RITx: PM9002x Best Practices for Project Management Success

Active Listening: Includes focusing on what the other person is saying and how they're saying it (verbal and non-verbal), putting aside distractions, stopping your mind from jumping to conclusions or other thoughts, using questions to ensure you understand, and requesting confirmation of what you heard.

Active visible management support: Applies to all levels of management. Includes being visible and approachable, having your actions follow your words, integrating project management with the organization's strategy and business plan, embracing the OPM framework, removing barriers, making resources available, and knowing when to intervene and when to delegate.

Agile Project Management (APM): Adaptive, cyclical process. Used when goal is clear but resulting product is not clear. Requirements are collected and prioritized, then an initial build is completed quickly (one iteration). Iteration process repeats to continue to build upon the product. Needs strong communication between project team and customer. Best for small, self-directed teams and organizations at higher maturity levels. Not ideal if contracts must include budget, scope, and schedule up front.

Baseline: The Project Plan approved by key project stakeholders. Used during Execution to compare to actual project performance to determine if the project is on track (within approved variance limits). Can only be changed by an approved Change Order.

Business plan: Outlines the mission and vision for where the organization wants to be. Includes short-term and longer-term initiatives that are critical to the growth of the business, achieving the goals and objectives, and generating value.

Challenged project: Project is late, over budget, does not match original scope, or has defects, however, there are means to correct this (additional funding, client can wait, scope can be reduced). Resources may be overworked or underskilled. Value is reduced, but project can still be delivered.

Change Control Board (CCB): A team of stakeholders that review and make decisions regarding changes that will or will not be made to the project.

Change Management Plan: The process for how changes will be managed (documented, tracked, reviewed, and statused).

Coaching: Focused discussions on specific skill areas or situations that need guidance from the project manager.

Cognitive Intelligence: The ability to plan, learn new concepts through formal training or experience, and analyze and solve problems.

Communication Plan: Documents the information that needs to be shared about the project, how often it will be shared, who it is shared with, the method used to share, and who's responsible for preparing and sharing that communication.

Communication process: Effective communication includes sending the right message, to the right people, at the right time, in the right way. You also collect feedback to ensure communications are working for the recipients.

Compromise (conflict): Conflict management method where each party gives up something in order to gain something else. Use if problem solving method cannot work.

Corporate/Executive PMO: Provides a portfolio management function and project management support for the entire organization (all locations). Reports to an executive or other high-level manager.

Crisis management process: Seven step process. Admit a crisis and intervention is needed (take accountability). Bring in an expert Response Team. Response Team conducts an objective assessment (thorough and quick) and prioritizes issues. Document a recovery plan with schedule, resources, and measurable results. Response Team leads the original team to implement the recovery plan. Work transitions to original team and Response Team monitors. After crisis is resolved, do a post-project review and capture lessons learned.

Crisis project: Project is very late, over budget with no additional funding, and has extremely poor quality. There is no clear way to achieve the original goals/objectives or corrective actions have already failed. The client has lost faith in the project. Value is no longer viable. Cancellation is probable.

Critical Chain Project Management (CCPM): Used when projects have schedule and resource constraints to overcome. Starts the same as Critical Path Method, but removes slack and built-in duration estimate safety, shifts activity start dates from early start to late start, then adds duration buffers (non-work scheduled activities) to manage risk. Removes multi-tasking of constrained resources. Project manager manages the buffers. Must have clear goal and list of activities. Requires high maturity.

Critical Path Method (CPM): "A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model" (definition from PMI).

Culture: The set of shared attitudes, values, goals, conventions, and practices that characterizes a group.

Customer PMO: Formed specifically to support projects with a specific customer (due to significant relationship to the organization). Reports to the person owning the customer's account and relationship.

Dashboard: A visual performance report. Provides information about performance of projects and programs against their objectives (schedule performance, cost performance, deliverable achievement).

DMAIC Process: Stands for Define, Measure, Analyze, Improve, Control. Six Sigma process to find and implement improvements in existing processes in an organization.

Earned Value (EV): "The measure of work performed expressed in terms of the budget authorized for that work.” (definition from PMI). Part of Earned Value Analysis. Based on your original baselined cost and schedule AND the activities you've actually completed to date, what you should have spent to complete those activities.

