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Project Management Complete Course 2025 (23 Hours): PMBOK 7, Agile, Practice Tests & Career Guide — Transcript

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0:01[Music]
0:07Welcome to Introduction to Project
0:09Management. Are you interested in
0:11learning about project management? Do
0:13you want to learn more about what
0:15project managers do and how to become
0:16one? Maybe you're just starting and not
0:19sure what project management is or even
0:21what counts as a project. If you're
0:23curious about project management, the
0:25responsibilities of a project manager,
0:27the skills required to become one, and
0:29careers in project management, then this
0:31course is for you. Project management
0:34refers to the tools and methodologies
0:36used to plan and execute projects.
0:38Projects can be anything from the
0:40development of an app to the
0:41construction of a bridge. The important
0:43thing is that the projects involve tasks
0:45that must be accomplished to achieve a
0:48goal and produce some value. Nowadays,
0:51project management is a more valuable
0:53skill than ever. We live in a project
0:55based economy in which projects are the
0:57most common method of dividing work and
0:59producing value. Having project
1:02management skills makes you an
1:03attractive candidate for many jobs.
1:06Project manager roles are expected to
1:08only grow over the next 10 years. This
1:10course is divided into four modules.
1:13First, you'll learn the very basics of
1:15project management like what project
1:17management is. In the second, you'll
1:20learn about the role played by project
1:21managers in the workplace, different
1:23project management methodologies, and
1:25current trends in project management.
1:28Next, the course will cover the skills
1:30and responsibilities expected of a
1:32project manager. The final module will
1:35describe different career opportunities
1:36in project management so you will be
1:38prepared to progress in your project
1:40management career after finishing this
1:42course. This course uses various
1:45teaching methods, including videos,
1:47reading activities, quizzes, a final
1:49project, and interviews with project
1:51management experts. Let's briefly hear
1:53these excerpts introduce themselves. You
1:55will hear more from them as the course
1:57progresses.
1:58>> Hi, I'm Greg Akunia. I'm a project
2:00manager with over 20 years experience,
2:03and I'm currently working on my own
2:04project called Planet Earthlings. We
2:06make social impact games.
2:08>> Hello, my name is Katherine Brooks. I'm
2:10a senior project manager at Zcaler.
2:14Hi, my name is Erikica Maldonado and I'm
2:16a program manager at Corsera. Hi, I'm
2:20Casey and I currently work as a business
2:22consultant as well as a subject matter
2:26expert doing course development. In the
2:29past, I've worked as a business
2:31consultant doing project management and
2:33program management for large companies
2:36as well as helping companies do agile
2:39transformations where they move from a w
2:42waterfall project management methodology
2:44to an agile methodology.
2:47>> Hello everyone, my name is Daniel
2:49Yman's. I'm currently a subject matter
2:51expert working with skill up
2:53technologies. However, I'm also a
2:56professor. I work for about four
2:59different universities in the greater
3:01Seattle area. I do continuing education,
3:04I do corporate training, and in
3:07addition, I also perform course
3:09development.
3:10>> Once you have completed this course, you
3:12will receive a badge and certificate
3:14that can be shared with prospective
3:15employers to demonstrate your knowledge
3:17of project management. Get ready for the
3:19next step in your project management
3:21journey and good luck.
3:27[Music]
3:34Welcome to what is project management.
3:37After watching this video, you will be
3:39able to define project management,
3:42identify the six types of project
3:44management constraints, explain the
3:46benefits of effective project
3:47management.
3:49The project management institute defines
3:51project management as follows. Project
3:54management is the use of specific
3:56knowledge, skills, tools, and techniques
3:59to deliver something of value to people.
4:02Examples of projects might include the
4:04development of software, the
4:06construction of a building, or a relief
4:08effort after a natural disaster.
4:10Projects can be generally defined as a
4:12collection of tasks, activities, and
4:14deliverables that must be carefully
4:16organized and executed to produce value.
4:19Project managers are the people
4:21responsible for managing this
4:22organization and the delivery of
4:24projects.
4:26Because project management is first and
4:28foremost about the management of
4:30projects, this makes it distinct from
4:32general or operations management. While
4:34general management involves the ongoing
4:36management of a team, project management
4:39begins and ends with the project.
4:42Project management begins when a project
4:43is kicked off and it ends when all
4:46project requirements have been completed
4:47to the customer's satisfaction.
4:50Although the informal process of
4:51managing projects has existed for
4:53centuries, project management as a
4:55distinct practice emerged in the
4:57midentth century. It was born out of a
5:00need in the aerospace, engineering,
5:02pharmaceutical, and telecommunications
5:04industries to manage projects of
5:06increasing complexity.
5:08Effective project management allows
5:10companies to increase the success rate
5:11of projects, mitigate project risks, and
5:14reduce overall costs. For team members,
5:18effective project management allows them
5:19to better understand their roles and
5:21responsibilities, collaborate, and
5:23utilize resources.
5:25A key aspect of project management is
5:28understanding your project's
5:29requirements. The entire team should
5:31agree on the project's goals. Often
5:34projects are kicked off by developing
5:36requirements.
5:38Today projects are everywhere. We live
5:40in a project economy in which projects
5:43are the primary method by which work is
5:44accomplished and value is produced.
5:47Project management skills are key for
5:49success in a project-based economy.
5:52Project management involves a range of
5:54skills including technical knowledge to
5:56interpersonal skills. As a result, it is
5:59relevant to a wide variety of roles and
6:01situations. Learning project management
6:03can be helpful to everyone, ranging from
6:06a student working on a science project
6:07to an executive negotiating personality
6:10disputes.
6:11Project management helps prevent
6:13organizations from simply jumping into a
6:15new project without a plan. Without
6:17proper management, many projects fail to
6:19meet their original objectives, if they
6:21are completed at all. Project management
6:23provides focus and direction for the
6:25project team. It allows businesses to
6:27outline their requirements from the
6:29beginning, apply project management
6:30techniques, and monitor project
6:32activities. This mitigates risk by
6:34preventing resources from being wasted
6:36or put into failed projects.
6:39Project management may reduce risks, but
6:41it does not guarantee that projects will
6:43not encounter any problems or surprises.
6:46Project management will however provide
6:48standardized practices that can be used
6:50to respond to and prevent risk.
6:53There are six types of constraints to
6:55keep in mind when planning a project.
6:57These are cost, scope, project quality,
7:00risk, resources, and time. Cost is the
7:04project's budget. Project management
7:06balances the budget so that projects
7:08neither overspend nor underspend. Scope
7:11is both the desired features and
7:13functions of the final product and the
7:15work required to deliver them.
7:17Accurately estimating scope is a crucial
7:19part of the planning process. Project
7:22quality refers to the standards the
7:24project must meet to be effective. The
7:26final product must be able to accomplish
7:28its intended task, deliver the expected
7:30benefits and value or both. It must
7:32additionally meet certain levels of
7:34availability, reliability, and
7:36maintainability. Managing risk means
7:39addressing external factors that can
7:41potentially harm your project. It refers
7:43to both the probability of these
7:45negative events and the consequences if
7:47they do. Resources are what is needed to
7:50accomplish the project. This includes
7:51people, equipment, facilities, funding,
7:54and anything else required to deliver
7:56the final product. Time is the time
7:59needed to finish a project. Tasks and
8:01their estimated durations must be
8:03accurately identified and estimated to
8:05ensure that projects stay on schedule.
8:07Balancing these six types of constraints
8:09throughout project delivery is the
8:11challenge that project managers address.
8:14The benefits of effective project
8:16management include managing budgets and
8:19timelines so that projects are able to
8:21be successfully completed within the
8:22planned budget and time frame. Improving
8:25productivity, efficiency, and quality of
8:28work. Addressing project risks
8:30proactively, improving communication
8:32between team members and with
8:34stakeholders, increasing customer
8:36satisfaction by planning and meeting
8:38expectations.
8:40In this video, you learned that project
8:42management is the application of
8:44knowledge, skills, and tools to a
8:47project to deliver intended outcomes and
8:49produce value. Considers constraints
8:52including cost, scope, quality, risk,
8:55resources, and time. Has many benefits
8:59including managing budgets and
9:00timelines, improving productivity,
9:02addressing project risks, improving
9:04communication, and increasing customer
9:06satisfaction.
9:08[Music]
9:18Welcome to expert viewpoints. What do
9:21project managers do? In this video, we
9:25will hear from several project managers
9:27explaining what project managers do and
9:29discussing examples of their involvement
9:31with their projects.
9:33If you ever have an opportunity to go
9:35ahead and talk with any kind of an
9:37experienced project manager, ask them
9:40what their job description is. In most
9:42cases, you'll hear something like, "My
9:45job is to go ahead and provide new
9:47products and new services on time,
9:50within budget, and hopefully within the
9:53schedule timelines that the customer
9:56requires.
9:57Project managers are responsible for
10:00scheduling organization of the overall
10:03project and in reality they're actually
10:05owners of the project and are held
10:08responsible. Many projects require
10:11budgeting, making sure we have resource
10:13alignment, building those relationships
10:16between business stakeholders and
10:18internal stakeholders.
10:20>> I like to believe that project managers
10:22are the cement that hold everything
10:24together.
10:26uh you're the person who's
10:28in the middle organizing everything and
10:32bringing all the necessary elements
10:35together for successfully completing uh
10:38the work at hand. Uh and this means that
10:41you're working with everyone from upper
10:44management down to every member of your
10:47team and figuring out how do you get
10:50them into the optimum position for doing
10:53the very best work.
10:55Next, we will hear about examples of
10:58projects that these experts worked on,
11:00and they will tell us a little bit about
11:02their involvement as a project manager.
11:05It starts right from the beginning. We
11:06work internally with crossf functional
11:08teams including our sales team, our
11:11pre-sales team, the consultants, even
11:13our technical account managers for some
11:16or customer success managers. We go
11:18ahead and start building the internal
11:20relationship. From the kickoff call, we
11:22build an external relationship with our
11:24stakeholders.
11:25We also help with scheduling, organizing
11:28everything, making sure everybody is
11:30involved that should be on the calls or
11:33just should be notified for any
11:35reporting.
11:37So recently, I worked with a small
11:39company to help them move their systems,
11:42move their customer information to a new
11:45customer relationship management tool.
11:48So there was some technology that was
11:51being changed. Uh we needed to train
11:54their employees on a new system and
11:58there was lots to be done in terms of
12:01creating some automations, transferring
12:03the data and uh really doing that
12:06training and creating things like FAQs
12:08and documentation.
12:10One of my roles for the project was to
12:13be the project manager. And so the first
12:15thing that I did was I met with the
12:18company, met with a couple of people on
12:20the team.
12:21One of the first things that I did was
12:23meet with some people on the team to
12:25talk about what the project objectives
12:27were, what our project goals were, and
12:30kind of get a basic sense of the
12:32timeline.
12:33>> Now, let me tell you about a project I
12:36did years ago because it was really an
12:38epiphany about what makes a great
12:41project manager. Uh years ago, I was
12:44specializing in fixing troubled
12:46projects, projects that were over
12:48budget, behind schedule, and I was down
12:51in Sarasota, Florida, managing a uh HR
12:54software development project for Arthur
12:56Anderson. And the project was millions
12:59of dollars over budget and over a year
13:02behind schedule.
13:04Within 3 weeks, everything was ticking
13:08and everyone was shocked that the
13:10project was back on schedule and was
13:13hitting deadlines uh every week uh
13:18finishing key pieces of it. And what I
13:21found was the most important thing that
13:24a project manager can do is being the
13:28person who can translate between the
13:31business and the dev team in a way that
13:35makes it possible for everybody to get
13:37what it is they want. Recently working
13:40for Green River College here in the
13:43Seattle area, the college and I decided
13:46that perhaps coming up with a new
13:49continuing education program for a
13:51business analyst track was a very very
13:54good idea. We used something called the
13:57PDCA methodology. PDCA plans for plan,
14:01do, check, act. And this is a
14:04methodology that is tried and true.
14:08First of all, we did our planning. We
14:10took a look at the potential curriculum,
14:13the potential audience, how long this
14:15particular course should take. Then we
14:19went into the D, which stands for do. We
14:22developed all of the different
14:23courseware. The next step was C, which
14:26plans for check. What we did was we ran
14:29a quick beta class. We got feedback from
14:32a lot of the different participants. We
14:35upgraded what we needed to go ahead and
14:38fix. And then finally, the A was act.
14:41We're now ready to go ahead and roll out
14:43this new curriculum on a full-time
14:45basis.
14:47An example of a project that I have
14:49worked on is a cyber security course in
14:52a cyber security program for UC
14:54Berkeley. And my involvement in that
14:57process was working with ex external
15:00stakeholders which were the faculty
15:02working with our internal stakeholders
15:04which were several different types of
15:06roles. They were people who were working
15:07on graphics for that course, people who
15:09were working in production for that
15:11course and then people who were also on
15:12the support end. So my role was to make
15:16sure that external stakeholders were
15:17very clear on the different milestones
15:19that they had to accomplish in order to
15:21make sure that the internal stakeholders
15:23were able to do their job and that we
15:25were able to successfully launch the
15:27course on time for our online students.
15:34[Music]
15:40Welcome to program, project, portfolio.
15:43What's the difference? After watching
15:46this video, you will be able to compare
15:48and contrast a program, a project, and a
15:51portfolio in project management and
15:54differentiate between project, product,
15:57and portfolio managers.
16:01The terms project, program, and
16:03portfolio are often confused or used
16:06interchangeably. However, these terms
16:08have distinct meanings in the context of
16:10project management.
16:12First, what is a project? The project
16:15management institute, also known as PMI,
16:19defines a project as a temporary
16:21endeavor undertaken to create a unique
16:23product, service, or result.
16:28Projects are temporary, meaning they
16:30have a clear beginning and end. They are
16:32complete when the project goals are
16:34achieved or when the project is no
16:36longer viable. Projects can stand
16:38independently or be part of a larger
16:41program or portfolio. A successful
16:43project meets or exceeds the
16:45stakeholders expectations.
16:48Projects are distinct from operations.
16:50To determine if what you are working on
16:52is a project, ask yourself the following
16:54questions. Is it unique? Is there a way
16:57to determine when the project will be
16:59completed? Is there a way to measure
17:01stakeholder satisfaction? It is a
17:04project if you have answered yes to all
17:06these questions.
17:08An example of a project might be a
17:10social media campaign for a product.
17:12This meets all three criteria from the
17:14previous slide. It is unique because the
17:17product will launch only once. It has an
17:20end state because after launch the
17:22project concludes and produces
17:24measurable value such as the percent
17:26increase in product usage after the
17:28campaign.
17:30Next, a program is a group of similar or
17:33related projects managed as a group
17:35rather than independently. Programs are
17:38most useful when a group of projects
17:40sees benefits from being managed that it
17:42wouldn't see individually. The goal of a
17:44program is to realize the advantages for
17:46the entire organization. Implementing
17:49programs makes it easier to determine
17:51which projects produce value for the
17:52business. Like projects, programs are
17:55temporary organizations. When all
17:57projects in a program are complete, the
18:00program is also complete. All programs
18:03share four traits. They are large,
18:06incorporating multiple projects with a
18:08wide scope. Long-term as it takes a
18:11while for a business to see the benefits
18:13from multiple projects. General, able to
18:17encompass a range of relevant projects.
18:20Strategic, serving the overall strategic
18:22goals of the organization rather than a
18:24single project.
18:26An example of a program might be all
18:29marketing campaigns that use multiple
18:31channels for a single product, including
18:33social media platforms, digital
18:35advertising, and print advertising.
18:39While the individual marketing campaigns
18:40in each channel serve as separate
18:42projects, together they form a single
18:45marketing program.
18:47By contrast, a portfolio is a group of
18:50programs and projects within the same
18:52organization. These programs and
18:54projects may or may not be related. Like
18:57programs, portfolios are useful when a
18:59group of projects and programs would
19:01benefit from being managed as a whole.
19:03Unlike programs and projects, managing a
19:06portfolio is a continuous process, and
19:09new programs and projects are included
19:10in the portfolio as they are started.
19:13All portfolio elements must align with
19:15the company's overall strategy and
19:17goals. The goal of a portfolio is to
19:20help an organization meet its long-term
19:21objectives. If a project is a social
19:24media campaign and a program is the
19:27entire marketing campaign on multiple
19:29channels, then a portfolio would be all
19:31the projects and programs that concern
19:34the product. A portfolio could include
19:36all social media campaigns for all of
19:38the organization's products. This might
19:40include marketing and other departments
19:43such as production, design, and
19:45distribution.
19:46As there are differences between a
19:48project, program and portfolio, there
19:50are differences between a project
19:52manager, program manager, and portfolio
19:55manager. A project manager has a
19:57responsibility to ensure that an
19:59individual project is managed within
20:01time, cost, and quality constraints.
20:03They typically focus on how to get work
20:05done at a tactical level, and their
20:08day-to-day tasks mainly focus on
20:10timelines, resource allocation, and
20:12assigning tasks. A program manager on
20:16the other hand is responsible for
20:17ensuring a larger group of projects is
20:19completed. They are focused on ensuring
20:22that the overall program is meeting key
20:24business objectives. Their day-to-day
20:26tasks mainly involve resource management
20:28across multiple projects, improving
20:30processes and tools, and tracking
20:32long-term timelines and large budgets. A
20:35portfolio manager is responsible for
20:37ensuring that groups of programs that
20:39may not be related to one another are
20:41being delivered and that they are
20:43contributing to broader business
20:44objectives. They are primarily focused
20:46on ensuring that the portfolio of
20:48programs is aligned to the overall
20:50organizational strategy. Daytoday they
20:53meet with executives, build portfolio
20:55level road maps to provide direction to
20:57programs and project managers and track
21:00and balance resources and costs across
21:02multiple programs.
21:04In this video, you learned that a
21:07project is an endeavor that is unique,
21:09temporary, completable, and measurable.
21:12A program is a collection of projects
21:15that is large, long-term, general, and
21:18strategic projects. A portfolio is a
21:21collection of projects and programs that
21:23is ongoing and aligns with the
21:25organization's strategic objectives.
21:32[Music]
21:37Welcome to the role project management
21:39plays in projects. After watching this
21:42video, you will be able to list traits
21:45of successful project management.
