sponsor

functional manager

PMO

Governance Committee

CCB

risk owner

client

end user

supplier

Transactional

transformational

Servant

laissez-faire

Charming

interactive

command type

Demonstration type

participatory

Supportive

PMO: planning and tracking, managing benefits

Key Stakeholders: Reaching Consensus

Cost-benefit analysis

Value Analysis

Benefit Management Plan

business case

Benefit realization plan

Benefit realization roadmap

benefit register

Benefit breakdown structure

Business needs

Contribution to business goals

Cost-benefit analysis

Including market demand, organizational needs, technological progress, legal requirements, etc.

Sponsor Release and Approval

Approval of project establishment

Authorize project managers to mobilize resources

High-level requirements and project description, name and authority, project kick-off meeting

9 1 2 3

performance measurement benchmarks

Project life cycle description

development method

Activity requirements, activity lists, change logs, etc.

Requirements documents, quality reports, etc.

Team charter, stakeholder register, etc.

"Meeting to discuss" means that it has been recorded

There are documents, the reason for discussion is analysis

Therefore, a change management process should be implemented after the meeting

NO

YES

The features and functions of a product, service or result

Work that must be done to deliver a product, service, or result with a specific function

Sometimes also includes product range

Product range description

Deliverables

Acceptance Criteria

Project Exclusions

Documents approving project start

The layers and breakdown of the full scope of work required to achieve project goals and create deliverables

Link each requirement to business goals

Ensure every requirement has business value

Provides a framework for managing product scope changes

Deliverables

Verified deliverables

Deliverables for acceptance

Handover of final deliverables

Review the project scope statement

Lookup Scope Baseline

Review the requirements document

View the requirements tracking matrix

Effective scope and requirements management

Correct requirements gathering

Involvement of key stakeholders

Regularly verify deliverables

Prevent scope creep

management reserve

cost basis

Advantages: Ensures that no work is neglected due to inadvertence

Disadvantages: Sometimes it is difficult for lower-level managers to allocate costs

Advantages: easy to calculate and not time consuming

Disadvantages: May not be accurate, depending on completeness of historical information used

Advantages: Accurate

Disadvantages: time-consuming, and can only be used after the WBS is accurately defined

Atypical: BAC-EV

Typical: (BAC-EV)/CPI

By plan: (BAC-EV)/(BAC-AC)

Baseline change: (BAC-EV)/(EAC-AC)

Problem root cause

Potential problems, logical relationships

Collect data on potential quality issues

Check the process one by one

Common causes of problems

Is the process controlled?

seven point rule

closeness between two variables

Identify quality measures critical to project success

Consistency costs and non-conformity costs

Comparison of quality costs and expected benefits

Select samples and draw frequency

follow standards

Identify best practices

Summarize experience and lessons

Confirm change implementation status

Optimizing design in X aspects of product development

Both Lean and Lean Six Sigma belong to Lean

Set quality standards

Check whether standards and processes are correct

Batch product issues

Verify deliverables

Propose corrective measures for results and problems

Used to establish quality management standards and quality processes

Check deliverables

Help take corrective actions and be aware of quality expectations

Customer satisfaction

keep improve

Management Responsibilities

Mutually beneficial cooperation with suppliers

Full-process management with full participation

reduce waste

PMO control

risk register

executive report

Deviation analysis

control limits

Problem solving

PMO participates in quality audit

Trust each other and reach consensus

Bidding, know-how, project charter designation

Coordinate resources with functional managers, other project management teams, and external organizations

ability to control emotions

Consider resource availability, cost, experience, abilities, knowledge, attitudes

lack of skills

Improve interpersonal relationships

Emotional intelligence, listening, empathy

tight matrix, war room

Reward good behavior

Hierarchical type, matrix diagram, text type

Withdraw from conflict

Seek common ground while reserving differences

Give each other a step

Sacrifice one side and promote the other

reach consensus

Identify and obtain resources

Roles and Responsibilities

team building methods

training strategy

Resource control

Project organization chart

Project team resource management

Recognition and Awards Program

Improvement of personal skills

Improvement of team capabilities

Enhancement of team cohesion

Reduction in team member turnover rate

Team values ​​and consensus

Communication and Meeting Guide

Communication, Conflict, Decision Criteria and Processes

Determine the information needs of relevant parties and brainstorm the type and format of information required