Embryonic (Maturity Phase): Phase 1 of the Project Management Maturity Model. Organization recognizes project management may be helpful, but is not committed to it. No standard methodology, few project managers, no project sponsors.

Emotional Intelligence: Also known as the Emotional Quotient (EQ). The ability to effectively manage your emotions as well as the emotions of others. Four dimensions are: self awareness (aware of your emotions), management of your emotions (detach from your emotions to control them), awareness of others' emotions (understand and relate to other person's feelings), management of others' emotions (influence to inspire, energize, resolve conflict).

Executive Management Acceptance (Maturity Phase): Phase 2 of the Project Management Maturity Model. Executives recognize importance of project management, but this support is not visible to all levels or project management is not widely adopted. Project managers may need to split their time with other tasks.

Facilitation: Coordinating group communication such as brainstorming sessions and effective, efficient meetings.

Fairness standard: PMI Code of Ethics standard. Our duty to make decisions and act impartially and objectively (free from self interest, prejudice, and favoritism).

Five Levels of Leadership: Leadership development model by John Maxwell. Position: people follow because they have to. Permission: people follow because they like you. Production: people follow because of what you have done for the organization. People Development: people follow because of what you have done for them. Pinnacle: you have mastered all levels and develop other "level 4" leaders.

Forcing (conflict): Conflict management method where the project manager decides the resolution needed. Can cause negative feelings, but may be required for ethical decisions or to stay consistent with business direction.

Functional PMO: Groups the prioritization and support of projects by functional area or division, such as banking systems or information technology. Reports to a functional manager.

Global project: A temporary endeavor, delivered by a project team located in more than one country and from more than one organization, undertaken to create a unique product or service. (adapted from PMI definition)

Global project planning: Requires understanding why this project is a global project and the cultural nuances of the team. Plan for collaboration technology, strategies for working with virtual teams, travel, facility and infrastructure readiness, and succession/retention. Involve all locations in estimating the work and risk planning. Be familiar with local laws for import/export, data privacy, and labor and how these affect the plan. Have support from PMOs.

Governance: Process of reviewing performance, ensuring value will be achieved, ensuring goals and objectives will be achieved, resolving escalated risks and issues, providing key decision making for changes, and ensuring stakeholder satisfaction. Completed by a Governance Board or Steering Committee. Sometimes facilitated by a PMO.

Governance Board: The group of people who provide governance. Likely includes senior managers, organization executives, and key Stakeholders with power and influence to affect the positive outcome of the programs and projects.

Growth (Maturity Phase): Phase 4 of the Project Management Maturity Model. Has a formalized methodology using industry standards and integrated tools for reporting. All levels of the organization understand what makes projects successful, there is detailed training on project management and leadership, and project managers are full-time.

Honestly standard: PMI Code of Ethics standard. Our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.

Humility: Mentality that there is always room for improvement (in self and work). You are open to seeing alternatives.

Integrity: Be honest, follow through on your words and commitments, operate with ethical practices.

Key Performance Indicators (KPI): Metrics for "measuring how well the organization or individual performs an operational, tactical or strategic activity that is critical for the current and future success of the organization" (definition from Harold Kerzner). Basis for governance reporting.

Leadership: "The ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization of which they are members" (definition from House et al.)

Lean: Reduction of waste in processes and removal of non-value added steps or activities in order to improve flow. Often combined with Six Sigma.

Line Management Acceptance (Maturity Phase): Phase 3 of the Project Management Maturity Model. All levels of management show active, visible support for project management. The organization provides project management training and there is some methodology being used (though it may be inconsistent). Project managers are full-time dedicated to projects.

Mature/Maturity (Maturity Phase): Phase 5 of the Project Management Maturity Model. Project management is integral to achieving organization goals and projects are aligned to the business plan. The industry-standard methodology and integrated tools used are continuously improved by lessons learned and best practices. Project managers are full-time, receive advanced training, and have a defined career path in the organization.

Mentoring: An active ongoing relationship with a documented development plan that both parties agree to. Can include formal training, regular mentoring meetings, assessments, and specific personal development goals to be met.