21:47Explain the six aspects of a project
21:49that a project management addresses.
21:51Explain the purpose of monitoring and
21:53reporting on a project. As you have
21:56learned previously, project management
21:58is utilizing skills, tools, and
22:00knowledge to manage projects
22:02successfully. It is used not to manage
22:05day-to-day operations, but to manage
22:07temporary and unique projects. Karen
22:10Tate is president and founder of the
22:12Griffin Tate Group Incorporated, a
22:14project management institute charter
22:16global registered education provider
22:18specializing in training for the project
22:20management community. She says, "Trying
22:23to manage a project without project
22:25management is like trying to play a
22:27football game without any game plan.
22:30Successful project management helps
22:32create successful projects. Project
22:34management aims to prevent projects from
22:37going over budget or running late.
22:39Provide tools like work breakdown
22:41structures, client information sheets,
22:43and project plans to help teams navigate
22:46their work. Clarify roles and
22:48responsibilities across the team.
22:51Communicate across all project team
22:52members and key stakeholders to build
22:54alignment.
22:56Manage how the project is delivered,
22:58including clarifying dependencies and
23:00downstream impacts. Assess and manage
23:03risks and issues that the project faces.
23:06Drive quality assurance for the outputs
23:08of the project. Monitor and report on
23:11results to the team, leadership, and key
23:13stakeholders. The purpose of a project
23:16is to achieve a particular objective and
23:18to produce measurable value. The
23:21objective of project management on the
23:23other hand is to control how these
23:25project goals are achieved. Project
23:27management is about estimating and
23:29controlling six constraints. Scope,
23:32schedule, financials, risk, quality, and
23:36resources.
23:37The project scope establishes
23:39objectives, requirements, and extent of
23:42the work. A project schedule determines
23:45how and when the work is executed.
23:48Project financials determine how much
23:50can be spent to achieve the project's
23:52goals and should be managed for
23:53budgeting purposes.
23:55A project risk assessment identifies any
23:58events that may have a negative impact
24:00on any other of the project constraints
24:02and puts a plan in place to mitigate
24:04those risks.
24:06Project quality includes the standards
24:08and criteria set by stakeholders and is
24:10managed through quality assurance
24:12processes that review a project's
24:14performance on a regular basis.
24:16Lastly, the project's resources include
24:19the people, equipment, or technology
24:21required to complete a project. You've
24:24learned that an example of a project
24:26would be a social media campaign for a
24:28product. The successful completion of a
24:30social media campaign project would
24:32involve determining the objectives of
24:34the social media campaign and any
24:36requirements and scheduling social media
24:38campaign releases. It would also include
24:41estimating the cost, ensuring the social
24:43media meets the organization's quality
24:45standards, assessing risks such as
24:47making sure advertised assets are in
24:49place in a timely fashion, and
24:51allocating the appropriate personnel for
24:53the work. Monitoring the status of a
24:56project is crucial to project
24:57management. In order to control these
24:59six constraints, projects must be
25:02regularly monitored. While monitoring a
25:04project's progress against the required
25:06objectives and deliverables, project
25:08managers may find they need to adjust
25:09the project schedule or budget.
25:11Monitoring may also identify risks or
25:14resource issues that may require
25:16requirements to be altered. When
25:18monitoring a project's progress, project
25:20reporting is regularly needed to
25:22communicate the project's status to the
25:24team and stakeholders. Reports should
25:26maintain and update the project schedule
25:28and progress against the requirements
25:30and deliverables. Reports may also
25:32contain budget information. As a project
25:35schedule and budget are living
25:36documents, they may change as the
25:38project progresses. Reporting
25:40communicates these changes regarding the
25:42project to the team. Regular reporting
25:44should convey information that
25:46accurately assesses, reports on, and
25:48notifies team members about any other
25:51changes to the project as necessary.
25:53Project managers may use digital tools
25:56to monitor and report on their projects.
25:58Project management monitoring tools are
26:00used to track the tasks, due dates, who
26:03is responsible, spending, issues, and
26:06status of project assets. For reporting,
26:10they may have a presentation template
26:12they update weekly to communicate the
26:14status and issues to key stakeholders.
26:17They may also have email templates they
26:19use to send out reports on a regular
26:21cadence. In this video, you learned that
26:24successful project management keeps
26:26projects within budget and on time,
26:28provides needed tools to the team,
26:30clarifies responsibilities, facilitates
26:32communication, manages delivery and
26:35risks, drives quality, and monitors and
26:38reports results. Project management
26:40seeks to control the scope, schedule,
26:43financials, risk, quality, and resources
26:46of the project.
26:48Monitoring is used to assess the
26:50progress of a project against its
26:51deliverables. Whereas reporting
26:53communicates this progress to the team.
27:00[Music]
27:05Welcome to expert viewpoints. What's a
27:07project? In this video, we will hear
27:10from project managers describing what a
27:12project entails and the role project
27:14management plays in a project success.
27:17Question number one is what's a project?
27:20For me to correctly respond to that
27:22question, I'll share the project
27:24management institutees three-phaseed
27:26definition of a project. First and
27:28foremost, a project is unique. Every
27:31project is different. A project manager
27:34needs to really understand how each
27:36project is different and tailor their
27:38planning accordingly. Secondly, every
27:41project has a defined beginning and a
27:43defined end. It's very very important
27:46for the project manager to not only
27:48understand when the project begins but
27:50how it's going to end as well. What will
27:53you do with the final product or
27:55service? Who will you transition it to?
27:58The third piece of the PMI definition is
28:01all projects are achieved through
28:03progressive elaboration. What do we mean
28:06by that? When we first begin a project,
28:08we really don't understand what the
28:10total scope of the project is. The first
28:12step that you're going to take is
28:14creation of a project charter. This
28:16explains the scope at a very very high
28:18level. Progressive elaboration means
28:21that as we continue to go ahead and
28:23understand the details of the project,
28:26we become more and more detailed and
28:28more and more granular until at the end
28:31we have a project plan that is detailed
28:33to the point where you can execute the
28:35project.
28:36>> Simply put, it's a sync task that have
28:39an outcome. with that. It could be easy
28:41as making a PB&J.
28:44Okay? So, you start with two slices of
28:46bread, peanut butter, and jelly. But
28:49it's the overall outcome. How do you go
28:51ahead and create the task in order to
28:53complete your PB and jelly? That way,
28:55you can enjoy it.
28:57>> A project can be called any work that is
29:01gathered around a specific set of goals.
29:04So what is it that the business wants to
29:06accomplish and putting it together and
29:09understanding how you're going to
29:10accomplish it?
29:11>> So in my experience as a project
29:13manager, a project is something that
29:17really kind of has an end date. It has a
29:20specific goal that a team or a company
29:24is trying to accomplish. And it's really
29:27something that is pretty contained in
29:30and of itself.
29:31>> A project can be anything. My focus has
29:33been in online learning but a project
29:35can be anything that has a deadline that
29:38is going to mark its launch or its
29:41delivery. So my focus has been in
29:44digital products for online learning but
29:46it can be anything.
29:48>> What role does project management play
29:50in a project success?
29:53>> One of the things that you'll learn is
29:56RACI RAI. This is a way of defining
29:59roles and responsibilities for a
30:02particular team member. R stands for
30:04responsible, A accountable, C consult
30:07and I inform.
30:10In a nutshell, the project manager is
30:12responsible to do work, accountable for
30:15the outcomes of the work, a consultant
30:18in terms of providing expertise and
30:20needs to be a provider of information
30:23and a receiver of information as well.
30:26We are the key responsible players that
30:28are responsible for the overall project
30:30itself. When it comes to the outcome,
30:33somebody is going to have to go
30:34somewhere and be like, who's
30:36responsible? They go to the project
30:38manager. They have to manage scope,
30:41budget, and schedule in order to have a
30:44successful project. Sometimes we might
30:46go a little bit out of budget, but where
30:48do we budget out from? Is it going to be
30:51from the scope and we're going to do
30:53less scope or do we slow down the
30:56schedule or speed it up if we have an
30:58increased budget?
31:00>> So this can you know vary from team to
31:03team project to project but very often
31:07includes the project manager in
31:09gathering the business requirements
31:10working with the business analysts and
31:12the business side all the way up to the
31:14seauite to understand what the business
31:16wants and then starting the planning.
31:19You have everything from the diplomacy
31:21that you have to do in terms of working
31:23and inspiring those that are on your
31:26team to dealing with troubleshooting
31:28when things go wrong. And
31:30>> I believe that a a good project manager
31:32really helps make a project successful
31:35because they help move that project
31:37along. They help resolve any issues or
31:40blockers. They have relationships with
31:43all of the stakeholders and they're
31:45really able to get clarification on
31:48questions. If members of the team have
31:50questions, they're able to resolve
31:52issues. If people on the team have
31:54issues, they're the person making sure
31:57that all of the different stakeholders
31:59are keeping to their milestones and
32:03ultimately they're the one responsible
32:05or at least one of the people
32:07responsible for making sure that the
32:09product launches on time. And if for any
32:12reason it doesn't launch on time, that
32:14the proper communication channel has
32:16been opened so that if it's not going to
32:18happen on time, that there's a plan,
32:20that someone knows that it's not going
32:22to happen on time, and that there's a
32:23plan B. So, they're the person shuffling
32:26every single different step along the
32:28way, making sure that everyone is
32:30successful.
32:36[Music]
32:42Welcome to expert viewpoints,
32:44misconceptions about project management.
32:46In this video, we will hear from project
32:49managers discussing some common
32:51misconceptions about project management
32:53and tasks that fall outside the purview
32:55of a project manager's responsibilities.
32:58>> That's a very easy response for me. One
33:01of the biggest misconceptions is that a
33:03project manager has to be the expert.
33:06The project manager needs to be
33:09understanding of all aspects of
33:11everything that is happening in the
33:13project. That is a huge misconception.
33:16One of my favorite quotes that I've
33:17heard in the past is know what you know,
33:20know what you don't know, and surround
33:21yourself with people who know what you
33:23don't know. A good project manager does
33:25not quote unquote bite off more than he
33:28or she can chew. You need to be in
33:31control of the project. You need to make
33:33sure that all of the different moving
33:35parts are moving in the right direction.
33:38You do not necessarily have to be the
33:40expert.
33:41>> A lot of the times in terms of their own
33:44workload, a lot of people uh have this
33:47kind of misconception that project
33:50managers are there micromanaging
33:53uh people on the team. And the most
33:55successful project managers that I've
33:57seen really are there with not only a
34:01vision but a very clear directive. And
34:04then once the team has that directive
34:06and and they have all the information
34:08they need, they're able to really
34:11self-manage even more successfully and
34:14efficiently than if they don't have that
34:17information. A lot of it has to do with
34:20the idea that people expect that if
34:21you're a project manager that you've
34:24basically planned out the entire P
34:27project and scheduled everything.
34:30>> Some misconceptions about project
34:32management are that they are the manager
34:36of every single person uh on the
34:38project. So an important thing to know
34:41about a project manager is that while
34:43they're communicating with different
34:44stakeholders along the way, they are
34:47quite often and most often not the
34:50actual manager of those different
34:52stakeholders. So they're managing the
34:54task, managing the timeline, but they're
34:56not the direct managers of the different
34:59people involved. So they have to
35:01communicate if necessary, if there's any
35:03escalations with those stakeholders
35:06managers. So there's a separate kind of
35:09dotted line with these roles.
35:14>> What falls outside the scope of project
35:16management?
35:17>> We always want to plan prior. We work
35:20out with the statement of work if there
35:22is one. We go ahead and all agree as far
35:25as the scope and then we move forward
35:28with implementation. Anything outside of
35:31the agreed upon scope is technically
35:34considered as either scope creep or just
35:36out of scope altogether.
35:39I think project managers while they are
35:42responsible for resourcing things like
35:45resourcing and budgets, they aren't HR
35:48professionals or finance professionals.
35:52So they need to have great relationships
35:55with people in HR and in the finance
35:58department, but uh they don't need to be
36:02responsible or something that falls
36:04outside of the scope of project
36:06management is for them to really have
36:09those skill sets in human resources and
36:13finance.
36:14>> In terms of what falls outside the realm
36:17of project management, my opinion is
36:20nothing. There's uh as a project
36:22manager, I've been called to add value
36:26everywhere from ideiation all the way
36:29down to final distribution of uh a
36:32product, a website, a piece of software.
36:35So, as a project manager, my feeling is
36:39you have to be ready to do whatever it
36:41takes to get the job done.
36:44What falls outside of the scope of
36:46project management is direct leadership
36:50to different stakeholders. So as I
36:53mentioned previously, stakeholders are
36:56not managed by project managers. The
36:59project manager is focused on the
37:00timeline. So the project manager does
37:02not have to be responsible for
37:06different parts of each m each each
37:09stakeholder's jobs. They're only focused
37:12on the timeline on communicating
37:15obstacles across the team and making
37:18sure that they're removing those
37:20obstacles. But they are not the actual
37:23leadership member that is directly
37:27involved with managing each stakeholder.
37:34[Music]
37:39Welcome to who project managers work
37:42with. After watching this video, you
37:44will be able to list who project
37:46managers interact with when managing
37:48projects. Summarize the types of
37:51interactions project managers have with
37:52those they work with. Stakeholders are
37:55individuals, groups, and organizations
37:58that can impact or be impacted by a
38:00project. This can include impact during
38:02the production of the project or it can
38:04include impact after the completion of
38:06the project. Basically, anyone involved
38:08with the project is a stakeholder.
38:11Engaging with stakeholders is essential
38:12to managing projects. Project managers
38:15must be able to effectively identify,
38:17analyze, and proactively engage with
38:19stakeholders from the beginning to the
38:21end of the project. By effectively
38:24interacting with various stakeholders,
38:26project managers and stakeholders alike
38:28can align their goals with the project's
38:29objectives. This also allows the project
38:32team to adjust the project in response
38:33to changes and new developments. Some
38:36key individuals and teams that the
38:38project manager interacts with include
38:41executives, legal, sales and marketing,
38:44IT, operations, HR and recruiting,
38:47external stakeholders, project teams.
38:51Project managers work with executives on
38:53a number of different tasks. Executives
38:55must work with project managers without
38:57their roles overlapping. Project
38:59managers work with executives to ensure
39:02their roles do not overlap. Align the
39:04project to corporate strategy,
39:06communicating a goal and vision for the
39:08project. Build support for the project
39:10and gain assistance evangelizing.
39:13Encourage and champion team members.
39:16Work to gain budget and resources for
39:17the project. Create an environment for
39:20the project manager and team to thrive.
39:23Project managers also work with legal
39:25teams. Interactions with legal teams are
39:27especially necessary when there are
39:29specific laws, contractual obligations,
39:32and legal concerns that the project and
39:34its team must pay attention to. Project
39:36managers may also work with the legal
39:38team when they are involved in contracts
39:40for project work. Another department
39:43that project managers may work with is
39:45sales and marketing. There are
39:47interactions with sales and marketing if
39:48the project produces a product or
39:50service to sell or it changes an
39:52existing product or service. Sales and
39:55marketing departments will likely be
39:56involved. Sales and marketing
39:58departments can provide crucial
40:00information on sales messaging and
40:02customer satisfaction.
40:04Project managers will also work with the
40:06IT team to manage any systems internal
40:09or external required for a project. IT
40:12will provide technical support to the
40:14team for project success. If the project
40:16involves software development, project
40:18managers will need to work with
40:20developers in IT as part of the project
40:22team. In some instances, IT
40:24professionals can be leveraged as
40:26members of the project team in order to
40:28lend technical support. Project managers
40:31may also work with the operations
40:33department. If the project delivery or
40:35outcomes will impact how the
40:36organization functions, the project
40:38manager will also involve operations to
40:40ensure a smooth project transition from
40:42development into operations.
40:44Another department that project managers
40:46may work with is human resources, often
40:49referred to as HR and recruiting. Since
40:52project managers are responsible for
40:53managing labor resources and the team
40:55members involved who work on a project,
40:57they may need to bring people in from
40:58other departments or hire external
41:00personnel or contractors. In these
41:03cases, HR and recruiting can help
41:05project managers get the workers they
41:07need.
41:09Project managers interact with many
41:10people outside the organization.
41:13Individuals they frequently meet with
41:14include suppliers who provide a service
41:17required for the project, clients who
41:20request the services or the product
41:22being developed for the project,
41:24customers who may be contacted if they
41:26are involved in the design or testing of
41:28the product, consultants who provide
41:30expertise on one or more aspects of the
41:32project. Finally, the project team is
41:36also a group of stakeholders. Project
41:38managers work with all team members to
41:40gather status, manage issues and risks,
41:43drive the timeline and budget, and more
41:45to support the project's completion.
41:48Project teams actively work with other
41:50stakeholders in order to ensure that
41:52everyone understands the others
41:53interests, needs, and opinions. This
41:56maximizes project performance and
41:57outcomes, and it increases stakeholder
42:00satisfaction.
42:02In this video, you learned that project
42:04managers work with executives to align
42:07projects to corporate strategy, legal to
42:10address legal and contract issues, sales
42:12and marketing to manage products that
42:14are being sold, IT to help with
42:17technical systems, operations to ensure
42:20smooth transition if the project affects
42:22the organization.
42:24HR and recruiting to recruit personnel,
42:26external stakeholders to work with
42:28suppliers, clients, customers, and
42:30consultants, project teams to support
42:33the project's completion.
42:39[Music]
42:45Welcome to project management
42:46methodologies. After watching this
42:49video, you will be able to explain the
42:51purpose of the project management body
42:53of knowledge PM.
42:56List commonly used project management
42:58methodologies. Compare and contrast
43:00project management methodologies
43:02including waterfall, critical path,
43:04critical chain, agile, lean, and six
43:08sigma. The project management institute
43:11known as the PMI is a leader in project
43:13management and provides a set of project
43:15management guidelines called the project
43:17management body of knowledge or PM.
43:21The PMO is a set of project management
43:24guidelines, best practices and
43:26processes. The PMB intends to make
43:30project management more effective within
43:32cost, scope and time constraints. The
43:35PMI provides a certification based on
43:37the PMB called the project management
43:40professional or PMP certification.
