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Risk register updates, stakeholder register, and quality management plan

Communication management plan, enterprise environmental factors, and activity duration estimates

Risk management plan, activity cost estimates, and project documents

Project scope statement, organizational process assets, and scope baseline

Twenty-five percent staff turnover is expected.

The technology to be used is cutting-edge.

Project leadership may change due to volatile political environment.

The product is needed in 250 days.

Affinity

Scatter

Fishbone

Matrix

Create WBS.

complete project work.

calculate costs.

Develop Project Management Plan.

Forming

Storming

Norming

Performing

Increases

Decreases

Stays the same

Has no bearing

work breakdown structure (WBS).

schedule target.

performance measurement baseline (PMB).

earned value baseline.

Product analysis

Project charter

Scope baseline

Project scope statement

Acceptance of deliverables

Change requests

Project management plan updates

Benchmarking

Add this risk to the lessons learned register on project completion.

Add the stakeholder to the stakeholder register and add the risk to the risk register.

Make sure proper testing gets completed to minimize the risk highlighted.

Ignore the risk from this stakeholder as this stakeholder never showed up at the start of the project.

Inform the stakeholders that the stakeholder register needs to be recreated, as the team does not understand the requirements.

Share the project management plan with the team members again to bring them up to speed on the requirements.

Schedule additional meetings with the customer to explain the requirements for each deliverable at length.

Revisit the work breakdown structure (WBS) again during execution, as the WBS can be defined at different points in the project.

SAFe®, as it does not allow for scaling work across different teams in the organization.

Extreme Programming (XP), as it does not allow for moving on to new items until the existing items are finished.

Kanban, because the team does not start new work until the existing work is finished.

Scrum, as it allows for completing the whole architecture up front without leaving any technical debt for the future.

Reduce significant amount of time and money

Help manage risks in large projects

Keep up with emerging trends

Provide sellers with multiple sources for documents

Ground rules

Decision mating

Power/influence grid

Stakeholder engagement assessment matrix

Perform Integrated Change Control.

Conduct a risk assessment with the team.

Update the schedule to include compliance.

Manage Stakeholder Engagement.

Adopt an iterative development approach and conduct virtual meetings.

Arrange frequent colocated meetings and let the teams work together.

Focus on developing products by only using teams that are colocated.

Benchmark and adopt best practices that are being used by the competition.

Create a risk in the risk register for each S1 defect and assign actions.

Consult the risk register and implement the risk response actions.

Ask the developers to work longer hours and resolve the defects.

Review the organizational chart to find out who else can sign off UAT.

Risk registerB Stakeholder engagement

Continuous improvement

Standards and regulatory compliance

Adaptive

Hybrid

Extreme

Traditional

It details product or service failures experienced by the customer

It clarifies the costs associated with assessing the quality of the product or service

It accounts for costs used to avoid poor quality in the product or service

It communicates product or service failures discovered by the project team

Scope creep will be prevented.

Resource allocation will be kept to a minimum.

Project closure will be established.

Project costs will be controlled.

Ability to manage strategic goals across multiple projects

Skills to manage a large project

Competency to manage multiple projects that align departments

Capability of managing project schedules

Assumption log

Milestone list

Business case

Risk register

Scope management plan, scope baseline, risk management plan, and configuration managemet plan

Scope management plan, issue log, risk register and project schedule network diagram

Scope management plan, schedule baseline, milestone list, and assumption log

Scope management plan, cost estimates, duration estimates, and resource calenders

High-level deliverables

Success criteria

Project objectives

Phase transitions

Two of the team members have been working in silos using different methods to validate their performance.

The team velocity was measured in the third sprint since the tool to measure velocity was introduced only in the third sprint.

The team picked up technical debt items in the third sprint as technical debt can only be picked up after completing two sprints.

Two of the team members were asked to do multitasking, which they did not do in the previous two sprints.

Predictive

Hybrid

Kanban

Adaptive

Lessons learned register

Schedule baseline

Work performance data

Deliverable acceptance forms

Project charter

Product roadmap

Project management plan

Product requirements

Teams have to do less planning and focus more on quality.

The project manager has more time to document goals in advance.

Less testing is required since it is done at the end of the project.

Requirements are frequently clarified by users of the product.

Detailed project scope statement

Creation of work breakdown strucure (WBS)

Impact analysis

Duration for implementation

Maintains the focus on project and organizational stakeholders

Preserves the focus on external stakeholders—such as customers and vendors—as well as on other projects

Sustains the focus on general communication activities using email, social media and websites

Keeps the focus on the position of the stakeholder or group with respect to the project team

Project manager

Business analyst

Project coordinator

Project sponsor

Expand the scope of the project.

Schedule the tasks in sequence.

Increase quality review cycles.

Schedule the tasks in parallel.

Define the policies, rules, and techniques to run a schedule; serve as a tool to manage stakeholder expectations; and serve as a base for backlog management

Define how and when deliverables will be completed, serve as communication tool, and serve as a base for performance reporting

Define the life cycle, traditional or agile approach, and tools to control schedule; serve as a reference for scope management; and serve as a base for risk management

Define activities, sequences, duration, and dependencies, serve as a reference for resource allocation, serve as a base for earned value analysis.

It represents how and when the project will deliver the products, services, and results defined in the project scope

It creates a formal record of the project and shows the organizational commitment to the project

It describes how the scope will be defined, developed, monitored, controlled and validated

It provides the needs of a stakeholder or stakeholder group

Project plan

Business case

Budget requirement

Project charter

Project Integration Management is mandatory and more effective in larger projects

Project Integration Management and Expert Judgement are mutually exclusive

Project Integration Management is the responsibility of the project manager

Project Integration Management excludes the triple constraints if cost performance index (CPI) equals zero

Add the milestones to the risk register, as time is short.

Add the two milestones to the project plan, as they are mandatory.

Calculate the duration of the two milestones stated in the contract.

Start the project as soon as possible, as time is short.

Product and sprint backlog

Key performance indicators (KPIs) and baseline

Increments and bottlenecks

Burndown and burnup charts

Plan Risk Management

Plan Communications Management

Plan Resource Management

Plan Cost Management

Risk burnup and control chart

Customer satisfaction index and workload

Average burndown and velocity

Average velocity and cycle time

Customer requirement

Transition requirement

Solution requirement

Business requirement

To monitor the activities of the project and ensure Iho work is being executed as it was planned

To obtain a quality cerlific ation for the product of the project service or result

To assess performance and ensure the project product, service, or result meets the customer's expectations

To test the product service, or result to determine if the errors observed are within the defined quality margins

SAFe®

Kanban

Feature-driven development (FDD)

Scrum

Inspection

Prototyping

Decision making

Brainstorming

Process, cognitive

Complexity, understand and change

Interact, insight and leadership

Communication, knowledge and value

every project requires the use of all processes in the PMBOK® Guide.

there is no single way to manage a project.

project management techniques are risk free.

there is only one way to manage projects successfully.

Methodology

Risk category

Risk attitude

Assumption analysis

To focus on the coordinated planning, prioritization, and execution of projects and subprojects that are tied to the parent organizations or the client's overall business objectives.

To coordinate and manage the procurement of projects relevant to the parent organization's business objectives and to administer the project charters accordingly.

To administer performance reviews for the project manager and the project team members and to handle any personnel and payroll issues.

To focus on the specified project objectives and to manage the scope, schedule, cost, and quality of the work packages.