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PMP performance domain management
PMP performance domain management includes eight project performance domains: stakeholders, team, development method and life cycle, planning, project work, delivery, measurement, uncertainty performance domain, distribution describing what needs to be done in different performance domains, preparation for It’s very practical for students taking the PMP exam
Edited at 2022-06-22 11:46:08
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
PMP performance domain management
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
- Recommended to you
- Outline
PMP-Project Performance Domain
concept
The project performance domain is a set of related activities that are critical to the effective delivery of project success
Project performance domains are areas of focus that interact, interrelate, and are interdependent to achieve desired project outcomes in a coordinated manner
Eight project performance domains: stakeholders, team, development approach and life cycle, planning, project work, delivery, measurement, uncertainty
Stakeholder Performance Domain
The Stakeholder Performance domain deals with stakeholder-related activities and functions
Expected results produced by the stakeholder performance domain
Establish productive working relationships with stakeholders throughout the project
Stakeholders agree on project goals
Stakeholders who are beneficiaries of the project are supportive and satisfied, while stakeholders who may be opposed to the project or its deliverables do not negatively impact project success.
stakeholder engagement
Stakeholder engagement includes implementing strategies and actions to promote productive stakeholder engagement
Stakeholder engagement activities begin before or at the beginning of the project and continue throughout the project
Harness effective stakeholder engagement
identify
understand and analyze
Power, role, attitudes, beliefs, expectations, level of influence, proximity to the project, interest in the project, other aspects related to interaction with stakeholders and the project
Prioritization
participate
communication type
communication method
push communication
Communication messages sent to stakeholders, such as memos, emails, voicemails, etc.
Push communication can be used for one-way communication with a single stakeholder or a group of stakeholders
Push communication hinders the ability to immediately determine reactions and assess understanding of the situation, and should be used with caution
pull communication
Information sought by stakeholders, for example: project team members looking for communication policies or templates on the intranet, running Internet searches, and using online repositories
Pull communication can be used to indirectly detect stakeholder concerns
interactive communication
Engagement goes deeper than push or pull communication
Communicate interactively while participating
It involves one or more stakeholders exchanging information, such as conversations, phone calls, meetings, brainstorming, etc.
Rapid feedback loops provide useful information through various forms of communication
Determine the extent to which stakeholders are aware of the message
Determine whether the stakeholders agree with the message
Identify nuanced or otherwise unexpected messages found by the receiver
Get other useful insights
supervise
Monitor the quantity and effectiveness of stakeholder involvement throughout the project
Interactions with other performance areas
Define and prioritize requirements and scope for the project team
Participate and plan
Will determine acceptance and quality standards for project deliverables and project results
test result
Check results
team performance domain
The Team Performance domain involves the human activities and functions associated with producing project deliverables to achieve business outcomes
Expected results
shared responsibility
high performance team
All team members demonstrate relevant leadership and other interpersonal skills
concept
project manager
An individual assigned by the executing organization to lead the project team to achieve project goals
project management team
Project team members who are directly involved in project management activities
project team
A group of people who perform project work to achieve project goals
Project team management and leadership
Project management requires the application of knowledge, skills, tools and techniques to management activities and leadership activities
Management activities focus on the means to achieve project goals, such as developing effective procedures, planning, coordinating, measuring and monitoring work, etc.
Leadership activities focus on people
Leadership activities include influencing, motivating, listening, facilitating, and other activities related to the project team
Centralized management and leadership
In some cases, a project charter or other authorizing document may authorize the project manager to assemble the project team to achieve project outcomes
Distributed Management and Leadership
servant leadership
Focus on understanding and meeting the needs and development of members in order to achieve the highest possible project team performance
Servant leaders emphasize developing project team members by focusing on solving the following problems
In some cases, a project manager is not designated but rather someone on the project team acts as a facilitator to facilitate communication, collaboration, and engagement
Servant leadership behaviors include
remove obstacles
avoid distractions
Encouragement and development opportunities
Common aspects of team development
vision and goals
Roles and Responsibilities
Project team operations
guide
growing up
Project team culture
transparent
Integrity
respect
active discussion
support
courage
celebrate success
High performance project team
Open and honest communication
consensus
shared responsibility
trust
cooperation
Adaptability
toughness
Empower
Approval
leadership skills
Establish and maintain a vision
The vision needs to outline the following
What is the purpose of the project
What is the definition of successful project work?