Encoding-transmission-decoding-confirmation-feedback

Push: email, reporting

Pull type: geographically dispersed, large audience

Interactive: video conferencing

Communication competencies, feedback, non-verbal communication, presentations

record information

Collect and analyze information to identify benefits, expectations and impacts

Management strategies developed to engage relevant stakeholders

Compare current stakeholder engagement levels to desired engagement levels

Adjust management strategies according to environmental changes

Implement management strategies to increase support and reduce opposition

Focus on management

satisfy him

Keep informed

supervise

that power

emergency level

legality

Information transfer failed

communication management

Relevant parties are dissatisfied and do not participate

Stakeholder management

Identify individual and overall risks

Utilizing the underlying layers of RBS

Discover underlying causes and formulate preventive measures

Comprehensive identification of risks

Qualitative: ranking, risk classification, low-risk watch list

Assess the usefulness of risk data

Leverage experience and historical data for analysis

Quantitative: Tornado Chart

Statistical methods, risk neutral

Identify new risks, delete old risks, and evaluate existing risks

Check risk response and risk management effectiveness

known - known

known-unknown

happened

risk process

risk tools

Risk type

Problem log

Delivery method, contract payment type, procurement stage

Include the type of contract to be used

Invitation for proposal, invitation for quotation

Used by suppliers to determine needs

for rating and scoring

Potential supplier bids

clear scope

Little buyer risk

Long execution cycle

Maximum price, reward savings, and oppose waste

Scope unclear, project complex, bonus unchanged

The scope is unclear and the project is complex

Unclear scope, complex projects, reward cost savings

The scope is unclear and the project is not complex

Plan ahead and execute once

Feedback, improvements and modifications on unfinished work

Provide each completed deliverable for immediate use

There are both iterations and increments, and frequent delivery

Continuously guide project vision

Protect project work from interruption

Responsible for clearing obstacles

Inspire teams and create an environment

Full-time, self-organized

Make decisions by yourself and proactively solve problems

Use penetrating communication to share knowledge

Has private and public areas

Add and adjust user stories

Review feedback on project results

Develop product roadmap/release plan

lack of communication

low team performance

promote communication

Information Sharing

Online discussion

msut is required

should should have

could have

won't

Basic needs - must

Performance needs - more is better

Pleasure need - high satisfaction

Give each person 100 points, and they can use these points to vote for the most needed needs.

Based on customer judgment, sort product features to maximize value

Compare one story point and roughly estimate other story points

Workload estimation techniques for teams to reach consensus

Fibonacci Sequence Measures the Value of Planning Poker Points

Simplified sizing techniques for teams to achieve consensus

Estimating small user stories

Everyone is free to vote

Estimate the amount of work completed by the team per unit of time

Share a site or location and share important information

Efficiency monitoring using cumulative flow graphs

The lower the WIP quantity, the shorter the cycle time

Detect unknown situations

Members take turns answering work progress, plans, and questions

Track progress via burn-up chart/burn-down chart/task board

Issue added to parking lot, resolved in another meeting

PO explains the contents of the product to-do list

Time estimate for team members to determine task division

PO accepts or rejects user stories

The team discusses the next step with the PO

Review feedback on project results

Find problems, reasons, and solutions

Items to be improved are placed in the product backlog

A situation that slows down or impedes progress

can be overcome with a certain amount of effort

Events that cause work to stop or halt any progress

Document project obstacles

First use of influence

Second use of resources

Third use of power to carry out work

An action board in Kanban