43:44The seventh edition or PMBK7
43:47was released in 2021.
43:50PMBK7 shifted from PMBK6's phase-based
43:54project management to principles-based
43:56project management. With the
43:58principles-based project management
44:00focus, the PMBK7 enables the guidelines
44:04to be readily applied to different types
44:05of projects, say to a manufacturing
44:08project instead of a software
44:10development project.
44:13Details and tools are provided for each
44:15principle. The PMBK7 also enables
44:18tailoring the project management
44:20approach to a suitable adaptation for
44:22that project's environment.
44:25The PMBB can be applied via a wide
44:27variety of project management
44:29methodologies. We will discuss several
44:32waterfall, critical path, critical
44:34chain, agile, lean and six sigma.
44:41The waterfall method is one of the
44:43oldest project management methodologies.
44:45It consists of linear non-over
44:47overlapping phases including identifying
44:50requirements, analysis, design,
44:53building, testing, and operations. It is
44:57a rigid structured approach to project
44:59management that doesn't provide
45:01flexibility for changing requirements.
45:04The structured approach to managing the
45:06project, gathering product requirements,
45:08and gaining approvals helps to minimize
45:10cost overruns if the estimation is
45:13accurate and requirement changes are
45:15minimal. The critical path method of
45:17project management is like waterfall but
45:20accounts for dependencies. The project
45:22manager works with the stakeholders to
45:25identify and order requirements using a
45:27work breakdown structure. Each task's
45:30completion time is estimated like
45:33waterfall. The critical path method does
45:35not provide room for changing
45:37requirements.
45:39In this example, you see three paths
45:42that can be worked on simultaneously.
45:44The critical path is the path that takes
45:46the longest amount of time. The critical
45:49path is shown here in blue. Since the
45:51critical path is the longest, it
45:53estimates the length of the project.
45:56There are three main parts to the
45:58critical chain method. The critical
46:00path, the feeding chain, and resource
46:03buffers. The feeding chains are
46:05concurrent secondary paths to the
46:07critical path, also comprised of
46:09dependent tasks.
46:12The feeding chains eventually merge into
46:14a single task within the critical path.
46:17Resource buffers are additional
46:19resources built into the critical path
46:21to provide a measure of leeway in the
46:23critical path in case the path does not
46:25go as planned.
46:28Resource buffers include additional team
46:30members, equipment or time to the
46:32critical path tasks.
46:35Agile was designed to address waterfall
46:37shortcomings, namely its inflexibility
46:40and changing requirements later in the
46:42process. Instead of having long and
46:44strict project phases, the project is
46:46run in iterations two weeks in length
46:49called sprints. Design decisions,
46:52implementation decisions, prototypes,
46:54and client feedback are processed during
46:57the sprint, consistently allowing the
46:59stakeholders to provide regular feedback
47:02and consequently iterating on the
47:04project's development. Agile is often
47:06paired with other more robust project
47:08management strategies such as conbon,
47:11scrum or extreme programming.
47:15Four core values govern agile
47:17methodology. These values are
47:20individuals and interactions over
47:22process and tools. Working software over
47:25comprehensive documentation.
47:27Customer collaboration over contract
47:30negotiation.
47:31Responding to change over following a
47:33plan.
47:35It also has 12 guiding principles
47:37developed to produce self-governed,
47:39highly collaborative and adaptable
47:41teams.
47:43The lean project management methodology
47:45focuses on delivering value and
47:47minimizing the waste of resources or
47:49time. One of the key principles of lean
47:52is flow. Flow is about moving the
47:54product through stages quickly,
47:56continuously, and efficiently, making
47:58room for the next. Work is done in a
48:01steady flow rather than in batches.
48:04While agile has bi-weekly sprints, lean
48:07is a continuous pipeline. Agile is well
48:10suited for development processes such as
48:12software. Whereas lean is better applied
48:14to production.
48:16The six sigma method is a collection of
48:18tools and techniques to improve
48:20processes.
48:22This method originated in manufacturing
48:24and is datadriven.
48:26The term six sigma comes from statistics
48:29referring to the number of defective
48:31products that are equal to or less than
48:34six standard deviations from the mean in
48:36a normal distribution. The six sigma
48:38methodology is often credited with
48:41revolutionizing quality management by
48:43innovating it into its profession versus
48:46something handled by the production
48:47team. To apply the six sigma method,
48:50accurate data is needed. One of the main
48:52criticisms of this method is the over
48:54reliance on this type of documentation.
48:58In this video, you learned that the PNB
49:02is a set of project management best
49:03practices, guidelines, and processes
49:06intended to make project management more
49:08effective. Waterfall, critical path, and
49:12critical chain methodologies use a
49:14linear structured approach where tasks
49:16take place in either mutually exclusive
49:18phases or sequences. Agile focuses on
49:21development and development is run
49:23iteratively where iterations
49:25consistently improve on the previous
49:27one. Lean is focused on continual
49:30production flow while delivering value
49:32and minimizing waste. Six sigma is data
49:35focused and manufacturing driven.
49:43[Music]
49:49Welcome to expert viewpoints project
49:51management methodologies.
49:53In this video we will hear from project
49:56managers discussing the project
49:57management methodologies they have used
49:59as project managers such as agile
50:02waterfall or something else.
50:04>> At my company we do a lot of technical
50:06implementations directly with frontline
50:08customers whether it's from finance,
50:12health, tech, whatever it might be. We
50:14have so many different types of
50:15companies. Typically at my company, we
50:17do like to go ahead and use hybrid or
50:21agile methodologies. They just are best
50:24fit for our company. However, we do see
50:26many different types of customers that
50:28have preferences, whether it's agile,
50:31waterfall, hybrid, scrum, and we go
50:34ahead and just customize towards them.
50:36>> As a project manager, I've used a
50:38variety of methodologies. Uh the two
50:40biggest ones being both agile and
50:42waterfall. So I cut my teeth early
50:45stages of uh the computer revolution uh
50:49as a waterfall project manager using
50:52Microsoft project. But even then in the
50:55early days well before agile was a
50:58formulated uh methodology uh we were
51:01often using agile techniques uh
51:04everything from having standups daily um
51:08generally in the morning uh but
51:09depending on where the team was it could
51:11be spread around uh all the way to how
51:14we were formulating our ability to do
51:16rapid prototyping. So uh and then within
51:20that you know the beauty of really
51:22learning all the different things that
51:24can uh be used to properly manage a
51:28project is creatively putting those
51:31together depending on the project.
51:34>> The most common methodology that I have
51:36used in my career has been a hybrid
51:38model. A hybrid approach where you do
51:42most of your work uh day-to-day work in
51:45an agile fashion. you have all of the
51:47agile ceremonies like daily standups and
51:50retrospectives
51:52but a lot of the work is also uh kind of
51:55managed at a higher level in a waterfall
51:58approach. So a lot of the the work that
52:01I have done has been in a kind of a
52:04hybrid agile waterfall approach.
52:07>> In my experience I've had the
52:09opportunity to manage and be part of a
52:13variety of different projects. I've been
52:16part of typical waterfall projects where
52:19we plan, we do, we check and we act.
52:21I've been part of agile projects as well
52:24where we plan, do, check, and learn. The
52:27one piece of advice that I'd like to go
52:29ahead and share with you in terms of
52:32choosing a methodology was developed by
52:34a gentleman named Ralph Stacy. Whenever
52:37you are encountered with the challenge
52:40of managing a new project, look at two
52:42aspects of the project. Aspect number
52:44one, how much agreement is there among
52:47stakeholders in terms of the
52:49deliverables that are going to be
52:50required?
52:52Consideration number two, how complex is
52:55technology and how much innovation and
52:58creativity is going to be required? If
53:01the agreement on what success looks like
53:03is low and the complexity is very very
53:06high then I recommend that you lean
53:09toward an agile methodology to complete
53:12the project. If the agreement among
53:15stakeholders on deliverables is very
53:18very high and the complexity is
53:20relatively low then in all likelihood a
53:23predictive or waterfall project will be
53:25most appropriate for you to be
53:27successful on the project.
53:29The methodologies that I have used in my
53:32own projects have been both waterfall
53:34and agile timelines. And when I first
53:39started in overseeing projects, it was
53:41very waterfall based because the volume
53:44of projects was not as big as it was
53:47later on in my career. So the waterfall
53:50method was really good for having a
53:52smaller amount of projects where we
53:55could manage these waterfall waterfall
53:57style um milestone calendars for
54:00different stakeholders. Agile really
54:03came into play when there were a lot
54:06more projects that were launching all at
54:09once. My experience has been online
54:12learning. So to put that into
54:13perspective, I could have been at one
54:16point launching maybe two or three
54:18quarters, two or three courses a quarter
54:21where later on in my career, it was clo
54:23a lot closer to um 10 courses per
54:27quarter. So that meant having to be a
54:30lot more agile in the calendars and
54:33being able to actually be identify
54:36points of flexibility and also open up
54:40better communication channels to launch
54:42the courses on time.
54:47[Music]
54:54Welcome to traditional versus modern
54:56project management.
54:57After watching this video, you will be
55:00able to describe features of traditional
55:02project management and modern project
55:04management. Compare and contrast
55:06advantages of modern and traditional
55:08project management. Traditional project
55:11management is based on predictable
55:13cycles, processes, and tools. This is in
55:16part what has made it so successful for
55:18so long. Rather than working in short
55:21cycles on automatic pieces of work,
55:23traditional project management work
55:25plans the work linearly from start to
55:28finish that is executed sequentially
55:30with a focus on upfront planning,
55:32documentation, and the project
55:34management life cycle. Changes are only
55:37made when necessary. But there have been
55:39several shifts in project management
55:41towards a more modern method. Modern
55:44project management is the type of
55:45project management that you have been
55:47learning in this series.
55:49Instead of large, inflexible projects,
55:52modern project management breaks large
55:54objectives into smaller, more manageable
55:56pieces with clear end goals. Modern
55:59project management often incorporates an
56:02agile or hybrid project management
56:04methodology, allowing teams to be more
56:06flexible in their scope, processes, and
56:09tools.
56:11As organizations have evolved to be more
56:13fast-paced and global, modern projects
56:16have required an evolution of project
56:18management. Traditional project
56:20management involved static fixed
56:22projects where timelines, budgets,
56:24deliverables, and resources changed
56:27infrequently. Requirements were set at
56:29the beginning of the project and changed
56:31little. In contrast, modern project
56:34management involves projects that
56:36fluctuate. They require fluidity and
56:39must be managed such that they are agile
56:41and flexible. Development happens
56:43iteratively. They are often large and
56:45involve multiple teams working together.
56:48Due to trends in globalization and
56:50remote work and the development of
56:52project management and collaboration
56:53software, modern projects can also now
56:56be managed virtually.
56:58The evolution to modern project
57:00management has several advantages,
57:02including increased flexibility that
57:05allows organizations to respond to
57:07changing business objectives,
57:08competitive pressures, or global events,
57:11faster time to market, identifying and
57:14fixing issues more quickly, increases in
57:16productivity and retention, capital and
57:19operational cost savings from a remote
57:21workforce. There are also a few
57:23disadvantages of modern project
57:25management.
57:26Teams can lose sight of the overall
57:28vision and objectives for a project. So
57:31the project can seem to have no end.
57:34Project deliverables can go to market
57:36unfinished with the view that the team
57:38will complete it later. Since teams
57:41focus on delivering project
57:42deliverables, necessary documentation
57:44can be forgotten or incomplete.
57:47Team members can feel as though they
57:49aren't connected to the organization or
57:51that they aren't supported. There have
57:53also been shifts in how organizations
57:55are structured and operate that have had
57:58an impact on modern project management.
58:00Organizations have become far more
58:02global with the rise of modern
58:03technology. Many organizations have
58:06teams that work across time zones and
58:08countries. This means that organizations
58:10have diverse cultures and have a more
58:13flexible work environment. Globalization
58:15and an increase in remote work also
58:18means that more work is done virtually
58:20and globally. Project management and
58:22collaboration tools have also supported
58:24this shift. While many organizations
58:27have evolved their project management
58:29styles, modern project management has
58:31both advantages and disadvantages.
58:34Agile project management methods allow
58:36organizations to manage projects with
58:38more flexibility. That increased
58:40flexibility allows organizations to
58:42change their project deliverables or
58:44outcomes based on any number of factors.
58:47This means that organizations can more
58:49easily adapt in an everanging world. But
58:52this flexibility can also become a
58:54disadvantage when an organization does
58:56not have a clear vision at the beginning
58:58of the project or it changes its project
59:01objectivity many times. Teams can lose
59:04sight of what they are working on and it
59:07may feel like there is no definite end
59:08to the project. Modern project
59:10management methods also focus on
59:12increasing an organization's time to
59:14market. While this is a benefit as
59:17organizations can start realizing value
59:19from their projects more quickly,
59:21occasionally project deliverables can go
59:23to market unfinished as teams believe
59:26they can just complete it in the next
59:27cycle. Another benefit is that teams can
59:30identify and fix issues with project
59:32deliverables more quickly. But since
59:35teams are focused on delivering project
59:37deliverables quickly and fixing issues,
59:39there's often a lack of focus on
59:41documentation and reducing technical
59:44debt.
59:45Finally, the rise of automated tools and
59:48software has also provided modern
59:50project teams several advantages.
59:53New collaboration tools allow teams to
59:55collaborate more effectively as well as
59:58virtually. Additionally, new tools can
1:00:01automate the time-consuming manual
1:00:03processes in traditional project
1:00:05management such as spreadsheet
1:00:06calculations, report building,
1:00:09monitoring, and exporting data. These
1:00:12tools give project managers more control
1:00:14and flexibility, allowing them to spend
1:00:16more time optimizing the project rather
1:00:19than spending time performing tasks that
1:00:20can be automated. Finally,
1:00:23globalization, remote work, and the rise
1:00:26of project management tools and software
1:00:28allows teams to work virtually from all
1:00:30over the globe. This gives organizations
1:00:33increases in productivity and employee
1:00:35retention. It can also create capital
1:00:38and operational cost savings by having a
1:00:41remote workforce.
1:00:43But in a virtual and remote work model,
1:00:46team members can feel as though they
1:00:47aren't supported or connected to the
1:00:49organization.
1:00:51In this video, you learned that
1:00:54traditional project management is
1:00:56predictable, continuous, and sequential,
1:00:58and it requires planning beforehand.
1:01:01This stability is an advantage of
1:01:03traditional project management.
1:01:06Modern project management is flexible,
1:01:08used for unique projects, and can be
1:01:10started without planning a project all
1:01:12the way to the end.
1:01:14Some of the advantages of modern project
1:01:16management include being able to respond
1:01:18to changes and client feedback, having
1:01:20more flexibility in how work is
1:01:22accomplished, and using tools to
1:01:24automate management processes.
1:01:31[Music]
1:01:37Welcome to recent trends in project
1:01:39management. After watching this video,
1:01:42you will be able to list current trends
1:01:44in project management. Summarize how
1:01:47current trends impact the project
1:01:49management role. Current trends in
1:01:51project management include an emphasis
1:01:53on the use of artificial intelligence or
1:01:57AI, project management software, data
1:02:00analytics, remote teams and a global
1:02:03workforce, hybrid project management
1:02:06methodologies, and soft skills.
1:02:10Recently, more and more organizations
1:02:12have been adopting the use of artificial
1:02:14intelligence called AI across their
1:02:17businesses. The use of AI benefits
1:02:20organizations and project managers in
1:02:23multiple ways. AI can provide insights
1:02:26to product managers and stakeholders by
1:02:29quickly analyzing previous project
1:02:31performance data. With this data, as
1:02:34well as data from other sources, AI can
1:02:36also be used to estimate resource and
1:02:38budget usage and predict risks and
1:02:40issues, helping organizations plan
1:02:43projects with a higher degree of
1:02:44confidence and make quicker decisions
1:02:46while mitigating risks more accurately.
1:02:49Additionally, in the near future, AI is
1:02:52expected to be able to automate many
1:02:54minor administrative tasks that project
1:02:57managers currently do, allowing them to
1:02:59focus more on higher level strategic
1:03:02activities and planning. AI could assist
1:03:04project managers by automatically
1:03:07allocating resources and updating the
1:03:09project schedule and budget based on
1:03:11data. Thanks to the introduction of AI
1:03:14and cloud technologies, project
1:03:16management software has also been
1:03:18upgraded. Project management tools such
1:03:20as ASA, Reich, and Trello are now
1:03:23cloud-based and utilize AI features to
1:03:26facilitate efficient project management
1:03:27operations.
1:03:29A major benefit of project management
1:03:31software is that it allows all
1:03:33stakeholders to easily track project
1:03:35status at any given time.
1:03:38Project management tools can help
1:03:40project managers automatically track
1:03:42costs and time spent working on tasks
1:03:45and use that information to develop cost
1:03:47and resource projections. These
1:03:49projections can help project managers
1:03:51see potential risks and issues earlier
1:03:53in the project and make course
1:03:55corrections based on the data.
1:03:57Additionally, project management
1:03:59software is often used across all an
1:04:01organization's projects and programs.
1:04:04This allows organizations to monitor
1:04:06their projects to have a better
1:04:07understanding of how their projects and
1:04:09programs are working together and helps
1:04:11executives make quick strategic
1:04:13decisions on staffing, cost-saving
1:04:15measures, technology decisions, and
1:04:17more. Project management software and
1:04:20the adoption of AI have given project
1:04:22managers and project stakeholders access
1:04:24to more data than ever before. As
1:04:27discussed, that data is used to help
1:04:29everyone from project managers up to the
1:04:32seauite make decisions.
1:04:34Project managers can use data to
1:04:36estimate scope, measure project
1:04:38progress, and assess risk. But an
1:04:41abundance of data has also required the
1:04:44adoption of data visualization tools.
1:04:46Tools like IBM Cognos, Looker Studio or
1:04:50Tableau can take project and resource
1:04:52data and combine it with other data from
1:04:54the organization to develop a complete
1:04:57picture of key performance indicators
1:04:59and project health. Another trend in
1:05:02project management is the rise of
1:05:03virtual teams. Because of developments
1:05:06in technology, changing corporate
1:05:08values, and the growth of the gig
1:05:10economy, virtual teams have become more
1:05:13common. The onset of the CO 19 pandemic
1:05:16in early 2020 also increased the
1:05:18adoption of work from home policies that
1:05:21allowed some team members to complete
1:05:23work from nearly anywhere.