After the project results are delivered, how can the future be better?
How does a project team know it has strayed from the vision?
critical thinking
Research and collect unbiased, balanced information
Identify, analyze and solve problems
Identify biases, unstated assumptions, and values
Identify language use and its impact on self and others
Analyze data and evidence to evaluate arguments and opinions
Observe events to identify patterns and relationships
Appropriate use of induction, deduction and abduction
Identify and clarify false premises, false analogies, emotional appeals, and other faulty logic
excitation
Understand what motivates project team members to achieve high performance
Collaborate with project team members to keep them committed to the project and bringing it to fruition
Intrinsic motivators: achievement, challenge, belief in work, making a difference, self-direction and autonomy, responsibility, personal growth, need for harmonious relationships, being part of a project team
interpersonal skills
Emotional intelligence: self-awareness, self-management, social awareness, social skills
Decision-making: Project team decisions often follow a divergent/convergent pattern
conflict management
Be open and honest when communicating and show respect
Focus on the problem, not the person
Focus on the present and future, not the past
Find alternatives together
Tailoring leadership style
Experience with specific types of projects
Maturity of project team members
organizational governance structure
Distributed project team
test result
Check Results - Team Performance Domain
Development methods and lifecycle performance domains
Overview
The development approach and lifecycle performance domain involves activities and functions related to the development approach, cadence, and lifecycle phases of the project
Expected results
Development methodology aligned with project deliverables
A project life cycle consisting of phases from project inception to completion that connect business delivery to stakeholder value
A project life cycle consisting of phases that facilitate the delivery cadence and development approach required to produce the project deliverables
The relationship between development, cadence and life cycle
The type of project deliverable determines how development is conducted
The type of deliverables and development methods affect the number and pace of project delivery
The method of development of deliverables and the desired delivery cadence determine the project life cycle and its phases
delivery cadence
One time delivery
One-time delivery projects are only delivered at the end of the project
multiple deliveries
regular delivery
continuous delivery
Continuous delivery is the practice of delivering feature increments to customers immediately (usually using small batches of work and automation techniques)
Continuous delivery can be used for digital products
Continuous delivery emphasizes generating benefits and value throughout the product life cycle
development method
Predictive approach
Predictive methods are useful when project and product requirements are defined, collected, and analyzed at the beginning of the project. Also known as waterfall approach
A predictive approach enables project teams to reduce the level of uncertainty early in the project and complete much of the planning work in advance
A predictive approach can explore options through proof-of-concept development, but most project work follows a plan developed near the start of the project
Projects that adopt this approach can learn from the templates of previous similar projects.
hybrid approach
A hybrid development approach is a combination of adaptive and predictive approaches.
This development approach is useful when there is uncertainty or risk around requirements
A hybrid approach is also useful when deliverables can be modularized, or when there are deliverables that can be developed by different project teams
Hybrid approaches typically use iterative or incremental development methods
adaptive approach
An adaptive approach is useful when requirements are subject to a high degree of uncertainty and variability and may change throughout the project.
Adaptive methods specifically include the use of iterative methods and incremental methods
Considerations in Choosing a Development Approach
product, service or result
degree of innovation
Deliverables that are highly innovative or have not been done by the project team are more suitable for a more adaptive approach.
Demand certainty
Predictive approaches are well suited when requirements become well known and easily defined
A more adaptive approach may be more appropriate when requirements are uncertain, volatile, or complex and are expected to evolve throughout the project.
range stability
A predictive approach is useful if the scope of the deliverable is stable and unlikely to change
If the scope anticipates many changes, it can be useful to be closer to the adaptive end of the spectrum of development methods.