Methodology: A series of processes, activities, and tools that are part of a specific discipline (such as project management) and designed to accomplish a specific objective.

Negotiation: Complex skill to overcome disagreements. Requires you to set aside emotions and focus on objective data/facts, what is needed, and why. Look for areas of agreement.

OCM resistance cycle: Common phases in the OCM resistance cycle are denial (not real until they see it), resistance (fear of the unknown), exploration (more curious about the change due to information sharing by management), resistance (repeated phase if change is not managed properly), and support (embracing change). If employees enter the second resistance phase, it is hard to get them out ("valley of despair"). Goal is to enhance the exploration phase and lessen resistance.

OPM framework: Starts at the top with the business plan. This drives the selection of programs and projects needed to achieve the goals and objectives of the business and stakeholders. Programs and projects are prioritized and scheduled as part of the overall project portfolio.

Organizational Change Management (OCM): A managed approach to "transitioning individuals, teams, and organizations to a desired future state" (definition from John P. Kotter). Focused on the "people side" of change initiatives. Process steps are: Develop a desired state vision, Plan the organization transition, Execute the transition plan.

Organizational culture: A positive, mature organizational culture is based on trust, communication, cooperation, and teamwork. Company values align to practices. Takes years to build and requires strong, visible leadership.

Organizational level business integration: High maturity. Risks, issues, change management, quality, resources, financials, suppliers, and clients are integrated and managed at an organizational level through the portfolio. Business units share processes and collaborate across the various functional units and divisions. Project Managers have high business acumen.

Organizational level technology integration: One integrated tool that tracks business goals and the portfolio's risks, issues, changes, quality, resources, and financials. Interdependencies and value generation are monitored. Knowledge is recorded and shared. Includes dashboards. May integrate other business functions such as human resources and finance. Costly and requires careful planning and infrastructure to implement.

Organizational Project Management (OPM): "A strategy execution framework that utilizes portfolio, program, and project management as well as organizational-enabling practices to consistently and predictably deliver organizational strategy to produce better performance, better results, and a sustainable competitive advantage" (definition from PMI).

Organizational training plan: A plan that includes all roles in the organization, defined training packages for each role, training delivery mechanisms, a training budget, and expected benefits.

Parkinson's Law: Work expands to fill the available time.

Plan-Do-Check-Act: Processed used in TQM to identify, validate, and implement process improvements in any process within an organization.

PMI Talent Triangle: The skill set needed for a project manager as defined by the Project Management Institute (PMI). The three skill areas are technical skills, leadership skills, and strategic and business management skills.

PMO Maturity Model: Five stages of maturity for PMOs. Stage 1 Project Office focuses on building the basics for support. Stage 2 Basic PMO focuses on standards and methodologies. Stage 3 Standard PMO expands the support with metrics and governance. Stage 4 Advanced PMO focuses on the OPM framework. Stage 5 Center of Excellence expands support with continuous improvement and implementation of strategic business goals.

Portfolio: A collection of "projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives" (definition from PMI). Projects/programs may not necessarily be dependent on each other, but all are tied to the business plan.

Portfolio level business integration: Mid-level. Risks, issues, change management, resource sharing, and information sharing are managed at a portfolio level. Projects are selected to meet individual business unit goals and by what the business unit can staff and fund.

Portfolio level technology integration: Smaller scale tool to identify, evaluate, select, and manage a set of projects for the portfolio. Enables standard reporting. May include mechanisms to manage risks, issues, and changes across the portfolio.

Problem solving (conflict): Conflict management method where you openly discuss options to find a win-win solution. Most preferred option. May not work with completely opposed views.

Problem solving process: Identify a problem exists, analyze to determine the root cause, collect ideas to resolve the issue, and implement the solution.

Program: "A group of related projects managed in a coordinated way to obtain benefits and controls not available for managing them individually" (definition from PMI).

Program communications management: Identifies information that must be distributed about the program status and achievement of value to the key stakeholders (program-level communication needs).

Program financial management: A time-phased view into the financials for the overall program, including budget for the constituent projects and financial components required to complete program-level activities. May include a combined contingency budget for all constituent projects. Often managed with a software tool.