1:05:25Collaboration tools such as Slack, Zoom,
1:05:28and Microsoft Teams along with project
1:05:31management software such as Jira helps
1:05:33teams to work together even when they
1:05:35are working across different time zones.
1:05:38These tools are particularly helpful for
1:05:40project managers who manage numerous
1:05:42resources across different locations.
1:05:45Hybrid project management methodologies
1:05:48are another trend that has been
1:05:49increasing in recent years. Hybrid
1:05:52project management methodologies
1:05:53incorporate different project management
1:05:55methodologies such as agile, scrum, XP,
1:05:59scaled agile framework, SAFE, waterfall
1:06:03and lean. Organizations are increasingly
1:06:06turning to hybrid methodologies to
1:06:08address the need for flexibility. This
1:06:11allows organizations to find a unique
1:06:13approach that works best in a particular
1:06:15situation, project or industry. This
1:06:19means that project managers must be
1:06:21familiar with many project management
1:06:23methodologies, but also gives them a
1:06:25broader toolbox with which to manage
1:06:27projects.
1:06:29Finally, with the development and
1:06:31adoption of numerous AI tools and
1:06:33project management software, as well as
1:06:35the rise in remote or hybrid remote
1:06:37teams, the project management profession
1:06:40has seen an increase in the need for
1:06:42project managers with strong soft
1:06:44skills.
1:06:46Skills such as emotional intelligence,
1:06:48conflict resolution, communication,
1:06:50negotiation, and mentoring are in high
1:06:53demand. As new technologies like AI and
1:06:56project management software handle more
1:06:58administrative work, project managers
1:07:00are now focusing on other
1:07:02responsibilities that require some of
1:07:04these key soft skills. By developing
1:07:07these skills, project managers are able
1:07:09to better contribute to a project
1:07:11success.
1:07:13In this video, you learned that new
1:07:15trends in project management include the
1:07:17use of artificial intelligence, which
1:07:20can automate administrative tasks.
1:07:22Project management software, which can
1:07:25help project managers monitor a
1:07:27project's resources and schedule in real
1:07:29time. Data analytics, which can help
1:07:32organizations make datadriven decisions
1:07:34about their projects. remote teams and a
1:07:37global workforce which allows teams to
1:07:39work across locations and time zones.
1:07:42Hybrid project management methodologies
1:07:45which apply multiple project management
1:07:47methodologies to the projects they are
1:07:49best suited. Soft skills like
1:07:52communications which are increasingly
1:07:54valuable as emerging technologies do
1:07:56administrative work.
1:08:02[Music]
1:08:07Welcome to expert viewpoints, trends in
1:08:10project management. In this video, we
1:08:13will hear from project managers
1:08:15discussing the evolution of project
1:08:17management and what they like or dislike
1:08:19about recent trends.
1:08:21>> I'm going to go ahead and share two
1:08:23terms with you. Number one, virtual.
1:08:26Number two, technology.
1:08:28Virtual has become a key consideration
1:08:31in project management. We as project
1:08:34managers no longer have the luxury of
1:08:37having an in place team colllocated
1:08:40where we can meet and greet each day. So
1:08:43a project manager needs to be
1:08:44well-versed in how to handle a virtual
1:08:48project and the tools and techniques
1:08:50that are available to him or her. The
1:08:53second is technology. In the past,
1:08:56project management was very easy. Make
1:08:59sure that you have a pad of paper and a
1:09:01pen and write good notes and send
1:09:03emails. Now, we have a variety of
1:09:06different platforms. We have Jira, we
1:09:09have Teams, we have a sauna, we have
1:09:11Box, you name it. There's different
1:09:14technology that is out there that can
1:09:16greatly assist us in managing our
1:09:19projects. But the key challenge is
1:09:21learning them. From my last company
1:09:24where I was in office over to where I'm
1:09:27currently at which is fully remote,
1:09:28things have changed majorly in project
1:09:30management. Previously, everything had
1:09:34to be in person meetings. We thought
1:09:36that it would be much better for a
1:09:38business relationship, which is great to
1:09:41meet people in person, of course, and
1:09:42have that face to face. You could see
1:09:44their emotions, their body language.
1:09:46However, in the new space of remote, you
1:09:50can reach out to anybody at any time and
1:09:53have a quick response just through a
1:09:54quick chat.
1:09:56>> Uh, a big thing that's changed just
1:09:59recently for most of the world is
1:10:01working with remote teams. Now, that's,
1:10:03you know, caused a lot of, uh,
1:10:06challenges for project management. uh
1:10:08from as simple as dealing with the time
1:10:10differences of working with offshore
1:10:13teams or teams in u other places also
1:10:16you know you have to deal with
1:10:18differences in culture uh attitudes you
1:10:21know it's it becomes a little bit more
1:10:23complicated you know motivating your
1:10:26team working with them uh putting
1:10:28together a way so that the workflow is
1:10:32going smoothly
1:10:34>> the proliferation of the cloud and cloud
1:10:37cloud-based tools like Jira, um
1:10:40cloud-based tools like Trello and ASA
1:10:43that have really allowed us to digitize
1:10:46things like user stories and then using
1:10:50data and now artificial intelligence to
1:10:56really help us understand things like
1:10:58what is our burndown rate? um how many
1:11:02people do we need on a project at any
1:11:04given time and what is our resourc
1:11:08resourcing look like for the next 3 to 6
1:11:10months for this project. Uh there's a
1:11:14lot more tools out there that use data
1:11:17artificial intelligence that use the
1:11:19cloud for even basic communication.
1:11:22>> The ways of project management have
1:11:24evolved over time quite tremendously. I
1:11:28when I first started I feel like I know
1:11:31agile has been around for a while but
1:11:33when I started definitely we were a lot
1:11:35more focused on waterfall methods and
1:11:38agile really didn't come into play later
1:11:40and especially as our teams became more
1:11:43dispersed. It became really important to
1:11:46be honed in on one method of project
1:11:50managing. So if we were managing a few
1:11:53projects that were going to launch per
1:11:55quarter but it it changed to managing
1:11:58twice double or triple or that we had to
1:12:00update our methods to be more agile but
1:12:03we also had to identify which ways agile
1:12:06was going to work for us. So that meant
1:12:08not just having once a week project
1:12:10meetings for updates. It meant having
1:12:13daily standups which were really helpful
1:12:15when our team members were dispersed. So
1:12:17I had team members in New York, I had
1:12:19some in Chicago, I had some
1:12:21international members. So we had to
1:12:24identify key points for us to be able to
1:12:26meet and be able to communicate about
1:12:29the the projects at stake.
1:12:32>> What do you like or dislike about new
1:12:34ways of project management?
1:12:36>> I truly love the opportunity of being
1:12:38able to work with everyone virtually. I
1:12:41can easily talk to people that are in
1:12:43crossf functional teams like my sales
1:12:45team over to marketing or product
1:12:47management and having those true live
1:12:50updates within a matter of seconds. Some
1:12:53of the dislikes, it's definitely much
1:12:55harder to build those relationships
1:12:57because it's quick answers. You don't
1:12:59get to see everyone. Plus, sometimes,
1:13:01especially when you're meeting with your
1:13:03stakeholders, you want to know what
1:13:04they're thinking. And when you see them
1:13:06in person, at least you can see their
1:13:08body language and their overall tone.
1:13:11You can get some of that over a call,
1:13:13especially like a team's meeting, for
1:13:15example, or WebEx. However, you don't
1:13:18see it all, especially if we don't use
1:13:19cameras. There's a lot of data out there
1:13:23and as we move as project managers move
1:13:26information and and manage their
1:13:28projects using these tools, it's very
1:13:31easy to get bogged down in all of the
1:13:34data and all of the reports that are
1:13:36available and all of the information
1:13:39that's out there and really to not only
1:13:44overwhelm themselves but overwhelm their
1:13:46teams, their stakeholders with,
1:13:51you know, just massive processes or lots
1:13:54of information that they don't need to
1:13:57get a project done.
1:13:59What I like about new ways for project
1:14:02management that is that there are so
1:14:04many more options to be able to manage
1:14:06projects and that means using different
1:14:09software to be able to figure out what's
1:14:12best for your project. I've worked in
1:14:14Smart Sheets before and I've also worked
1:14:17in a sauna and there are plenty of other
1:14:22software plenty of other software um
1:14:25available out there for project
1:14:26management. So, I really like that you
1:14:28can find the specific one that caters to
1:14:30your particular project. And what I
1:14:33dislike about new
1:14:36uh project management methodologies is
1:14:39that there are so many options. And I
1:14:43think that you can get really sucked
1:14:45into figuring out into trying to figure
1:14:47out the different software to see where
1:14:49it lines up for your project. And I
1:14:52think that can start to distract from
1:14:54actually getting in there and doing. So,
1:14:56it's a love and love and hate
1:14:58relationship with some of the new parts
1:15:00of project management that are evolving.
1:15:04>> Well, something that I like is the
1:15:06technology, but something that I dislike
1:15:08is the learning curve that's required to
1:15:10adapt and understand the new technology.
1:15:14And in addition, I do enjoy the
1:15:16opportunity to manage projects in a
1:15:18virtual environment, but I also
1:15:21understand the challenges that come
1:15:23along with a virtual project and the
1:15:26need to really communicate well in that
1:15:29particular environment.
1:15:31[Music]
1:15:42Welcome to expert viewpoints traits of a
1:15:44project manager. In this video, we will
1:15:47hear from project managers discussing
1:15:49the most important traits for project
1:15:51managers to have and what kind of people
1:15:53are a good fit for the project manager
1:15:55role.
1:15:57I highly suggest somebody that is very
1:15:59detail oriented. You're going to have a
1:16:01very professional standpoint in the
1:16:04overall project. Again, you're leading
1:16:06and responsible for the overall project
1:16:08and may be working with a lot of seuite
1:16:10individuals for your stakeholders. Along
1:16:13with that, organization is the biggest
1:16:15thing that you'll need. Highly suggest
1:16:17that you are very organized and if you
1:16:20don't know, go try to find out ways to
1:16:22be organized
1:16:24along with that time management. You
1:16:26will need that for the overall success
1:16:28of the project, including the schedule.
1:16:32Even the budget can be impacted and the
1:16:35scope of course
1:16:37>> for me at the very top of the list is
1:16:40diplomacy. A project manager is if
1:16:44they're good is a consumate diplomat.
1:16:48You're have to have the ability to work
1:16:52with teams in a way that motivates them,
1:16:56keeps them happy. You know, I like my
1:16:59teams to have fun.
1:17:02I think a good trait of a project
1:17:04manager to have is empathy. I think as a
1:17:07project manager, you're working with
1:17:10typically multiple stakeholders
1:17:12from executive sponsors to uh other
1:17:17functions like marketing, HR, finance,
1:17:21um really so many different people as
1:17:24well as your team. And each of those
1:17:27people is a unique individual with
1:17:30unique skill sets. And if you're a
1:17:33project manager, you need to have
1:17:35empathy and be able to understand the
1:17:39different motivations of each of your
1:17:41stakeholders
1:17:43and really connect with those people on
1:17:45a level that they can appreciate and
1:17:51that um allows them to work well with
1:17:54you.
1:17:56The most important traits for project
1:17:59managers to have are communication
1:18:02and people skills. Communication because
1:18:06of the fact that project managers work
1:18:08across several different stakeholders in
1:18:10different departments. So, it's really
1:18:13important to stay on top of each of
1:18:16those stakeholders and their milestones
1:18:18and be able to know when is the right
1:18:20time to communicate with them and how to
1:18:22do so. and at the same time be able to
1:18:25have the people skills and the
1:18:26relationship skills to remember that
1:18:30while we are working on a project that
1:18:32ultimately every person involved is a
1:18:36person and because of that they're going
1:18:38to have different things that are
1:18:39affecting their work. So while staying
1:18:42on top of everything is really
1:18:43important, it's also really important to
1:18:45value the people around you and be able
1:18:48to be a part of the culture that that
1:18:51keeps a positive work environment for
1:18:53everyone involved. And that ultimately
1:18:55has led to in my experience and I think
1:18:58most people's experience is successful
1:19:01launches of projects.
1:19:04>> I'm going to respond with three traits.
1:19:06Number one, ensure that you are a good
1:19:10organizer. Number two, ensure that you
1:19:12are proactive. And number three, ensure
1:19:16that you are a good communicator. In
1:19:18terms of organization, understand the
1:19:21appropriate project life cycle that will
1:19:23support the project best and implement
1:19:26it. In terms of being proactive, issues
1:19:29and changes in a project are going to
1:19:31occur. In many cases, as a project
1:19:33manager, those issues and changes will
1:19:36not come to you. You could very well be
1:19:38the last to know. So, you need to
1:19:40proactively go out and find them before
1:19:42they do find you. And third,
1:19:45communication. It is said by the project
1:19:47management institute that effective
1:19:49communications is 90% of a project
1:19:52manager's job. I am a firm believer in
1:19:54that percentage and could probably argue
1:19:56the point that it's in all likelihood
1:19:59closer to 100.
1:20:02What kind of people are a good fit for a
1:20:04project manager role?
1:20:08>> The kind of people that are a good fit
1:20:10for project manager roles are people
1:20:13that are able to balance several
1:20:16different things at once because while I
1:20:19mentioned communication and people
1:20:20skills are really important, so is
1:20:22balance because you're continuously
1:20:24juggling different pieces of a puzzle.
1:20:26So people who are able to do that are
1:20:28the best fit.
1:20:31I've met a a wide variety of project
1:20:34managers, but the best people have
1:20:36always been people people. They're
1:20:39they're people who enjoy working with
1:20:41their teams. They're personable. Uh they
1:20:45are easy to like. They they really care
1:20:49both for the work and the people around
1:20:51them. And and to me, that's the most
1:20:54most important thing. you know, all the
1:20:57other skills can be learned. Uh, but if
1:20:59you don't have that that caring
1:21:02attitude, it's very hard to to to keep a
1:21:06team happy and working well.
1:21:09I think that um anyone that is fairly
1:21:14organized, that's detail oriented, that
1:21:18can break down kind of a complex
1:21:21situation into bite-sized pieces and
1:21:25then string those pieces together so
1:21:27that they make sense. Uh could be a good
1:21:30project manager. I think people that
1:21:33have strong people skills can be project
1:21:35managers. I think people who are good at
1:21:40admin tasks can be good project
1:21:43managers. Um I think that there's lots
1:21:46of people that could be a good fit for
1:21:48project management.
1:21:51>> Simple answer, enjoy two things. Number
1:21:54one, be organized and enjoy process.
1:21:56There's a distinct project process that
1:21:59is required to effectively manage a
1:22:01project. Secondly, ensure that you enjoy
1:22:05interfacing with people. A good project
1:22:08manager is a good communicator and
1:22:10builds relationships with all
1:22:12stakeholders and the team.
1:22:15[Music]
1:22:25Welcome to soft skills for project
1:22:28management. After watching this video,
1:22:30you will be able to explain the term
1:22:33soft skills, describe the soft skills
1:22:36required for effective project
1:22:37management.
1:22:39While other parts of this course focus
1:22:41on the technical skills required for
1:22:42project management, for instance,
1:22:45proficiency and spreadsheet software,
1:22:47this video emphasizes the importance of
1:22:49soft skills. Soft skills include
1:22:51intangible skills such as personality
1:22:54traits, interpersonal skills, and
1:22:56attitudes cultivated from your life
1:22:58experiences. They are not as readily
1:23:00quantifiable, taught, and learned as
1:23:02technical skills. The soft skills that
1:23:05are helpful for project managers will be
1:23:07discussed in this video.
1:23:09This video organizes soft skills into
1:23:12four categories: proficiencies,
1:23:14competencies, traits, mindsets. We will
1:23:18discuss examples from each category that
1:23:21are helpful for a project manager
1:23:22success.
1:23:24Proficiencies describe expertise in a
1:23:27particular area and the ability to
1:23:29utilize this knowledge effectively.
1:23:31There are a number of these
1:23:32proficiencies required to be a
1:23:34successful project manager. This
1:23:36includes skills in research, analysis,
1:23:38negotiation, and report writing.
1:23:41Research enables project managers to
1:23:43find accurate information within or
1:23:45outside of the organization quickly.
1:23:47Analysis allows project managers to take
1:23:50the information they've gathered,
1:23:51evaluate and interpret it, then make
1:23:54decisions based on that information.
1:23:57Negotiation skills provide the ability
1:23:59to get two or more parties with
1:24:00different points of view to come to an
1:24:02agreement. Project managers should be
1:24:05proficient in report writing to create
1:24:07effective reports tailored to a specific
1:24:09audience which are well organized and
1:24:11accessible.
1:24:13Competencies are area of expertise for
1:24:15which you have sufficient knowledge to
1:24:17perform. For project managers, relevant
1:24:20competencies include written and oral
1:24:22communication, time management, public
1:24:24speaking, decision-m, and relationship
1:24:27building. Though most modern
1:24:29professional jobs require communication
1:24:31skills, project managers in particular
1:24:33must be effective written and verbal
1:24:35communicators as they are responsible
1:24:37for communicating with, between, and to
1:24:40different stakeholders.
1:24:42Effective time management is necessary
1:24:44for project managers. They are
1:24:46responsible for planning projects and
1:24:47time management is a crucial part of
1:24:49that. They should be able to accurately
1:24:51estimate how long a task will take,
1:24:54effectively stay on the task themselves
1:24:56and help their team manage their time.
1:24:58Project managers must be comfortable
1:25:00speaking publicly to direct meetings and
1:25:03deliver presentations using their
1:25:05research and analysis skills. Project
1:25:07managers should be able to make
1:25:08decisions based on relevant information
1:25:10by identifying and assessing
1:25:12alternatives. Project managers are
1:25:14responsible for building relationships
1:25:16among stakeholders. These strong
1:25:18relationships are based on trust,
1:25:20communication, respect, and inclusion.
1:25:24Traits are aspects of your personality.