Ease of change
Related to requirements certainty and scope stability
A predictive approach is appropriate if the nature of the deliverables makes management and consolidation more difficult
Delivery options
risk
Safety requirements
regulations
project
Project variables that affect development methods
Stakeholders
schedule constraints
Funds availability
organize
organizational structure
culture
Organizational skills
Project team size and location
Definition of life cycle and stages
The type and number of project phases in the project life cycle depends on many variables, chief among which are the delivery pace and development approach
Examples of stages in the life cycle
feasibility stage
design phase
build phase
testing phase
Deployment phase
closing stage
Adaptive development method life cycle
Incremental development method life cycle
Predictive lifecycle example
Align delivery cadence, development approach and life cycle
Delivery cadence and development approach
potential life cycle
startup phase
planning stage
development stage
testing phase
Deployment phase
closing stage
Interactions with other performance domains
Development methodology and delivery cadence are one way to reduce project uncertainty
test result
Check results
planning performance areas
The Planning Performance Domain involves the activities and functions related to the initial, ongoing, and evolving organization and coordination required to deliver project deliverables and project outcomes.
Expected results
Projects advance in a methodical, coordinated and well-considered manner
Have a holistic approach to delivering project results
Elaboration of evolving information to produce the deliverables and project results sought to be achieved by undertaking the project
The time spent planning is appropriate to the circumstances
Planning information is sufficient to manage stakeholder expectations
There is a process of making adjustments to the plan throughout the project based on emerging and changing needs or conditions
planning variables
Variables that influence how projects are planned
development method
A method of high-level planning up front, followed by a design phase using prototypes
Project teams implement an iterative, adaptive approach
project deliverables
organizational needs
market conditions
legal or regulatory restrictions
deliver
Project scope is the work that must be completed to deliver a product, service, or result with specific characteristics and functionality
Estimate
interval
Accuracy
Accuracy
confidence
deterministic and probabilistic estimates
A deterministic estimate, also called a point estimate, is expressed as a number or amount, such as 3 months
Probability estimates include estimates within a certain interval and related probabilities within that interval
Absolute and relative estimates
Absolute estimates are specific information, using actual numbers. Only makes sense in certain circumstances
Workflow-based estimating
Developed by determining cycle times and throughput
Adjust estimates of uncertainty
schedule
A schedule is a model for executing project activities, including duration, dependencies, and other planning information
Schedule planning can use either a predictive approach or an adaptive approach
Steps followed by predictive methods
Step 1: Break down the project scope into specific activities
Step 2: Arrange related activities in order
Step 3: Estimate the effort, duration, personnel, and physical resources required to complete the activity
Step 4: Assign people and resources to activities based on availability
Step 5: Adjust sequencing, estimates, and resources until an agreed-upon schedule is reached
Other cases
Progress compression method
A schedule compression approach can be used if the schedule model does not match the originally desired end date
Rushing is a method of schedule compression that may include adding people to activities, working overtime, or paying to speed up delivery
Fast follow-up is also a method of progress compression
Fast follow-up typically requires applying lead and lag on the network path
Lead time refers to the acceleration of successor activities, such as starting successor activities before completion of predecessor activities
There is a lead time between the completion of task 2 and the start of task 4, example diagram
Lag refers to the delay in the successor activity
An example of using lag is to first change the relationship type between activities and then apply the lag
There is a lag between task 8 and task 7, example picture
Four dependencies
mandatory dependencies
Dependencies required by contract or determined by the inherent nature of the work
This type of dependency usually cannot be changed
selective dependency
A relationship based on best practices or project preferences, this type of dependency can change
external dependencies
The relationship between project activities and non-project activities. This type of dependency cannot be changed by
internal dependencies
The relationship between one or more project activities, this type of dependency can change
Adaptive schedule planning takes the form of incremental planning
Release and iteration planning, example diagram
Budget
The project budget evolves from the agreed-upon project estimate
Project budgets include contingency reserves to deal with uncertainty
Project team composition and structure
When planning your project team composition, start by determining the skill sets required to complete the project work.
communicate
Communication factors to consider
Who needs information
What information does each stakeholder need?