Program governance: Governance for the program and its constituent projects. Governance is typically carried out by a Governance Board or Steering Committee assigned to the program and projects, and sometimes assigned to multiple programs.

Program level business integration: Lower level. Risks, issues, change management, resource sharing, and information sharing are managed at a program level. Programs/projects are initiated when there is budget for a new product or service and may not contribute to long term goals.

Program level technology integration: Software to manage and track the schedule, budget, scope, and resources for multiple projects in an interdependent way (as a program). May have separate tools to capture knowledge, and to manage risks, issues, and changes.

Program Management (PgM): Contains many of the same management elements as project management, but concerned about dependencies, constraints, risks, and issues that exist across the program's inter-related projects to ensure these projects deliver results and generate value.

Program manager: Highly developed and experienced project managers who manage a program, the program staff, and the project managers of the constituent projects.

Program manager (career level): Senior level project manager role. Leads interrelated projects and the largest projects. Requires the addition of skills in business planning, portfolio management, and program management.

Program PMO: Formed specifically to support a large program or project for the organization. Reports to the program's leadership.

Program procurement management: Procurement of services or materials that need to be shared across the constituent projects, plus items needed to support program-level objectives. Allows for cost savings and better contract terms. Removes duplicate effort.

Program quality management: Identify metrics to be used for the constituent projects so they can be consolidated and provide a comprehensive view of the overall program. Often managed with technology (metrics repository).

Program resource management: Effective and efficient sharing of resources across constituent projects, plus management of resources needed to complete program-level activities. Monitors and manages resource constraints and avoids multitasking.

Program risk management: Identify and manage risks associated with the interdependencies of the constituent projects, plus risks associated with the completion of the program-level objectives. Some project-level risks are better managed at the program level. Also look for opportunities such as leveraging resources and tools across the constituent projects.

Program schedule management: Consolidated view of key milestones and completion of key deliverables from the constituent project schedules, plus the schedule for activities necessary to plan, execute, monitor, and control the entire program plan. Tracks schedule interdependencies (resource usage, deliverables).

Program scope management: Consolidated view of the scope of work for all the constituent projects, plus any activities executed solely for the planning, execution, monitoring, and control of the program. Includes the program charter, program scope statement, and the program work breakdown structure (WBS). Tracks scope interdependencies.

Program stakeholder engagement: Similar to project level stakeholder management (assess role, influence, and interest level).

Program value (benefits) management: Maps tangible, measurable benefits for the organization to the deliverables of the constituent projects and the program-level activities. Measures are collected and shared regularly.

Project analyst (career level): Entry level project manager role. Supports an experienced project manager to gain experience working on projects. Requires fundamental knowledge about project management and methods, project reporting, and conflict/problem solving skills.

Project Health Check/Audit: A standard set of questions or criteria for identifying if a project is following proper processes and procedures. Can be used on well-running projects to ensure all steps are being taken for successful completion. Can be used on challenged projects to identify root cause of issues and guide to corrective actions.

Project level business integration: Lowest level. Everything managed at a project level. Projects are initiated to react to market or client needs (tactical not strategic). Senior management may not be aware of projects initiated.

Project level technology integration: Tool to manage the schedule, scope, and budget of a project. Separate tools to manage risks, issues, changes, and knowledge.

Project Management Maturity Model: Five phase maturity model: Embryonic, Executive Management Acceptance, Line Management Acceptance, Growth, and Maturity. See individual terms for details on each level.

Project Management Office (PMO): Provide support to the projects and Project Managers within an organization. Common functions include sharing best practices, coaching and education, development of standards and methodologies, and assisting with project selection. Must align to business plan and demonstrate value.

Project manager (career level): Base level project manager role. Leads small to medium-sized projects on own with small teams. Requires the addition of leadership and interpersonal skills, knowledge of best practices and tools, and knowledge of the business.

Project Portfolio Management (PPM): The process to "identify, select, finance, monitor, and maintain the appropriate mix of projects and initiatives necessary to achieve organizational goals and objectives" (definition from Harold Kerzner). Considers which projects generate the most value. Balances resource allocation, scheduling, and cost constraints across all projects.