1:25:26Traits can be developed and improved
1:25:28with attention and practice. Some traits
1:25:31necessary for project managers are being
1:25:33self-motivated, creative, detail
1:25:36oriented, and able to task switch. If
1:25:39project managers are motivated, they can
1:25:41better persuade and motivate others
1:25:43effectively. They can guide themselves
1:25:45and their team members through the ups
1:25:46and downs of project development and
1:25:48stay motivated to stay on task with
1:25:50their work. Project managers may find
1:25:53themselves in situations where they must
1:25:55devise creative and unconventional
1:25:57solutions to problems. Being curious,
1:25:59seeking out new connections, and keeping
1:26:01an open mind are ways to become more
1:26:04creative. Projects are comprised of lots
1:26:07of small moving parts. Project managers
1:26:10should be able to keep an eye on all
1:26:12these small parts without losing track
1:26:14of them. Spreadsheets, project tracking
1:26:16software, and detailed plans help a
1:26:19project manager identify, manage, and
1:26:21keep track of a project's many details.
1:26:24In order to task switch, project
1:26:26managers should be able to switch
1:26:28between tasks rapidly and efficiently.
1:26:31Project managers must keep track of
1:26:33numerous tasks simultaneously and go
1:26:35back and forth between projects
1:26:37frequently and quickly. They need to
1:26:39task switch without taking time to
1:26:41reorient themselves among the tasks they
1:26:44are responsible for.
1:26:46Mindsets describe an overall mental
1:26:48attitude. They guide how project
1:26:50managers approach their work. The main
1:26:52mindsets required of project managers
1:26:55are characterized by leadership, goal
1:26:57orientation, critical thinking,
1:26:59collaboration, and problem solving.
1:27:02Project managers should remember that
1:27:04they are leaders and responsible for the
1:27:06growth and success of their team
1:27:08members. By setting achievable,
1:27:10measurable goals, project managers set
1:27:12themselves and their teams up for
1:27:14success. Project managers should be able
1:27:17to bring a critical lens to their
1:27:18project planning and managing
1:27:20activities. This will help them find
1:27:22effective solutions to problems as they
1:27:24arise. Project managers must always be
1:27:27conscientious of their teammates and
1:27:28other stakeholders. They should approach
1:27:31problems and tasks with an attitude of
1:27:32cooperation. A problem-solving mindset
1:27:35requires project managers to approach
1:27:38problems by identifying their causes,
1:27:40coming up with possible solutions, and
1:27:42then applying the most appropriate one.
1:27:46In this video, you learned that project
1:27:48management requires many soft skills,
1:27:50including proficiencies in research,
1:27:53analysis, negotiation, report writing,
1:27:55and presentation. competencies such as
1:27:58written and oral communication, time
1:28:00management, public speaking,
1:28:02decision-making, and building effective
1:28:04relationships. Traits such as
1:28:06selfmotivation, creativity, detail
1:28:09orientation, and task switching.
1:28:12Mindsets characterized by leadership,
1:28:14goal orientation, critical thinking,
1:28:16collaboration, and problem solving.
1:28:23[Music]
1:28:29Welcome to technical skills for project
1:28:31management. After watching this video,
1:28:34you will be able to list and describe
1:28:36the technical skills and competencies
1:28:38required for project management.
1:28:40While soft skills are becoming
1:28:42increasingly important in project
1:28:43management, successful project managers
1:28:46must also have several technical skills,
1:28:48sometimes known as hard skills.
1:28:50Organizations expect project managers to
1:28:52have technical skills in three areas.
1:28:55Project management methodologies and
1:28:57processes, business administration and
1:28:59management, software and information
1:29:02technology.
1:29:03Technical skills in project management
1:29:05involve managing all aspects of a
1:29:07project's life cycle. This means that
1:29:10project managers must understand the
1:29:12different phases of the project life
1:29:13cycle and be familiar with project
1:29:15management methodologies such as
1:29:17waterfall, agile, canban, pimbach and
1:29:21lean. Project managers must also
1:29:23understand the role that cost, time and
1:29:26resource constraints play in each
1:29:27project. Project managers use this
1:29:29knowledge of project management
1:29:31methodologies to execute the project
1:29:33planning process. This is when they will
1:29:35define a project scope and goals,
1:29:37develop strategies for directing their
1:29:39teams, and determine how to complete
1:29:41project deliverables within the agreed
1:29:42cost, time, and resource budgets.
1:29:46A project manager's main role involves
1:29:48project execution. To successfully
1:29:51execute a project, project managers will
1:29:53need to be able to conduct risk
1:29:54assessments and take appropriate action
1:29:56to mitigate identified risks, which may
1:29:59include working with compliance to
1:30:01understand legal and regulatory risks.
1:30:03They must be able to track and monitor
1:30:05project status, identify blockers, and
1:30:08escalate issues to appropriate
1:30:10stakeholders. Project managers must also
1:30:12ensure that teams are complying with
1:30:14relevant business processes and policies
1:30:16such as standard operating procedures,
1:30:19also called SOPs and compliance control
1:30:22processes.
1:30:24Successful execution of a project will
1:30:26also require that project managers be
1:30:28comfortable with common business
1:30:29administration practices. Project
1:30:32managers should have a familiarity with
1:30:34identifying business needs and
1:30:35determining solutions to business
1:30:37problems, developing project budgets and
1:30:40monitoring project spending,
1:30:41determining, tracking and reporting key
1:30:44performance indicators to ensure
1:30:46projects meet the defined objectives
1:30:48within agreed upon cost, time, and
1:30:51resource budgets.
1:30:53Since project managers work directly
1:30:55with teams and stakeholders to plan and
1:30:57execute projects, they should also have
1:31:00strong skills in resource planning,
1:31:02business process improvement, and change
1:31:04management. Project managers are often
1:31:07responsible for allocating tasks to team
1:31:09members based on capacity and skill sets
1:31:12and maximizing team efficiency by
1:31:14managing utilization rates and
1:31:16monitoring progress. They may also need
1:31:18to identify, analyze, and improve
1:31:20existing business processes,
1:31:22particularly processes that teams can
1:31:25reuse between many projects. At times,
1:31:28project managers may also need to
1:31:29implement strategies that affect change
1:31:31and help teams adapt to changes, such as
1:31:34transformation of an organization's
1:31:36goals, processes, or technologies.
1:31:39Project managers must have technical
1:31:41skills in software and information
1:31:43technology. Project managers use
1:31:45software to plan, track, and monitor
1:31:47projects as well as collaborate with
1:31:49team members and stakeholders. Software
1:31:51that project managers are frequently
1:31:53expected to be familiar with include
1:31:55collaboration tools such as Slack, Zoom,
1:31:58and Microsoft Teams. Productivity suites
1:32:01that include spreadsheets, email,
1:32:03calendar, and word processing programs
1:32:05such as Microsoft Office and Google
1:32:07Workspace. project management tools such
1:32:10as ASA, ZenHub, Jira, GitHub, and
1:32:14Trello.
1:32:15Project managers may also benefit from
1:32:18data management skills and a working
1:32:20knowledge of cloud technologies. Data
1:32:22management involves understanding basic
1:32:24database structures such as relational
1:32:26databases and organizing and modifying
1:32:29data. Project managers may use data to
1:32:31understand market trends and user needs
1:32:34as well as visualizing key performance
1:32:36indicators or product testing data.
1:32:38Project managers may also need to use
1:32:40software and tools within a cloud
1:32:41environment. So they should be aware of
1:32:43various cloud technologies and services.
1:32:46Data analysis and reporting tools
1:32:47include IBM Cognos, Salesforce, Tableau,
1:32:50and Google Looker.
1:32:53If you are interested in being an IT
1:32:55project manager, organizations may
1:32:57require additional specialized skills.
1:33:00Common skills needed for IT project
1:33:02managers include knowledge of the
1:33:04software development life cycle, also
1:33:06known as the SDLC, knowledge of
1:33:09object-oriented analysis and design,
1:33:12also called O A, which breaks
1:33:14applications into objects and develops
1:33:16requirements and designs around objects
1:33:18and their relationships. Experience with
1:33:21agile and waterfall project management
1:33:23and development methodologies, knowledge
1:33:25of the practices, tools, and
1:33:28philosophies critical to DevOps, which
1:33:30brings software development and IT
1:33:32operations together to reduce software
1:33:34time to market. Some familiarity with
1:33:37program languages such as Python, C,
1:33:40Java, JavaScript, or CSS, which can be
1:33:44useful for communication with
1:33:45development teams.
1:33:47Additional skills are often required for
1:33:49IT project managers who manage IT
1:33:51projects, including incident management
1:33:54to respond to unexpected interruptions
1:33:57and restoration of services, monitoring,
1:33:59managing, and optimizing an
1:34:01organization's information technology
1:34:03systems. Quality management to ensure
1:34:05the quality and consistency of a product
1:34:07or service using QA processes and
1:34:10software testing methodologies.
1:34:12information system security and security
1:34:14standards to ensure the safety of
1:34:16information system assets, IT
1:34:19fundamentals such as hardware, operating
1:34:21systems, software and applications,
1:34:23networking, storage, cyber security and
1:34:26cloud, and the technology landscape
1:34:29related to the product area they operate
1:34:31in. In this video, you learned that
1:34:34there are many technical skills that may
1:34:36be expected of a project manager. These
1:34:38largely fall into several categories.
1:34:41project management methodologies and
1:34:43processes such as project life cycles
1:34:45and executing project planning
1:34:46processes, business administration and
1:34:49management such as budgeting and KPIs.
1:34:52Software and information technology such
1:34:54as collaboration tools, productivity
1:34:56suites, and project management tools.
1:34:58Additional skills required for IT
1:35:00project managers include incident
1:35:02management, monitoring, quality
1:35:05management, and cyber security.
1:35:12[Music]
1:35:17Welcome to expert viewpoints necessary
1:35:20project management skills. In this video
1:35:24we will hear from project managers
1:35:25discussing the skills needed to become a
1:35:27successful project manager.
1:35:31>> They have to have the ability to listen
1:35:33well. uh they need to know how to deal
1:35:37with people in a way that can keep them
1:35:41happy, keep them motivated, but also
1:35:43keep them honest. You know, make sure
1:35:45that the work is truly getting done. Uh
1:35:49besides that, you know, it can depend.
1:35:51Uh you can be a great project manager uh
1:35:56with, you know, tremendous technical
1:35:58skills. You know, you could come from
1:36:00being a coder uh or you can just uh be
1:36:04extremely good at learning
1:36:08>> to be successful as a project manager.
1:36:10You need several different skills. It's
1:36:12not just about knowing who is who in the
1:36:15company within the cross functional
1:36:16teams. That is great to know. You also
1:36:19need to know a little bit about the
1:36:20product or service that you are
1:36:22implementing or trying to complete for
1:36:24the overall project. With that, you
1:36:26should also have negotiation skills.
1:36:28Sometimes you're going to need resources
1:36:30at certain hours and it might not work
1:36:32for you because they're working on
1:36:34another project. You need to be able to
1:36:36persuade in order to get that person to
1:36:38work additional hours with your project
1:36:41versus another one because it's more
1:36:43important.
1:36:45I think project managers also need to
1:36:47have some level of uh computer skills
1:36:50and technology skills, especially if
1:36:53they want to get into the IT industry or
1:36:57become, you know, a project manager for
1:37:00a company that deals primarily in
1:37:03technology. I think you know a basic
1:37:06understanding of some of the tools like
1:37:09word processing, presentation software,
1:37:12spreadsheet software are critical. Uh
1:37:16you'll be doing a lot of as a project
1:37:18manager you'll be doing a lot of writing
1:37:21documentation, creating presentations,
1:37:25looking at data and using spreadsheets
1:37:27for that.
1:37:29The skills needed to become a successful
1:37:32project manager are problem solving
1:37:36because there are going to be problems
1:37:39that come up with different milestones,
1:37:41different people on a project, external,
1:37:44internal stakeholders, problems are
1:37:46going to come up. So being able to think
1:37:48on your feet pretty quickly and problem
1:37:51solve is very important. And at that
1:37:54same token, being creative, being
1:37:56creative in those problem solving skills
1:37:59is extremely important because there's
1:38:01not always going to be a process written
1:38:03out for how to identify the problems and
1:38:05how to get solutions. So to be able to
1:38:08creatively think about something,
1:38:09creatively collaborate with your team
1:38:12and and figuring out solutions will be
1:38:14really important. So problem solving and
1:38:17creativity.
1:38:19To be honest, I could probably talk for
1:38:21hours on this particular subject, but
1:38:23I'm going to narrow it down to three key
1:38:26skills. Skill number one, effective
1:38:29communications. Learn as much about
1:38:31effective communications as you can. If
1:38:34you have an opportunity to communicate,
1:38:37take that opportunity no matter how
1:38:39uncomfortable it may be. The better you
1:38:42communicate, the more successful your
1:38:44potential is to become as a project
1:38:47manager. Secondly, understand
1:38:49situational leadership. Everyone is
1:38:52different. A good project manager leads
1:38:55situationally. They analyze the
1:38:58audience. They analyze the stakeholders
1:39:00and they adjust their leadership style
1:39:02to go ahead and meet the needs and
1:39:04hopefully meet the needs to motivate and
1:39:07commit the individuals that you are
1:39:10leading. Third, build trust. Trust is a
1:39:14common denominator that is required
1:39:16before any project team can actually
1:39:19become a team. Share information, be
1:39:23vulnerable, and encourage others to be
1:39:26vulnerable as well. If you can establish
1:39:29a trusting relationship with
1:39:30stakeholders in the team, then the
1:39:33project will in all likelihood go very
1:39:35very far.
1:39:36[Music]
1:39:47Welcome to intrapersonal skills and
1:39:49leadership in project management. After
1:39:52watching this video, you will be able to
1:39:54describe the need for interpersonal and
1:39:56leadership skills when managing a
1:39:58project. List leadership skills that are
1:40:00crucial to project management.
1:40:03Interpersonal skills and leadership are
1:40:05invaluable skills for project managers.
1:40:07Project managers are not only managers
1:40:09but leaders for their teams. In addition
1:40:12to managing many aspects of a project,
1:40:14they are also responsible for leading a
1:40:16group of different team members and
1:40:17stakeholders often with varying
1:40:19backgrounds, experiences, and opinions.
1:40:22Project leadership brings together team
1:40:24members in order to work towards a
1:40:25common goal. There is no rulebook or set
1:40:28steps to becoming a leader, and many
1:40:30personality types can effectively lead a
1:40:32team.
1:40:33Leadership and management are similar
1:40:35skills with plenty of overlap, but they
1:40:37also have distinctions. Management
1:40:39involves methodically planning,
1:40:41organizing, and coordinating tasks and
1:40:44resources. This could include budgeting
1:40:46and creating schedules and working with
1:40:48outside contractors. On the other hand,
1:40:51leadership involves motivating and
1:40:53encouraging others. Leadership is not
1:40:55about controlling team members, but more
1:40:57about enabling them to do their best.
1:41:00Project managers must be both managers
1:41:02and leaders. They need to not only
1:41:04manage details but also often need to
1:41:06inspire a team and communicate a guiding
1:41:08vision for everyone to work towards.
1:41:11Being a leader involves a wide range of
1:41:14interpersonal skills. These skills
1:41:16include communication, team building,
1:41:18motivation, trust building, conflict
1:41:21management. We will discuss examples of
1:41:24each category that are helpful for a
1:41:26project manager success.
1:41:28Project managers should be able to
1:41:30effectively communicate with their team
1:41:32members. Communication not only includes
1:41:34the ability to speak and persuade, but
1:41:36the ability to ask the right questions
1:41:38and listen. Project managers should also
1:41:41be able to facilitate effective
1:41:43communication between individual team
1:41:45members and groups such as different
1:41:47departments in an organization.
1:41:50Project managers should be able to build
1:41:52teams across the organization. Because
1:41:54project teams often involve people from
1:41:56across departments, project managers
1:41:58must bring these people together to
1:42:00achieve a common goal. Even if they have
1:42:02different interests in the project,
1:42:04project managers can use their knowledge
1:42:06of a team's skills, personality traits,
1:42:09and interests to not only form teams,
1:42:11but also to foster team relationships.
1:42:15Project managers should be able to
1:42:16motivate the team and stakeholders.
1:42:18Project managers must be able to
1:42:20maintain morale, encourage team members
1:42:22to do their best, and keep them
1:42:24interested in their work on the project.
1:42:26Project managers must understand the
1:42:28needs and motivators of each team member
1:42:30and stakeholder on the project and use
1:42:32that knowledge to help the team meet the
1:42:33objectives of the project and be
1:42:35satisfied with the work they are
1:42:36accomplishing. Project managers should
1:42:39be able to build trust in the team.
1:42:41Project managers should foster an
1:42:42environment of trust between the team
1:42:44members and stakeholders involved in a
1:42:46project. Trust is an important element
1:42:48of project success and can lead to more
1:42:51effective communication, increased
1:42:53productivity, and decreased risk.
1:42:55Project managers can build trust by
1:42:57following through on their commitments
1:42:59and creating an environment where team
1:43:01members feel comfortable discussing
1:43:02project blockers and giving honest
1:43:04feedback.
1:43:06Project managers should be able to
1:43:08manage conflict. Given the diversity of
1:43:11most project teams, conflict is often
1:43:13unavoidable. Project managers can avoid
1:43:16some conflict by clearly defining
1:43:18project objectives, roles, and
1:43:20responsibilities from the beginning of
1:43:21the project. When conflict does arise,
1:43:24they can use a number of conflict
1:43:26resolution strategies to mitigate the
1:43:28impact of the conflict. There are
1:43:30usually five steps to conflict
1:43:32resolution: acknowledgement,
1:43:34clarification, mediation, solution
1:43:37identification, and monitoring. Let's
1:43:40look at an application of this strategy
1:43:42in practice next.
1:43:44For example, say Marty is new to a
1:43:47project that Gene has been working on
1:43:48for weeks. Marty needs guidance from
1:43:51Jean, but Gene is up against a tight
1:43:53deadline. Consequently, they both feel
1:43:55frustrated with each other because Gene
1:43:57doesn't feel like Marty is doing her
1:43:59share of the work, and Marty feels
1:44:01discouraged because she doesn't know how
1:44:02to get started. The first step is
1:44:04acknowledgement. As the project manager,
1:44:07you let them know you recognize the
1:44:09issue. Next, you clarify. You ensure
1:44:12they know you are aware of the problem.