Why share information with stakeholders
What is the best way to provide information
When and how often the information is needed
Who has the information needed
physical resources
Physical resources apply to any resource other than people
Physical resources can include materials, equipment, software, test environments, licenses, etc.
purchase
change
Metrics
There is a natural link between planning, delivering and measuring effort, and this link is metrics
Metrics include setting thresholds that indicate whether job performance meets expectations, whether there is a tendency to deviate positively or negatively from expected performance, or whether it is unacceptable
consistency
Delivery commitments, funds allocated, type and availability of resources, uncertainty inherent in the project, and stakeholder needs
The timing of work within a project should be consistent with the needs of the work on related projects and the work of the organization's business
Interactions with other performance domains
Throughout the project, planning will guide project work, success and delivery of business value
test result
Check results
Project work performance domain
The project work performance domain involves activities and functions related to establishing project processes, managing physical resources, and creating a learning environment
Project work involves establishing processes and performing work to enable the project team to deliver expected deliverables and results
Expected results
Efficient and effective project performance
A project process appropriate to the project and environment
Appropriate communication and engagement of stakeholders
Effectively manage physical resources
Effectively manage procurement
Improve team capabilities through continuous learning and process improvement
Project work includes
Processes for managing existing work, new work, and work changes
Keep project teams focused
Establish efficient project systems and processes
Communicate with stakeholders
Manage materials, equipment, supplies and logistics
Work with contracting professionals and vendors to plan and manage procurement and contracts
Oversee changes that may impact the project
Enable project learning and knowledge transfer
project process
The project manager and project team should establish and regularly review the processes used by the project team to carry out their work
Ways to Optimize Environmental Processes
Lean production methods
Lean manufacturing uses techniques such as value stream mapping to measure the ratio between value-added and non-value-added activities
Review meetings or lessons learned
Where is the best place to spend your next fund?
Balancing competitive constraints
Constraints may take the form of fixed delivery dates, regulatory compliance, predetermined budgets, quality policies, triple bottom line considerations, etc.
Keep project teams focused
Project communication and participation
Manage physical resources
Reduce or eliminate on-site material handling and storage
Eliminate material wait time
Minimize scrap and waste
Promote a safe working environment
Handle procurement matters
tender process
invitation for information
invitation to propose
Invitation for quotation
signing the contract
Oversee new work and changes
Learning throughout the project
knowledge management
explicit knowledge and tacit knowledge
Interactions with other performance domains
Project work promotes and supports efficient and effective planning, delivery and measurement
Project work provides an effective environment for project team meetings, interactions, and stakeholder engagement
test result
Check results
delivery performance domain
The delivery performance domain involves activities and functions related to the scope and quality to be achieved by the delivery project
Expected results
Projects help achieve business goals and advance strategy
Projects achieve what they were initiated to deliver
Project benefits achieved within planned time frame
The project team has a clear understanding of the requirements
Stakeholders accept the project deliverables and are satisfied with them
Delivery of value
Deliverables
need
demand elicitation
Standards that need to be met
clear
concise
Verifiable
consistency
whole
Trackable
Evolving and discovered needs
management needs
Scope definition
scope decomposition
Scope can be specified using a work breakdown structure (WBS) by hierarchizing it into lower levels of detail.
Complete deliverables
Criteria for acceptance or completion
Technical performance measures
definition of done
The goal of completion keeps moving
quality
Cost of Quality (COQ)
Prevention costs and evaluation costs are related to quality requirements conformance costs
Internal and external failure costs are related to non-conformity costs
Four types of costs related to quality costs
prevention
Product or service needs
quality planning
quality assurance
training
Evaluate
Verify
quality audit
Supplier Rating
internal failure
waste
scrapped
Rework or correction
failure analysis
external failure
Repair and service
warranty claim
complaint
return the goods
reputation
Change cost
The later a defect is discovered, the more expensive it is to correct it
sub-optimal results
Interactions with other performance domains
The delivery performance domain is the accumulation of all work performed in the planning performance domain
The delivery cadence is based on the development approach and the structural approach to work in the lifecycle performance domain
test result
Check results
Measure performance domain
The Measure Performance domain involves activities and functions related to evaluating project performance and taking appropriate actions to maintain acceptable performance
expected outcome
Develop a reliable understanding of project status
Actionable data to drive decision-making
Take appropriate and timely actions to keep project performance on track
Make informed and timely decisions based on reliable forecasts and assessments to achieve goals and generate business value
Reasons to use metrics
Evaluate performance against plan
Track resource utilization, work completed, budget spent, and more
Show responsibility
Provide information to stakeholders
Assess whether project deliverables are on track and able to deliver planned benefits
Focus on conversations about trade-offs, threats, opportunities and options
Ensure project deliverables meet customer acceptance criteria
measured value
The value of measurement lies not in collecting and disseminating data, but in the conversation about how to use the data to take appropriate action
Develop effective measurement metrics
Key Performance Indicators
A project's key performance indicator (KPI) is a quantifiable measurement indicator used to evaluate the success of the project.
