity Resources” moved to Resource Management

o Select scheduling method – critical path vs. agile approach

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Duration

Develop Schedule


Cost Management General Changeso Expansion of EVM to include earned schedule (ES),

replacing schedule variance measures used in traditional EVM

o Agile: costing when scope not fully defined

Cost ManagementEstimate CostsDetermine Budget

Quality ManagementGeneral Changes

o Acknowledged tools listed in PMBOK® Guide not actually widely used

Quality Management


Resource Management General Change

o Changed from “Human Resource Management” to “Resource Management” to include all resources

Plan Resource Management

Estimate Activity Resources – moved here from Schedule Management

Communications ManagementGeneral Change

o Clarified act of communicating vs. artifacts of communication

Plan Communication Management


Risk Management General Changeso Emphasis on overall risks integrated throughout

project

oMoved from “control” to “monitor”

Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response – added “Escalate” as risk

response strategy, along with avoid, transfer, mitigate or accept


Procurement ManagementGeneral Changeso Global perspective

o Acknowledgement of PM’s role within organization in procurement process

Plan Procurement Management

Stakeholder Management Plan Stakeholder Engagement – output is

Stakeholder Engagement Plan


Release Planning – Sprint ZeroScope, Quality, Risk, Procurement

o Theme level; some story level

o Product owner priority

o Team sizing, if possible

Timeline

oHigh degree of uncertainty;

o Based on velocity, if available, or estimates

Costs - based on resource use based on velocity

Stakeholder and Communication


Sprint Planning: 4 – 8 hrs at the beginningScope, Quality, Risk, Procurement

o User story-level pulled into Sprint

o Product owner priority

oDefinition of Done and Acceptance Criteria

Timeline – limited to defined sprint timeline

Costs – limited to defined sprint costs

Stakeholder and Communication


Integration Management Direct and Manage Project Work Manage Project Knowledge – new process; manage explicit

and tacit knowledge to reuse existing knowledge and create new knowledge Inputs: Project Management Plan – all components

Project document

Deliverables

Enterprise environmental factors

Organizational process assets

T&T: Expert judgment

Knowledge Management

Information Management

Interpersonal and team skills

Outputs:Lessons Learned Register

Project Management Plan updates

Organizational process assets updates


Quality ManagementManage Quality

Renamed from “Perform Quality Assurance”

Resource ManagementGeneral Changes

Removed “project” in front of each process as may need to work with resources outside of the project

Acquire Resources

Develop Team

Manage Team

Communications ManagementManage Communications


Risk Management Implement Risk Responses – new process; ensures agreed-

upon risk responses are executed as planned

Inputs: Project Management Plan – risk management plan

Project document – lesson learned, risk register & report

Organizational process assets

T&T: Expert judgment

Interpersonal and team skills

Project management information system

Outputs:Change requests

Project documents updates


Procurement ManagementConduct Procurements

Stakeholder ManagementManage Stakeholder Engagement


General Reminder;Moved from “Control” to “Monitor”

Integration ManagementMonitor and Control Project Work

Perform Integrated Change Control

Scope ManagementValidate Scope

Control Scope


Schedule ManagementControl Schedule

Cost ManagementControl Costs

Quality ManagementControl Quality


Control Resources– new process, replacing Estimates Activity Resources; verifies that project deliverables and work meet requirements by key stakeholders for final acceptance

Inputs: Project Management Plan – resource management plan

Project documentsWork performance dataAgreementsOrganizational process assets

T&T: Data analysis

Problem solvingInterpersonal and team skillsProject management information systems

Outputs: Work performance information

Change requestsProject management plan updatesProject document updates


Communications ManagementMonitor Communications

Risk ManagementMonitor Risks

Procurement ManagementControl Procurements

Stakeholder ManagementMonitor Stakeholder Engagement


Combine Process Groups

Sprint LevelUse Case level

Cost, timeline, budget, quality for defined weeks

Release LevelProduct/Functional level

Product/Project Budget

Re-estimating based on previous and upcoming sprints


Integration ManagementClose Project or Phase


Sprint LevelRetrospective 4 hrs – 1 day

Cost, timeline, budget, quality for defined weeks

Release LevelProduct/Functional level

Product/Project Budget

Reporting based on release

Project/Program LevelProcurement

Budget

Others


Reflect current and trending situations for the Project Manager

Exams changesPMP exam changing in March 2018.

PMP Study Group planned starting in April running until June/July timeframe.

Exam based on the Exam Content Outlines (ECOs) and Agile/hybrid content included in ECOs

PMI-ACP also changing in March 2018 to make terminology consistent with the Agile Practice Guide

CAPM exam changing in May 2018 based on

PMBOK® Guide changes


nora colliton mba, pmp, pmi-acp, csm february 21, 2018

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