1:44:15Third, you mediate by discussing the
1:44:17issue with both of them. Then, as the
1:44:20solution, you find another resource to
1:44:22help reduce Gene's workload and confirm
1:44:24with Gene that he now has the bandwidth
1:44:26to assist Marty. And you let Marty know
1:44:29Gene has been under a tight deadline,
1:44:31but you have found someone else to
1:44:32assist with some administrative tasks.
1:44:34Gene and Marty now have some time to
1:44:36work together. For the last step,
1:44:38followup. You check in later to ensure
1:44:41that Marty gets the training from Gene
1:44:42she needs.
1:44:45In this video, you learned that
1:44:47interpersonal and leadership skills help
1:44:49project managers to work more
1:44:51effectively with team members and
1:44:53stakeholders. In addition to the
1:44:54managerial skills that help project
1:44:56managers work with budgets, resources,
1:44:58and schedules, leadership skills help
1:45:00project managers inspire a team to work
1:45:02towards a shared vision. Some of the
1:45:04interpersonal skills needed for
1:45:06leadership in project management include
1:45:08communication, team building,
1:45:10motivation, trust building, and conflict
1:45:13management. There is no single best way
1:45:15to utilize these skills, and project
1:45:17managers benefit from having a variety
1:45:19of styles that they can draw on to lead
1:45:21a project.
1:45:27[Music]
1:45:33Welcome to project manager
1:45:35responsibilities.
1:45:36After watching this video, you will be
1:45:39able to list the responsibilities of a
1:45:41project manager. Describe the
1:45:43responsibilities of a project manager.
1:45:46Project managers have several
1:45:48responsibilities throughout the life
1:45:49cycle of a project. A responsibility is
1:45:52something that the project manager is
1:45:54accountable for that is within their
1:45:55control. Project managers are
1:45:58responsible for project planning,
1:46:00project execution, project monitoring
1:46:02and reporting, post- project evaluation,
1:46:06and project closing. Project managers
1:46:08fulfill these responsibilities by
1:46:10completing a number of tasks before,
1:46:12during, and after a project. Tasks are
1:46:15definable pieces of work that are
1:46:17assigned to, or expected of the project
1:46:19manager. One of the primary
1:46:21responsibilities of a project manager is
1:46:23project planning which begins as soon as
1:46:26the project initiates. Project managers
1:46:28are responsible for making sure that
1:46:30project goals and deliverables have been
1:46:32determined and that there is a plan in
1:46:34place to meet those objectives. During
1:46:36the planning phase, project managers
1:46:38build a project overview or business
1:46:40case to define project objectives and
1:46:43identify key performance indicators or
1:46:45success metrics for the project.
1:46:47Estimate the time and effort required to
1:46:49complete a project and create a project
1:46:52plan canben board or gant chart that
1:46:54clarifies the project plan and schedule.
1:46:57Project managers developed a project
1:46:59budget. They must create a financial
1:47:01plan that outlines the anticipated usage
1:47:03of project resources. This budget
1:47:06includes costs, profits, expenditures,
1:47:08and sources of funding. Project plans
1:47:11and budgets can be created for the
1:47:12entire project, such as in a waterfall
1:47:15or hybrid project management model, or
1:47:17they can be created for a small
1:47:19definable portion of the project, as in
1:47:21the case of agile.
1:47:23Once a project plan is in place, the
1:47:25project manager is responsible for the
1:47:27execution of the project and making sure
1:47:29that team members deliver on project
1:47:31objectives. To do this, project managers
1:47:33must create, disperse, and maintain an
1:47:36accountability matrix to help team
1:47:38members understand their individual
1:47:40roles and responsibilities, as well as
1:47:43resource and utilization plans that
1:47:45guide the management of project
1:47:46resources and a risk assessment and
1:47:50issue management tracker to facilitate
1:47:52risk and issue management.
1:47:55During the project, project managers are
1:47:57also responsible for monitoring and
1:47:59reporting on the project's development.
1:48:01They must monitor the project's
1:48:02execution compared to time, cost, and
1:48:05resource plans created during the
1:48:07planning phase. Communication is also a
1:48:10key responsibility of project managers,
1:48:12and they must ensure that stakeholders
1:48:14receive regular reports regarding the
1:48:16status of the project. The project
1:48:18manager must determine who needs to
1:48:20receive what specific information, when
1:48:22they will receive it, and what
1:48:23communication channels will be used to
1:48:26facilitate monitoring, reporting, and
1:48:28communication. Project managers may
1:48:31build project dashboards to monitor the
1:48:33status of projects, track risks and
1:48:36issues, and then communicate project
1:48:38status with all stakeholders. Project
1:48:40managers may also facilitate regular
1:48:42meetings with stakeholders, keeping
1:48:44detailed agendas and notes to discuss
1:48:45the status of the project. They also
1:48:48need to track resources and costs and
1:48:50may need to participate in a time sheet,
1:48:52invoice, or expense approval. These
1:48:55responsibilities require project
1:48:56managers to keep track of several
1:48:58details about team members and
1:49:00stakeholders as well as the project
1:49:02itself. There are several project
1:49:03management, communication, and
1:49:05collaboration tools that can assist
1:49:07project managers with these tasks and
1:49:09responsibilities.
1:49:11Finally, project managers are also
1:49:13responsible for the evaluation and
1:49:15closing of a project. They must be able
1:49:17to critically assess a project's
1:49:19performance, whether the project met its
1:49:21defined goals and objectives, and how
1:49:23the team may improve the process in the
1:49:25future. After evaluating the project,
1:49:27they must ensure that all project
1:49:29deliverables and information are
1:49:30finalized, stored, and dispersed for
1:49:33future use. Project managers may review
1:49:36project deliverables and evaluate key
1:49:38performance indicators or KPIs, which
1:49:40provide quantifiable measures of
1:49:42performance. These indicators help
1:49:45project managers evaluate the efficiency
1:49:47and effectiveness of a project's
1:49:49performance and delivery. Using this
1:49:51data, they can identify strengths and
1:49:53weaknesses in the project process and
1:49:55target areas for improvement. This stage
1:49:57is also an opportunity to highlight what
1:50:00went well and reward team members for
1:50:02strong performances.
1:50:04Project managers may also create a post-
1:50:06project report or hold a retrospective
1:50:09where they document key project
1:50:11learnings and possible process
1:50:12improvements. They may also ensure that
1:50:15all project deliverables are packaged
1:50:16and project information is archived and
1:50:19readily available for future use if
1:50:21needed.
1:50:23In this video, you learned that a
1:50:25project manager's responsibilities
1:50:27include project planning, execution,
1:50:30monitoring, reporting, evaluation, and
1:50:33closing a project. Project planning and
1:50:36execution is the initial phase that
1:50:38establishes a project's goals,
1:50:39deliverables, and schedule. While
1:50:42monitoring and reporting, project
1:50:44managers assess and communicate project
1:50:46status to all stakeholders. and
1:50:48evaluation and closing involve
1:50:50assessment of the project's
1:50:51effectiveness after its completion,
1:50:53packaging project deliverables, and
1:50:55archiving project information.
1:51:02[Music]
1:51:07Welcome to a day in the life of a
1:51:10project manager. Hi, I'm Ner and I work
1:51:13as a project manager for a large
1:51:15enterprise in Seattle. When I arrive at
1:51:18work in the morning, I spend some time
1:51:20reviewing my email I receive overnight
1:51:22and review messages on Slack, our team
1:51:24communication tool. I also take a quick
1:51:27look at my calendar to see what meetings
1:51:29I have for the day. We just finished the
1:51:31design phase of our project and began
1:51:33the implementation phase. I need to
1:51:35check in with the development lead to
1:51:37ensure her team is ready to start this
1:51:38stage of the project. Later in the day,
1:51:41I'm running our weekly project status
1:51:43meeting with our stakeholders. I spend a
1:51:46few minutes creating some agenda notes
1:51:48for our status meeting, and I make a
1:51:49copy of our meeting note templates for
1:51:51both the standup and our status meeting.
1:51:54Before the meeting, I review our project
1:51:57plan and task tracker to see what tasks
1:51:59are currently in progress. I want to
1:52:01ensure the team has all the resources
1:52:03they need for the implementation phase
1:52:05of the project. I also review our risk
1:52:08assessment and issue log to make sure
1:52:10I'm prepared to address any blocking
1:52:11issues that the team may bring up during
1:52:13our status meeting.
1:52:15Next, I meet with the development lead.
1:52:18We discuss the makeup of the team and
1:52:19who is assigned to deliver the various
1:52:21pieces of the project. She informs me
1:52:23that they're down a person due to infant
1:52:25care leave and won't be able to meet the
1:52:27scheduled dates without a replacement.
1:52:30We discuss a few strategies and schedule
1:52:32options that we can bring to the team at
1:52:33the status meeting later in the day. I
1:52:36also commit to discussing the matter
1:52:37with our manager. After my meeting, I
1:52:40review the project schedule and begin
1:52:42planning for the next phases.
1:52:43Implementation is planned to take 3
1:52:46months, which brings us up against a
1:52:48corporate holiday and a time of the year
1:52:50when many people take off. I built that
1:52:53into the schedule already, but design
1:52:55took longer than we planned. So, I make
1:52:57a few adjustments to accommodate the
1:52:58delay. I send an email to all the
1:53:01project leads to let them know of the
1:53:03adjustment and inform their teams. I
1:53:05plan on reinforcing this schedule update
1:53:07during the upcoming status meeting.
1:53:09After a meeting with my manager, it's
1:53:11time for lunch. I have lunch with
1:53:13another project manager, Matt, who is
1:53:16getting ready to kick off another
1:53:17project. We talk about how the project
1:53:19will be resourced and realized that her
1:53:21project will require some of the same
1:53:23resources that currently are on my
1:53:24project. We discussed the timelines for
1:53:27both our projects and confirmed there
1:53:29will be an overlap. We spent some time
1:53:32discussing how we can accommodate both
1:53:33projects using the resources across the
1:53:36teams. We agreed that we need to raise
1:53:38the situation with our manager so he's
1:53:40aware. Met also lets me note that she's
1:53:43been told the vendor budget might be
1:53:45expanded next year. We discuss the
1:53:47impact of this and she suggests that it
1:53:49is one way we might be able to address
1:53:51our problem with overlapping resources.
1:53:54Next, I have a meeting with my program
1:53:56manager to inform him of the status of
1:53:58the project. We talk about the previous
1:54:00phase, the design phase, and how that
1:54:03went. We talk about the outcome of that
1:54:05phase and how it will impact
1:54:06implementation. I tell him that we are
1:54:09down a designer and a developer and that
1:54:11we could use some vendor budget so we
1:54:13can hire temporary employees to fill in
1:54:14for the gaps. I also inform him of the
1:54:17schedule update and he tells me that I
1:54:19need to pull my dates in a few days. We
1:54:21talk about options for doing this and
1:54:23decide that if he's able to get the
1:54:25vendor budget, we may be able to bring
1:54:27the schedule in a couple of days. We
1:54:29decided to table the discussion until he
1:54:31explores the vendor budget question.
1:54:33During the design phase, I offered to
1:54:35help the design manager transcribe
1:54:37videos from a previous project. By doing
1:54:40this work, it helps me stay plugged into
1:54:42the team and better understand the work
1:54:44they do on a daily basis. After lunch, I
1:54:47spend an hour on this project and then
1:54:48inform the design manager of my
1:54:50progress. I then have a meeting with the
1:54:52test manager and the development manager
1:54:54to discuss a conflict between two of
1:54:56their direct reports. The tester and the
1:54:58developer disagree about how much
1:55:00tolerance to allow on an error
1:55:02condition.
1:55:03The developer believes there should be
1:55:05more room for the condition to trigger
1:55:06and the tester wants the numbers to be
1:55:08tighter. Both managers agree that there
1:55:10isn't a clear answer on which position
1:55:12to prefer, but the test manager agrees
1:55:15to take the developer position and take
1:55:17point in communicating that message to
1:55:18both teams.
1:55:20During the project status meeting, I
1:55:22share updates with the project
1:55:23stakeholders and answer any concerns
1:55:26that the stakeholders have. We invited a
1:55:28member of our leadership to join the
1:55:29status meeting as she had some
1:55:31information to share. Our leadership is
1:55:33happy with the progress that we've made
1:55:35in the design phase, but lets the team
1:55:37know that there is a new requirement for
1:55:38the product based on some compliance and
1:55:40policy changes. We discuss the new
1:55:43requirement and address potential
1:55:45impacts to the overall timeline. We end
1:55:48the meeting by reviewing the plan for
1:55:49the following week and determining
1:55:51agenda items for the next meeting. I
1:55:53spend the rest of my afternoon answering
1:55:54emails, checking Slack for any new
1:55:56messages, and updating our schedule
1:55:58based on the conversations I had today.
1:56:01I also create a few new scheduling
1:56:03models to test some other ideas in case
1:56:05the published version doesn't work. I
1:56:07also work on an executive summary of the
1:56:09current status of the project and
1:56:11archive files on our file share from the
1:56:13design phase. Before I know it, it's
1:56:15time to head home.
1:56:21[Music]
1:56:27Welcome to Expert Viewpoints, a day in
1:56:29the life of a project manager. In this
1:56:32video, we will hear from project
1:56:34managers discussing a typical day
1:56:36working as a project manager.
1:56:38>> Let me introduce a new concept if you've
1:56:41never heard of it before. It's called
1:56:42WBS, the work breakdown structure. A
1:56:45work breakdown structure is a
1:56:47hierarchial breakout of all of the
1:56:50different tasks that are required
1:56:52hopefully in the order in which they
1:56:54need to occur. A good project manager
1:56:56will create a work breakdown structure
1:56:58and that particular work breakdown
1:57:00structure will guide his and her every
1:57:04day. You take a look at what has been
1:57:06accomplished. You take a look at what is
1:57:08in progress. You take a look at what is
1:57:11planned and you plan accordingly.
1:57:14I love to start my day out with a cup of
1:57:16coffee and just read through my emails
1:57:18to see what is needed, any big tasks
1:57:21that are added or any updates for
1:57:23projects. From there, I typically have
1:57:26about 3 to four technical meetings and
1:57:28they could be a configuration call or a
1:57:30design call for example. Then I also
1:57:34have about 2 to three PM syncs. And with
1:57:37those PM syncs, let's just check in with
1:57:39our stakeholders to let them know
1:57:41updates, give them the weekly reports.
1:57:44And then from there, I love to make sure
1:57:46that all my accounts are updated with
1:57:48the weekly notes or just what happened
1:57:50throughout that day. And then I will go
1:57:53ahead and close out my day.
1:57:54>> Since I'm running uh a lot of agile
1:57:57projects over the last years, uh very
1:58:00much the day um starts with standups. Uh
1:58:03my last project I was managing four
1:58:06different projects at one point. So that
1:58:08meant uh four different virtual
1:58:10standsups using Zoom uh every morning.
1:58:14After that it's really a matter of
1:58:17keeping organized you know using
1:58:20whatever tools you have uh Jira uh we've
1:58:23been using uh most recently for
1:58:26organizing and keeping track of all the
1:58:28tasks. Uh then within Outlook I use um
1:58:33you know tasks to keep track of
1:58:36everything I need to do. uh early in the
1:58:39morning it's reviewing all the emails,
1:58:42responding, making sure nothing new has
1:58:45come up and then throughout the day
1:58:48checking with the team uh slowly going
1:58:52through and figuring out who needs uh
1:58:55assistance, what can I do to empower
1:58:57them to uh do the job well?
1:59:01And uh then throughout the rest of the
1:59:04day, it's really a matter of working on
1:59:06all the various tasks. There may be
1:59:08documentation, there may be budgeting,
1:59:11there may be uh people that need to be
1:59:13hired uh or found even.
1:59:16>> A typical day in my job will always
1:59:18start with me taking a look at our
1:59:20milestone calendars to see which date is
1:59:23coming up the soonest. And depending on
1:59:25where we are on that calendar and how
1:59:27that milestone is doing, that'll base
1:59:30how the rest of my day is going to go.
1:59:32So, if we are approaching a milestone
1:59:34date and I haven't heard from that
1:59:35stakeholder about the progress for that
1:59:38particular milestone, then I'll check in
1:59:39with them, see where we're at, and if
1:59:41there's an obstacle in making sure that
1:59:43milestone is completed, then I'll
1:59:45contact that stakeholder, see how we
1:59:47need to mitigate the issue, whether we
1:59:49have to meet or gather other
1:59:52stakeholders at hand or figure out a
1:59:53plan B. Then that's what I do next. And
1:59:56then I also typically start to plan for
1:59:59the next phase. So depending on how much
2:00:03problem solving is involved in the
2:00:04beginning of the day, then during the
2:00:06end of the day, I'll start to take a
2:00:08look through what's coming up next and
2:00:11identifying pieces of that project from
2:00:13there.
2:00:15>> What is routine and what do you only do
2:00:18once or twice in a project?
2:00:20>> The project charter.
2:00:22A project charter is a document that
2:00:24should be created once. It's very very
2:00:26high level. And the purpose of a project
2:00:29charter is to describe what the project
2:00:32is, why it's important, and who needs to
2:00:34be involved. According to the project
2:00:37management institute, a project charter
2:00:40rarely changes. Everything that you will
2:00:43do is going to be based on that
2:00:45particular project charter in terms of
2:00:47planning, execution, control, and
2:00:50closure.
2:00:52>> Typically, I will only do a kickoff call
2:00:54once at the beginning of the project.
2:00:57Otherwise, we might do it again if we
2:00:59have a different team that is taking
2:01:01over for a different part of the project
2:01:04like a new product for example.
2:01:06Typically, we also only review over the
2:01:08project once. You should have a very
2:01:10good understanding at the beginning of
2:01:12what is needed and what the scope is.
2:01:15You can of course reference back to the
2:01:16scope. However, doing that true thorough
2:01:20review of the scope of the project
2:01:22should only really be done once. and
2:01:24then a transition of the project over to
2:01:27our support team for example or another
2:01:29team if anything else is needed.