There are two types of KPIs: leading indicators and lagging indicators
Leading indicator
Advance indicators can predict changes or trends in a project
If a change or trend is unfavorable, the project team will evaluate the root cause of the advance metric measurement and take action to reverse the trend
Lead metrics can be quantified, such as project size or the number of items in progress on a backlog
lagging indicator
Lagging indicators measure project deliverables or events
Lagging indicators reflect past performance or conditions
Lagging indicators are easier to measure than leading indicators
Lagging indicators can also be used to find correlations between outcomes and environmental variables
effective metrics
Characteristics of Effective Metrics
specific
Metrics are specific to what is being measured
meaningful
Measurements should be related to the business case, benchmark or requirement
can be fulfilled
Given the given personnel, technology and environment, the goal is achievable
relevant
timely
Measurement content
Metric Category
Deliverable Metrics
Information about errors or defects
This measurement includes the source of defects, the number of defects identified, and the number of defects resolved
performance measurement indicators
Performance measures describe physical or functional attributes relevant to system operation
Technical performance measures
deliver
Work in progress
This measurement indicates the number of work items being processed at any given time
lead time
This measurement indicates the actual amount of time elapsed from the time a story or piece of work enters the backlog to the end of the iteration or release.
period time
Cycle time is related to lead time and indicates the amount of time it takes the project team to complete the task
queue size
This measurement tracks the number of items in the queue
batch size
Batch size measures the estimated amount of work (effort, story points, etc.) expected to be completed in an iteration
process efficiency
Process efficiency is a ratio used in lean systems to optimize work processes
benchmark performance
progress measurement metrics
start date and finish date
Human effort and duration
Progress deviation SV
Identify simple schedule deviations by looking at performance on the critical path
When using earned value management, schedule variance is expressed as the difference between earned value and planned value
Earned Value Chart for Progress Variance
Schedule Performance Index SPI
The Schedule Performance Index is an earned value management measure that indicates how efficiently planned work is being performed.
Feature completion rate
cost measurement indicators
Actual costs compared to planned costs
This cost measurement compares the cost of actual labor or resources to the estimated cost, also known as the burn rate
Cost Variance CV
Determine simple cost variances by comparing actual and estimated costs of deliverables
When using earned value management, cost variance is expressed as the difference between earned value and actual cost
Earned Value Chart for Cost Variance
cost performance indexCPI
An earned value management measure that indicates how efficiently work is being performed relative to its budgeted cost.
resource
Resource measures may be a subset of cost measures because resource deviations often lead to cost deviations
Measurements include
Planned resource utilization compared to actual resource utilization
Planned resource costs compared to actual resource costs
commercial value
cost benefit ratio
Cost-benefit ratio is used to determine whether a project's costs exceed its benefits
Planned revenue delivery compared to actual revenue delivery
ROI
ROI is a measurement that compares the amount of financial return to costs
Often developed as an input into decisions about developing a project
Net present value NPV
NPV is the difference between the present value of capital inflows and the present value of capital outflows over a period of time
Usually developed when deciding to undertake a project
Stakeholders
Net Promoter Score (NPS)
Net Promoter Score measures the extent to which a stakeholder (usually a customer) is willing to recommend a product or service to others
emotion map
Sentiment maps can track the emotions or reactions of a very important group of stakeholders (the project team)
morale
This can be done through a questionnaire
turnover rate
High turnover rates indicate low morale
predict
Quantitative forecasts include
ETC needs to be estimated upon completion
An earned value management measure that predicts the expected cost to complete all remaining project work
A common measure: budget at completion minus earned value, divided by the cost performance index
Estimate at Completion EAC
This earned value management measure predicts the expected total cost of completing all work
A common measure: budget at completion divided by cost performance index
Estimates of completion and forecasts of estimates remaining to completion
Completion Variance VAC
An earned value management measure used to forecast budget deficit or surplus balances
Represents the difference between the budget at completion, BAC, and the estimate at completion, EAC.