Respect standard: PMI Code of Ethics standard. Our duty to show a high regard for ourselves, others, and the resources entrusted to us.

Response Team: Expert team brought in to manage a crisis. External to the organization and highly respected. Requires executive sponsor who will rebuild stakeholder trust.

Responsibility standard: PMI Code of Ethics standard. We take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result.

Return on Investment (ROI): A systematic approach to looking at the cost in comparison to its anticipated (or actual) benefit. Decisions are made based on the wisest use of the investment dollars.

Right message (communication): Providing clear and concise messages that meet stakeholder needs and business needs.

Right people (communication): Identifying who needs the message. Assessing the role, influence, and interest level of stakeholders, and understanding their needs.

Right time (communication): Delivering messages on an established and documented schedule.

Right way (communication): Delivering messages using the most effective channel for that message. This includes understanding the complexities of communications across cultures.

Risk: "An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives." (definition from PMI)

RYG: Red-yellow-green color coding used in dashboards and scorecards. Red means corrective action needed and management support is required. Yellow means potential problem and monitoring is required. Green means things are as expected and no additional support is needed.

Scorecard: A visual progress report with information relating to value generation of the portfolio and achievement of strategic goals within the business plan.

Scrum: An agile method where the solution is developed in sprint iterations and reviewed with the customer. Has a strong, cohesive project team who interacts daily with the customer.

Senior project manager (career level): Advanced level project manager role. Leads medium to large projects with larger teams. Requires the addition of more complex leadership skills and knowledge of OCM, working on global projects, value management, and financial management.

Six Sigma: Set of techniques and tools for the continuous improvement of selected processes through the reduction of variation and defects. Focuses on the processes with the potential for the greatest return of customer satisfaction, cost reduction, and positive impact on ongoing work.

Smoothing (conflict): Conflict management method where you find the minimum in common for a resolution. Use when the conflict is not strongly tied to the project or business.

Sponsor: A key stakeholder who enables the project and the Project Manager by providing whatever support necessary to ensure the success of the project. Usually a manager or executive of the organization.

Sprint: The iteration in a scrum process. Has a defined set of functions to deliver within 30 days, which is then reviewed by the customer.

Stages of Team Development: Five-stage model from Bruce Tuckman. Forming: getting to know team and project, look to project manager for guidance. Storming: conflicts and competition, questions the project manager. Norming: Collaboration, established processes, respects the project manager. Performing: self-directed, empowered, focused on goals. Adjourning: team disbands.

Stakeholder: People or groups who will use or benefit from the project, provide resources to the project, participate in the project, who are impacted by the project, or are otherwise interested in the performance of the project.

Steering Committee: See "Governance Board".

Strategic program manager (career level): Strategic level project manager role. Develops the long-term business plan and identifies strategic programs and projects. Requires advanced business strategy and deeper knowledge of portfolio management. Often an executive or senior manager.

Student Syndrome: People start to work to their fullest only when a deadline is near.

Total Quality Management (TQM): An organization-wide approach to identifying process improvements and implementing them in all processes within an organization. Quality is everyone's responsibility. Continuous improvement is the path to sustained customer loyalty.

Traditional Project Management (TPM): Life cycle of processes, from initiation through closure. Best when goals and resulting solution (product) are clear before you start. Needs detailed project scope and project plan documented to begin work on project deliverables.

Training packages: A collection of training opportunities. Has discrete training (one time) and continuous learning (over time) opportunities. Can include classroom or online training, mentoring, and coaching.

Triple Constraint: The combination of scope, time/schedule, and cost as the primary constraints of a project. These are competing factors and must always be kept in balance with each other.

Value drivers: Includes financial success (revenue generation, profit improvement, expense reduction); future business success (competitive value, intellectual capital); internal success (process improvement, employee success and development); and customer related success (customer loyalty and satisfaction). Also called the cornerstones of success.

Walk-the-halls management: Being visible, available, and approachable. You interact with employees regularly, keep your door open, and employees feel comfortable coming to you.

Withdrawal (conflict): Conflict management method where you leave the conflict unresolved. Should only be used temporarily to let emotions subside, then a different method should be used.