2:01:32>> You know something that's not really
2:01:33routine that happens every once in a
2:01:35while is you might have a conflict
2:01:37between two team members that you need
2:01:39to resolve and you need as a project
2:01:42manager you work to facilitate getting
2:01:45those challenges and those issues
2:01:47resolved. I think that occasionally on a
2:01:50project, you'll have a time where you
2:01:54miss a deadline or a big issue comes up
2:01:58or a risk that you've tried to mitigate
2:02:00actually happens. And then you have to
2:02:03spend time working through those um
2:02:06those risks and mitigating those those
2:02:09issues.
2:02:14[Music]
2:02:20Welcome to careers in project
2:02:22management. After watching this video,
2:02:25you will be able to list possible
2:02:27positions for project managers from the
2:02:29entry level to senior level, their
2:02:31responsibilities, and average salaries.
2:02:34Describe the projected growth in project
2:02:36management oriented employment.
2:02:38Industries are changing. Rather than
2:02:41role-based, they are increasingly
2:02:43becoming project-based. Industries are
2:02:45finding that a project-based approach
2:02:47leads to innovation and allows more
2:02:49efficient operations, readily responding
2:02:51to increases or decreases in demand.
2:02:54Ultimately, this means there is a
2:02:56greater need for project management
2:02:58across most industries.
2:03:00Depending on knowledge and experience,
2:03:02project managers can find roles at all
2:03:04levels of an organization, including
2:03:06entry level, mid-level, and executive
2:03:08levels. Entry- level project management
2:03:11positions include assistant project
2:03:13manager or project coordinator roles.
2:03:16Assistant project managers and project
2:03:17coordinators are similar roles. Other
2:03:20similar roles are called project
2:03:22associate or associate project manager.
2:03:25They support project managers in various
2:03:27administrative and technical tasks.
2:03:30These positions can expect to schedule
2:03:32meetings, update reports, and identify
2:03:34resource requirements. These roles
2:03:37require very little to no project
2:03:38management experience. Entry-level
2:03:41project managers can expect to make an
2:03:42average of $55 to $65,000 a year. With
2:03:46some experience, there are many
2:03:48mid-career level jobs for project
2:03:50managers. These positions might include
2:03:52being a project manager, a scrum master,
2:03:55or a project team lead. In some
2:03:57organizations, a project manager can be
2:04:00called a project officer or project
2:04:02engineer. A mid-level project manager
2:04:05tends to take on a leadership role with
2:04:07regard to the project team and makes an
2:04:09average salary of about 78,000 a year.
2:04:12And scrum masters specialize in scrum, a
2:04:15framework or product development, and
2:04:17they help teams plan and meet their
2:04:18goals. They take on a facilitator role
2:04:21rather than a leadership one. They earn
2:04:23an average of $97,000 a year. Project
2:04:27team leads have expertise in the field
2:04:28in which they are leading the team. They
2:04:30specialize in motivating a team,
2:04:32managing conflict, and understanding the
2:04:35strengths and synergies of team members.
2:04:37They make an average of $81,000 a year.
2:04:40Mid-level roles typically require some
2:04:42project management experience, a degree
2:04:44in a relevant field, such as business
2:04:46administration, and or a project
2:04:48management certification.
2:04:50Project managers can also find roles at
2:04:53the executive level. Positions at the
2:04:55executive level may include senior
2:04:57project manager or director of project
2:04:59management. A senior project manager
2:05:02typically has at least 10 years of
2:05:04experience supervising projects,
2:05:06planning strategies, and leading teams.
2:05:09They develop project plans, host project
2:05:11meetings, and coordinate vendor and
2:05:13supplier resourcing. The average salary
2:05:15of a senior project manager is $97,000.
2:05:19A director of project management is
2:05:22usually the highest position in project
2:05:23management. A director of project
2:05:26management provides strategic directions
2:05:27for a company's projects by defining how
2:05:30those projects fit into the business's
2:05:31strategy and goals. The average salary
2:05:34of a director of project management is
2:05:36$146,000.
2:05:39Project management is a rapidly growing
2:05:41field. According to the Project
2:05:43Management Institute or PMI, the global
2:05:46economy will require 2.3 million new
2:05:49project professionals every year to
2:05:51close the talent gap by 2030. A recent
2:05:54survey by the PMI revealed that project
2:05:56management was one of the top five areas
2:05:58that business leaders sought to
2:06:00prioritize.
2:06:01The growth rate of project management
2:06:03oriented employment is expected to be
2:06:05higher than overall employment in
2:06:07industries that are becoming
2:06:08increasingly projectoriented.
2:06:11This includes industries such as
2:06:13information and publishing, finance and
2:06:15insurance, and manufacturing and
2:06:17construction. According to an analysis
2:06:20of US Bureau of Labor Statistics data,
2:06:22the greatest project management oriented
2:06:24employment growth is expected to take
2:06:26place in software development.
2:06:29In this video, you learned that possible
2:06:32positions in project management include
2:06:34working as an assistant project manager,
2:06:36project coordinator, project manager,
2:06:38scrum master, project team lead, senior
2:06:41project manager, or director of program
2:06:43management. Project management is a
2:06:46growing field and many more jobs open up
2:06:48every year. Project managementoriented
2:06:51employment is lucrative, particularly as
2:06:54entire industries become more and more
2:06:56projectoriented.
2:07:02[Music]
2:07:09Welcome to project management across
2:07:12industries. After watching this video,
2:07:14you will be able to explain the
2:07:17importance of project management in
2:07:18various industries. Describe what a
2:07:21project manager requires to succeed in
2:07:23an industry. Some of the industries that
2:07:25usually require project management
2:07:27professionals include construction,
2:07:29engineering, information technology,
2:07:32finance, healthcare, manufacturing.
2:07:36Let's first try to understand the
2:07:38importance of project managers in the
2:07:39construction industry. Despite the
2:07:42increase in demand, concerns like rising
2:07:44prices and regulations make it difficult
2:07:46to make profits in this industry. This
2:07:48is where project managers become
2:07:49valuable. For various projects such as
2:07:52residential buildings, commercial
2:07:54properties or industrial facilities,
2:07:56project managers need to effectively
2:07:58coordinate with multiple stakeholders
2:08:00and resources such as architects,
2:08:02engineers, city planners, public work
2:08:04employees, and construction crews.
2:08:07Project manager involvement keeps the
2:08:09construction of buildings and facilities
2:08:11on track. From budgeting and schedule
2:08:13development to managing day-to-day
2:08:14activities throughout the project life
2:08:16cycle. Apart from quality management,
2:08:19contract administration and risk
2:08:21management are important aspects of
2:08:22their job. Let's explore the
2:08:24significance of project managers in the
2:08:26engineering industry. Engineering
2:08:29projects ranging from mechanical, civil,
2:08:31industrial, aerospace, chemical,
2:08:33biomedical, electrical, nuclear,
2:08:35agricultural, and marine engineering
2:08:37projects all require project managers.
2:08:40Engineering projects require careful
2:08:42planning and communication of the plan
2:08:44to their teams. Project managers in
2:08:46engineering must have a bachelor's
2:08:48degree or in some cases even a master's
2:08:51degree in the specific engineering field
2:08:53of interest as well as project
2:08:55management knowledge and skills such as
2:08:57risk management, process integration,
2:09:00quality assurance and procurement. The
2:09:02IT sector includes industries related to
2:09:05hardware, semiconductor, and internet
2:09:07service providers, also called ISPs, as
2:09:10well as those involving software
2:09:12application development, technological
2:09:14upgrades, computer and network
2:09:16infrastructures, equipment installation,
2:09:18and cyber security. With such a wide
2:09:21range of options, IT project managers
2:09:24must know the fundamental and conceptual
2:09:26technical knowledge related to networks,
2:09:28hardware, software life cycle, and cyber
2:09:31security. They need to know terminology
2:09:33commonly used by developers to
2:09:35communicate with them effectively. They
2:09:37also need business acumen to understand
2:09:39project planning, cost, and feasibility.
2:09:42Efficient finance project managers are
2:09:44required in the finance industry to
2:09:46enhance productivity and reduce costs.
2:09:49They oversee a company's financial
2:09:51project planning, modifications to
2:09:52financial systems, and implementation of
2:09:55technological advances. They need to be
2:09:58proficient in financial analysis,
2:09:59budgeting, and forecasting. While
2:10:02finance project managers manage cash
2:10:03flow for payroll, and project related
2:10:05expenses, many also develop revenue
2:10:08boosting strategies. Financial reporting
2:10:10is critical to their job as they work
2:10:12closely with top executives and their
2:10:14influential people in an organization.
2:10:17The stakes are high with project
2:10:18management in healthcare, but quality
2:10:20project management can improve the
2:10:22quality of patient care. Not only does
2:10:24project management need to facilitate
2:10:26lower costs and improved outcomes, but
2:10:28patient care is also a major factor.
2:10:32Healthcare project managers are
2:10:33necessary not only for hospitals and
2:10:35clinics, but also for pharmaceutical and
2:10:38medical device manufacturers.
2:10:40Some potential projects handled by
2:10:42healthcare project managers include
2:10:44development of web apps and portals,
2:10:46facilitation of the construction of new
2:10:49hospital buildings, departments, and
2:10:51implementation and integration of new
2:10:53equipment in a facility.
2:10:56To meet such needs, specialized field
2:10:58knowledge is required. Regulation is a
2:11:01big consideration while managing
2:11:02healthcare related projects. A degree in
2:11:05health management, public health, or any
2:11:08related studies is often beneficial. In
2:11:10the case of the manufacturing sector,
2:11:13project management is needed when an
2:11:14existing process changes or the need for
2:11:17a new process arises.
2:11:19When it comes to manufacturing, project
2:11:21managers must keep risks, hazards, and
2:11:24safety issues in mind. Unique skills
2:11:26that project managers in this sector
2:11:28must have include vendor account
2:11:30management, vendor and relationship
2:11:32management, and streamlining production
2:11:34processes. In this video, you learned
2:11:37that construction project managers
2:11:40effectively coordinate with stakeholders
2:11:41and resources while managing day-to-day
2:11:44activities throughout the life cycle of
2:11:45a project. In the engineering industry,
2:11:49project managers often need a degree in
2:11:51the specific field as well as project
2:11:53management knowledge and skills. To
2:11:55manage projects in the IT industry,
2:11:58project managers need both technical
2:12:00knowledge and business acumen. Finance
2:12:03project managers need proficiency in
2:12:04financial analysis, budgeting, and
2:12:06forecasting.
2:12:08Project management in the healthcare
2:12:10industry is high stakes because quality
2:12:12patient care is paramount.
2:12:15In the manufacturing industry, project
2:12:17management is needed for changes to
2:12:19existing processes or implementing a new
2:12:22process.
2:12:23[Music]
2:12:34Welcome to IT project management.
2:12:37After watching this video, you will be
2:12:39able to describe the opportunities and
2:12:41demand for IT project managers.
2:12:44Summarize the responsibilities of IT
2:12:46project managers. Explain the
2:12:48specialized skills required for IT
2:12:50project managers.
2:12:52Information technology, commonly known
2:12:54as IT project management, is a promising
2:12:57field. Recent surveys have found that
2:13:00there will soon be over 800,000
2:13:02projected employees in IT project
2:13:05manager positions.
2:13:0725% of all IT job descriptions call for
2:13:10IT project management skills and that
2:13:12there was a 50% increase in demand for
2:13:15IT project managers from 2021 to 2022.
2:13:19Information technology has the most
2:13:21project managers compared to other
2:13:23industries and tends to have higher
2:13:25average salaries than other fields. It
2:13:27is no surprise that becoming an IT
2:13:29project manager is a popular choice for
2:13:31PMs.
2:13:33An IT project manager is a project
2:13:35manager in the information technology
2:13:37industry. The projects they are expected
2:13:39to manage might be initiatives to create
2:13:42new products or improve and expand
2:13:44existing technology and systems. The
2:13:46role of the IT project manager, like any
2:13:49other project manager, is to manage the
2:13:51project's budget and schedules and lead
2:13:53project teams. An IT project manager has
2:13:56many responsibilities, many of which
2:13:58overlap with the responsibilities of a
2:14:00nonIT project manager.
2:14:02The primary responsibilities of an IT
2:14:04project manager include managing
2:14:07multiple small to medium-sized projects
2:14:09throughout the project life cycle,
2:14:11establishing a clear project definition,
2:14:14scope, goals, and deliverables with
2:14:17support from the project management
2:14:18team. working within deadlines and
2:14:21budgets, monitoring progress, organizing
2:14:24meetings, and creating status reports.
2:14:27identifying gaps following the team's
2:14:29project governance structure and
2:14:31optimizing the project and process and
2:14:34may involve managing testing programs
2:14:35like beta software releases.
2:14:38Implementing strategies that deliver
2:14:39projects on schedule and within budget
2:14:42managing resources for projects such as
2:14:44computer equipment and employees.
2:14:47Communicating with stakeholders such as
2:14:49IT managers, project personnel, vendors,
2:14:52and end users regarding project
2:14:54requirements.
2:14:55In addition, IT project managers are
2:14:58also expected to have some specialized
2:15:00skills. For instance, they should be
2:15:02familiar with various concepts and
2:15:04practices such as the software
2:15:06development life cycle or SDLC.
2:15:10The SDLC is a structured process that
2:15:12enables the production of highquality
2:15:14lowcost software in the shortest
2:15:16possible production time. An IT project
2:15:19manager should be familiar with the SDLC
2:15:22stages of planning, analysis, design,
2:15:25development, testing, implementation,
2:15:28and maintenance. They should also be
2:15:30familiar with software engineering
2:15:31fundamentals, including object-oriented
2:15:34analysis and design or OAD, a method to
2:15:37analyze and design an application
2:15:40through an object-oriented approach and
2:15:42the testing process. Additionally, they
2:15:45should be able to work with agile
2:15:46methodology and frameworks such as scrum
2:15:49or condone. They should also be familiar
2:15:52with the waterfall methodology which
2:15:54breaks project activities down into
2:15:56linear and sequential phases. Another
2:15:58important skill is knowledge of
2:16:00information system security. IT project
2:16:03managers will be expected to assist in
2:16:05establishing safe practices and system
2:16:07configurations in order to protect
2:16:09information systems from unwanted access
2:16:11or destruction. They should also have a
2:16:14working knowledge of information system
2:16:16security standards and practices such as
2:16:18access control, system hardening, system
2:16:20auditing, log file monitoring, security
2:16:23policies, and incident handling.
2:16:26IT project managers should also have a
2:16:29conceptual understanding of API
2:16:31integrations, the connection of two
2:16:33application programming interfaces and
2:16:35DevOps, a set of practices, tools, and
2:16:38philosophies that bring together IT
2:16:40operations and software development to
2:16:42more quickly produce new software.
2:16:45Another valuable skill is incident
2:16:46management. IT project managers will
2:16:49have to respond to unplanned events or
2:16:51service interruptions and be able to
2:16:53restore the service to an operational
2:16:55state.
2:16:56They should also be familiar with IT
2:16:58management or the monitoring and
2:17:00administrating of an organization's IT
2:17:02systems. This includes understanding the
2:17:05organization's hardware, software, and
2:17:07networks as well as how to make them run
2:17:10more efficiently.
2:17:12Finally, IT project managers may also be
2:17:15responsible for quality management or
2:17:18ensuring that the quality of an
2:17:19organization's product or service is
2:17:21consistent. This could involve tasks in
2:17:23quality planning, quality assurance,
2:17:26quality control, and quality
2:17:28improvement.
2:17:29As you can see, there are many skills
2:17:31and responsibilities that are unique to
2:17:33IT project managers, as well as those
2:17:36shared across the different types of
2:17:37project managers.
2:17:39In this video, you learned that IT
2:17:42project management is a growing field
2:17:44with a projected 30,000 jobs to open up
2:17:47in the next 10 years. Job openings are
2:17:50expected to grow at a higher rate than
2:17:52average. In addition to the usual
2:17:54responsibilities, it requires unique
2:17:56responsibilities such as implementing IT
2:17:58strategy, managing IT resources, and
2:18:01communicating with IT managers,
2:18:03employees, and clients.
2:18:06Other requirements include technical
2:18:08skills, familiarity with concepts like
2:18:10SDLC, OAD, API integrations and DevOps,
2:18:15the ability to work with agile and
2:18:17waterfall methodologies and IT relevant
2:18:20knowledge including information system
2:18:22security, incident management, IT
2:18:24management and quality management.
2:18:31[Music]
2:18:37Welcome to expert viewpoints industry
2:18:40specific skills. In this video we will
2:18:42hear from project managers discussing
2:18:44which project management skills are
2:18:46transferable and which are unique
2:18:48between industries.
2:18:50The great thing about project management
2:18:52is you can easily change your skills
2:18:55from one industry over to another. It's
2:18:58very similar. The biggest impact I would
2:19:01say, especially if you're new, you just
2:19:03need to know how to make those changes
2:19:05from one company to another. So for
2:19:07example, company A that I worked at
2:19:09before, we used a lot of waterfall
2:19:11methodologies versus now I have to use
2:19:14many different types. So I had to make
2:19:16that adjustment when I first made that
2:19:17change. I really truly feel as a project
2:19:20manager, you can go from telecom, for
2:19:23example, over to security without having
2:19:26to make a whole lot of adjustments.
2:19:28Sometimes we just have to relearn.
2:19:31>> What I have found is your your your soft
2:19:34skills translate perfectly between
2:19:36industries. You know, being good with
2:19:39people, uh, being able to be that
2:19:43diplomat that's able to motivate people
2:19:46to figure out what's going wrong and how
2:19:49to fix it. Those are all very important
2:19:51and translate well. uh besides that your
2:19:55obvious skills just knowing the software
2:19:57Jiraa Smart Sheets Microsoft Project
2:20:01whatever you're doing being uh
2:20:03well-versed in all of those things being
2:20:06detailed oriented uh understanding
2:20:09scheduling all of those things translate
2:20:11well I think that doesn't translate is
2:20:15you know the specific information about
2:20:18an industry
2:20:19>> things like being detail oriented that's
2:20:22something that you know is useful
2:20:24whether you are a finance professional,
2:20:28whether you're a teacher, um a writer,
2:20:33anything really. Uh being detail
2:20:35oriented is a is a skill that can be
2:20:38transferred.