To-Complete Performance Index TCPI
An earned value management measure used to estimate the cost performance required to achieve specific management objectives.
TCPI represents the ratio of the cost required to complete the remaining work to the remaining budget
regression analysis
An analytical method that establishes mathematical or statistical relationships by examining a series of input variables and their corresponding output results.
This relationship can be used to infer future performance
Yield analysis
This analysis method evaluates the number of completed items within a fixed time frame
display information
dash board
Dashboards typically include information displayed in traffic lights, bar charts, pie charts, and control charts
Dashboard example
Information emission source
Information emission source, also known as large visible icon BVC, is a visible physical display tool
Provides information to other members of the organization, enabling timely knowledge sharing
Examples of information emission sources
visual management
task board
A task board is a visual representation of planned work, allowing everyone to see the status of each task
With task boards, anyone can see at a glance the status of a specific task or the number of tasks in each work phase.
Task board or Kanban board example
combustion chart
Burndown Chart Can Show Project Team Velocity
Other types of charts
Visual icons can also include information such as a list of barriers
The checklist describes barriers to work completion, their severity, and actions taken to address barriers
measurement trap
Hawthorne effect
The Hawthorne effect states that the act of measuring something has an impact on behavior
Vanity Metrics
Low morale
Misuse of metrics
confirmation bias
Correlation vs. causation
Troubleshoot performance issues
Agreeing on a plan for measurement indicators outside the critical value interval is part of the measurement
Thresholds can be developed for a variety of metrics such as schedule, budget, velocity, and other project-specific measures
grow and improve
Enable project teams to learn
drive decisions
Improve some aspect of product or project performance
Help avoid problems
Prevent performance degradation
Interactions with other performance domains
The measurement performance domain interacts with the planning performance domain, project work performance domain, and delivery performance domain because planning forms the basis for comparing delivery and planning
The Measurement Performance Domain can support activities that are part of the Planning Performance Domain by providing up-to-date information so that lessons learned reflect favorable or unfavorable information for updated plans.
test result
Check results
uncertainty performance domain
The uncertainty performance domain involves activities and functions related to risk and uncertainty
Expected results
Understand the operating environment of the project, including but not limited to technical, social, market and economic environments
Actively explore and cope with uncertainty
Understand the interdependencies between multiple variables in a project
Ability to anticipate threats and opportunities and understand the consequences of problems
Project delivery is rarely or not negatively affected by unforeseen events or circumstances
Take advantage of opportunities to improve project performance and outcomes
Effectively utilize cost and schedule reserves to align with project goals
Factors causing project uncertainty
economic factors
Technical considerations
legal restrictions or requirements
Physical environment related to safety, weather and working conditions
Ambiguity related to current or future conditions
Social and market influence shaped by public opinion and media
general uncertainty
collect information
Be prepared for multiple outcomes
collection-based design
Increase toughness
ambiguity
progressive detailing
experiment
prototype method
Complexity
system based
decoupling
Decoupling involves disconnecting parts of a system to simplify the system and reduce the number of variables that are related to each other
simulation
rebuild
Diversity
balance
process based
Iterate
participate
failsafe
variability
Alternatives Analysis
reserve
risk
threaten
avoid
Report
transfer
alleviate
accept
Chance
open up
Report
share
improve
accept
Management Reserves and Contingency Reserves
risk review
Interaction with other performance domains
Project team members and other stakeholders are the primary sources of information about uncertainty
Choice of life cycle and development approach will influence how uncertainty is dealt with
test result
Check results