2:20:39Um organization and kind of having that
2:20:42mindset where you can take a complex
2:20:44problem and break it down into smaller
2:20:46parts. That's a skill set that can be
2:20:50transferred between many industries. The
2:20:52skills that overlap in project
2:20:54management across different industries
2:20:57are the problem solving, creative
2:20:59thinking, communication skills. You need
2:21:02that across the board. And the skills
2:21:04that are really specific to my industry
2:21:06are un understanding the nuances of
2:21:09online learning and the different roles
2:21:11that touch the the different pieces of
2:21:13online learning courses. So that means
2:21:16specifically working with instructional
2:21:18designers, people who work in graphics,
2:21:20those who work on the support end for
2:21:22teacher, for teachers, for faculty, for
2:21:26every different person that's going to
2:21:27interact with the course. So that's
2:21:29what's really specific to my industry is
2:21:31having those different roles that are
2:21:33specific to online learning.
2:21:35>> Let me share with you some of the key
2:21:37skills that a project manager is
2:21:39recommended to try to attain. A project
2:21:43manager needs to be a good motivator, a
2:21:46good negotiator, a good conflict
2:21:48manager, a good coach, a good
2:21:51influencer, a good decision maker, a
2:21:54good team builder, and also a good
2:21:57project manager needs to be aware of all
2:22:00of the different cultures that he or she
2:22:02is dealing with. If you are a project
2:22:05manager, a process manager, a product
2:22:07owner, regardless of the position in
2:22:10management that you're in, those skills
2:22:12required to be an effective project
2:22:14manager are similar to the skills
2:22:16required for success in any management
2:22:20position. If there is one skill that is
2:22:22unique to project management, it is
2:22:25understanding the particular life cycle
2:22:28and following that particular life cycle
2:22:30and process. A traditional project goes
2:22:33through five phases. Initiating,
2:22:35planning, executing, monitoring,
2:22:37controlling, and closing. These life
2:22:40cycles are very specific to project
2:22:44management. And this is something that
2:22:46the project manager needs to be aware
2:22:48of. If you follow the process, you have
2:22:51a great chance of being successful.
2:22:53[Music]
2:23:04Welcome to path to becoming a project
2:23:06manager. After watching this video, you
2:23:10will be able to compare and contrast
2:23:12formal and informal project management
2:23:14training. Identify common project
2:23:16management certifications and their
2:23:19requirements. Discuss different ways to
2:23:21gain experience in project management.
2:23:24Qualified project managers are required
2:23:26in almost every industry more than ever
2:23:28before. The role of a project manager
2:23:30can be enriching. However, before you
2:23:33begin your career path as a project
2:23:35manager, you need to understand what
2:23:37qualifications are required to be
2:23:39successful in this role. Some important
2:23:42qualifications are training,
2:23:44certifications, and experience.
2:23:47While many jobs require an undergraduate
2:23:50degree, and a degree may help you
2:23:52qualify for more job options, there are
2:23:54still several jobs that hire without a
2:23:56degree. And while project management
2:23:59training is not always a requirement for
2:24:01qualification, some amount of training
2:24:03is generally recommended. There are two
2:24:06forms of training that people can take
2:24:07who aspire to become project managers,
2:24:10formal and informal. You can receive
2:24:12formal project management training at an
2:24:14institution while getting a degree.
2:24:17While there are not many colleges that
2:24:18offer project management degrees, many
2:24:21colleges offer project management
2:24:22certificates that you can earn while
2:24:24getting your degree or after you
2:24:26graduate. These certificate programs
2:24:28offer in-person or online courses in
2:24:31project initiation, detailed project
2:24:33planning, risk management, and more. For
2:24:36those that require greater flexibility
2:24:38in their schedules, there are also
2:24:40informal training opportunities. There
2:24:42are many self-paced online learning
2:24:44courses such as this one as well as many
2:24:47professional certificates from companies
2:24:49like IBM, Google, and Microsoft. The
2:24:52Project Management Institute also offers
2:24:55self-paced courses. Many project
2:24:57management professionals start their
2:24:59careers in non-p project management
2:25:01roles. Occasionally, organizations will
2:25:04provide project management training
2:25:05inhouse with professional development
2:25:07courses and training programs. These
2:25:10organizations guide and mentor the
2:25:12candidates to become project managers.
2:25:14Your manager may also know of
2:25:16opportunities within the organization to
2:25:18gain project management skills and
2:25:20experience. Certifications are the
2:25:23process by which you prove that you have
2:25:24the knowledge, skills, and experience to
2:25:27perform in a project management role.
2:25:29The following certifications are
2:25:31developed and administrated by project
2:25:33management bodies such as the project
2:25:35management institute or PMI, scrum
2:25:37alliance, compia, and the global academy
2:25:41of project management or GAPM. Obtaining
2:25:44a certification in project management or
2:25:46a relevant field is an excellent way to
2:25:49gain technical knowledge and
2:25:50credibility. Most certifications provide
2:25:53insight into the role and industry as
2:25:55well as hands-on learning and
2:25:57experience. Plus, they quickly show
2:26:00potential employers the experience and
2:26:02skills you have in project management.
2:26:04In addition to project management
2:26:06certifications, some employers in
2:26:08specific industries will also favor
2:26:10candidates with other industry related
2:26:12certifications as well. For example, an
2:26:15IT project manager could benefit from
2:26:17both a project management certificate
2:26:19and a compia ITF plus certification or
2:26:23perhaps even an A+ certificate. A PM in
2:26:27the construction industry might need
2:26:29both a project management certificate
2:26:31and an associate constructor certificate
2:26:33from the American Institute of
2:26:34Constructors. There are many project
2:26:36management certifications that are
2:26:38available, but here are a few common
2:26:40certifications to explore. Many
2:26:42entry-level project managers begin with
2:26:45a CAPM certification. The certified
2:26:48associate and project management
2:26:49certificate administered by the project
2:26:51management institute is a starting point
2:26:54for anyone interested in a project
2:26:56coordinator or project associate role.
2:26:58To qualify to take the CAPM, you must
2:27:01have a secondary degree such as a high
2:27:03school diploma, GED or equivalent and
2:27:06have at least 23 hours of project
2:27:08management education. After getting CAPM
2:27:11certified, many people go on to get the
2:27:14project management professional called
2:27:16the PMP certification. The PMP
2:27:19certification requires a secondary or
2:27:214-year degree, either 36 or 60 months of
2:27:24experience leading projects and at least
2:27:2635 hours of project management education
2:27:29or a CAPM certification. Common project
2:27:33management certifications in agile
2:27:34project management include certified
2:27:37scrum master or CSM through the scrum
2:27:40alliance. To become a certified scrum
2:27:42master, you must complete a CSM course
2:27:45and pass the CSM test. You can also get
2:27:49a professional scrum master or PSM
2:27:51certification through scrum.org.
2:27:54There are no requirements to take the
2:27:56PSM certification assessment, but you
2:27:58may find it useful to review the scrum
2:28:00guide and practice assessment provided
2:28:02by scrum.org. Finally, if you are
2:28:05interested in a career in IT project
2:28:07management, it may be useful to get a
2:28:09comp TIA A+ certification. The Computing
2:28:12Technology Industry Association or Comp
2:28:15TIA provides this certification to
2:28:17display knowledge in IT support tasks
2:28:20such as troubleshooting, identifying and
2:28:22configuring hardware and software
2:28:24troubleshooting.
2:28:269 to 12 months of experience is
2:28:28recommended but not required to take the
2:28:30certification exams. Lastly, the most
2:28:33important qualification a person can
2:28:35have is experience. But how does one get
2:28:37experience for your first job? One way
2:28:40to gain experience is by turning a
2:28:42personal goal, like planting a garden or
2:28:44writing a book, into a project. Use
2:28:47project management methods and tools to
2:28:49manage your project and reach your goal.
2:28:52Another way to gain experience is by
2:28:53volunteering. Many nonprofit
2:28:56organizations have projects they need to
2:28:57lead. This can give you an opportunity
2:29:00to gain exposure to new projects and
2:29:02learn about leadership management. You
2:29:04may find that you can get an
2:29:05apprenticeship, internship, or co-op.
2:29:08These roles are often designed as
2:29:10partnerships between community
2:29:12organizations, colleges, students, and
2:29:15corporate employers. In these types of
2:29:17programs, you can get on the job
2:29:19training and mentoring while you work
2:29:21and explore specific careers and
2:29:23industries. Finally, you can see about
2:29:26co-leading a project or shadowing a
2:29:28project manager in your current industry
2:29:30or school. Learning experiences such as
2:29:33these boost your confidence and prepare
2:29:35you for more responsible roles. In this
2:29:38video, you learned many colleges offer
2:29:40project management certificates that you
2:29:42can receive while you are getting your
2:29:44degree. Informal training opportunities
2:29:46are available through self-paced courses
2:29:48for those that require more flexibility
2:29:50with schedules. Certifications are the
2:29:53process by which you prove that you have
2:29:54the knowledge, skills, and experience to
2:29:57perform in a project management role.
2:29:59Common certifications for project
2:30:01management include the CAPM, PMP, CSM,
2:30:06and PSM. You can get experience for your
2:30:09first role in project management through
2:30:10a number of ways, including managing
2:30:13personal projects, volunteering, co-ops,
2:30:16internships, and shadowing or co-leading
2:30:19a project in your current role.
2:30:26[Music]
2:30:32Welcome to career progression in project
2:30:34management. After watching this video,
2:30:37you will be able to outline the various
2:30:40career paths available to project
2:30:42management professionals. Describe the
2:30:44roles and responsibilities in each
2:30:46position.
2:30:48Project management professionals can
2:30:50pursue a variety of career paths.
2:30:52Project managers may progress from
2:30:54entry- level roles to more senior roles.
2:30:56They can eventually progress to senior
2:30:58executive level roles. Let's explore the
2:31:01career progression from an entry-le
2:31:03project coordinator to more senior roles
2:31:05such as a VP of operations. While most
2:31:08careers do not follow a straightforward
2:31:10linear path, the typical role
2:31:12progression in an organization would be
2:31:15beginning a career as a project
2:31:17coordinator, then becoming a project
2:31:19manager, then a promotion to senior
2:31:21project manager. After years of
2:31:23experience managing individual projects
2:31:25with complex parts, a senior project
2:31:28manager may move into the role of
2:31:30program manager and then portfolio
2:31:32manager. Some program and portfolio
2:31:34managers who lead many successful
2:31:36projects may attain roles such as
2:31:39director of project management or VP of
2:31:41operations.
2:31:43Those interested in a career in project
2:31:45management may start as an entry-level
2:31:48project coordinator. This is an
2:31:49administrative position in charge of the
2:31:51generation and distribution of project
2:31:53reports and often also deals with
2:31:56scheduling. A project coordinator is a
2:31:58member of the project management team
2:32:00who assists with the project. Project
2:32:03coordinators will attend meetings and
2:32:05assist on minor aspects of the project.
2:32:08Meet with the project team regularly to
2:32:10report on progress and discuss any
2:32:11potential roadblocks. Prepare meeting
2:32:14agendas and notes and maintain project
2:32:16and meeting schedules.
2:32:18After some time as a project
2:32:20coordinator, you can progress to a
2:32:22project manager. A project manager is an
2:32:24entry or mid-level role who uses
2:32:27appropriate tools, techniques, and
2:32:29processes to complete a project
2:32:30successfully. A project manager is
2:32:33responsible for balancing resource
2:32:35availability with resource requirement,
2:32:38working within project constraints that
2:32:39include budget, scope, and schedule, and
2:32:43meeting and managing key stakeholders
2:32:45expectations related to quality
2:32:47standards.
2:32:48Experienced project managers can then
2:32:50become senior project managers. A senior
2:32:53project manager is often also a member
2:32:55of a large management team. A senior
2:32:58project manager may be in charge of
2:33:00projects that have a broader scope or
2:33:02are more complex. They may also oversee
2:33:05multiple projects and must determine
2:33:07which projects and tasks need to be
2:33:09prioritized.
2:33:10After gaining a rich experience of
2:33:12working at the project level in an
2:33:14organization, a project management
2:33:16professional can advance to the role of
2:33:18program management. A program is a
2:33:20collection of projects managed together
2:33:22to reap benefits that would not be
2:33:24possible had they been managed
2:33:25individually. Program management
2:33:27involves greater responsibility as it
2:33:29requires overseeing multiple
2:33:31simultaneous projects that are dependent
2:33:33on one another. To succeed, a program
2:33:36manager must develop program level
2:33:39plans, strategically manage several
2:33:41projects, analyze the business benefits
2:33:44of a program, and manage project
2:33:46dependencies.
2:33:48As someone continues to progress in
2:33:50their career, they advance into a senior
2:33:52role and may become a portfolio manager.
2:33:55This position carries a great deal of
2:33:56responsibility and hence requires rich
2:33:59experience and expertise. A portfolio
2:34:02manager is responsible for a group of
2:34:04projects and programs managed together
2:34:06to achieve strategic business goals.
2:34:09Hence, a portfolio manager is in charge
2:34:11of the centralized management of one or
2:34:13more portfolios to achieve the goals of
2:34:16an organization.
2:34:17Very experienced project management
2:34:19professionals can attain senior and
2:34:21executive level positions such as
2:34:23director of the project management
2:34:25office, PMO, and vice president of
2:34:27operations. The director of project
2:34:29management is a senior management level
2:34:31position that requires five or more
2:34:33years of managerial experience plus
2:34:36project management experience. They
2:34:38oversee other senior level project and
2:34:41portfolio managers. They are also
2:34:43responsible for guiding, instructing and
2:34:46developing project management operations
2:34:48and structuring processes and workflows.
2:34:50They ensure overall project governance
2:34:52by establishing project delivery
2:34:54standards, protocols and tools. The vice
2:34:57president of operations is an executive
2:34:59level position that requires 10 years of
2:35:02industry experience. The vice president
2:35:04is accountable for developing and
2:35:06implementing efficient and
2:35:07cost-effective operations that drive the
2:35:09current and future goals of the
2:35:11organization.
2:35:12They are responsible for operating,
2:35:14managing, planning, and coordinating the
2:35:17overall operations of an organization.
2:35:19They ensure operations run smoothly by
2:35:21setting a strategic operational vision
2:35:23and enforcing an organization's policies
2:35:26and procedures.
2:35:28In this video, you learned that a
2:35:31project coordinator is an entry-level
2:35:33administrative position responsible for
2:35:35creating and distributing project
2:35:36reports. A project manager is
2:35:39responsible for managing the necessary
2:35:41tools, techniques, and processes to
2:35:43successfully complete a project. A
2:35:46senior project manager oversees multiple
2:35:48projects and decides which needs to be
2:35:50prioritized. A program manager oversees
2:35:53multiple projects, analyzes business
2:35:55benefits, manages project dependencies,
2:35:57and develops program level plans. A
2:36:00portfolio manager supervises the
2:36:02centralized management of one or more
2:36:04portfolios to achieve organizational
2:36:06goals.
2:36:07The director of project management
2:36:09guides, instructs, and develops project
2:36:11management operations, structures the
2:36:13workflow, and ensures overall project
2:36:16governance. The vice president of
2:36:18operations is in charge of operating,
2:36:21managing, planning, and coordinating a
2:36:23project's overall operations.
2:36:30[Music]
2:36:35Welcome to expert viewpoints. Describe
2:36:38your career path. In this video, we will
2:36:41hear from project managers discussing
2:36:42the path they took to their current
2:36:44careers.
2:36:46>> So, for about a 20-year period, I was a
2:36:48project manager in the United States Air
2:36:50Force. I retired from the Air Force and
2:36:53immediately found some consulting jobs
2:36:56in project management. So in 2003 I
2:36:59received my project management
2:37:01professional certification from the
2:37:02project management institute. I do have
2:37:05multiple certifications and I enjoy
2:37:10using those certifications for a more
2:37:13important reason that is teaching. As I
2:37:16had mentioned earlier, I teach at four
2:37:19different universities and the one thing
2:37:21that I have found is that if you teach,
2:37:25you really have to learn what you are
2:37:28teaching and that has really helped me
2:37:31in my path to get to the point where I
2:37:33can be a subject matter expert today.
2:37:36>> I ended up finding a startup that was
2:37:38working on online learning for adults
2:37:41and I stayed at that startup because I
2:37:43really liked the work environment. that
2:37:44startup became a public company and I
2:37:47just really liked the fast-paced
2:37:49environment and in that company I was
2:37:51actually a producer for a while and that
2:37:54meant that I was constantly thinking on
2:37:56my feet on set filming several different
2:37:59professors at once for their online
2:38:00learning courses and it meant filming
2:38:03interviews, roundt discussions,
2:38:07vignettes and doing really cool things
2:38:09even with actors and all of that was
2:38:11across several different types of a
2:38:14field. So I worked in production for an
2:38:18online physical therapy degree which was
2:38:21I learned so much so much there. I
2:38:23worked in online learning for cyber
2:38:25security at at Berkeley and data science
2:38:27at Berkeley and nursing programs one um
2:38:31nursing programs programs at
2:38:32Northwestern and and several more. And I
2:38:35really just enjoyed
2:38:37all of the connections I would make with
2:38:39people and which was actually the most
2:38:41important part for me. So even though I
2:38:43was managing production pieces of that,
2:38:45I really like the connections I was
2:38:48making um with these different folks to
2:38:51create life into these projects. And
2:38:53that evolved into me working across even
2:38:56more projects and then learning more
2:38:59about project management and continuing
2:39:01to use those skills of thinking on my
2:39:03feet, being creative, loving
2:39:05relationships. And that's how I got
2:39:07here.
2:39:09My career path. In 2010, I started
2:39:12working at a local call center for a
2:39:14very large telecom company taking in
2:39:16billing calls. So, I started out only
2:39:18$10 an hour. But I know I needed to get
2:39:21my foot in the door in it and start
2:39:23learning from others. From there, I
2:39:25worked very hard and became an
2:39:27operations manager for the enterprise
2:39:29section.
2:39:30After that point, I moved on to their
2:39:32NetApp department and became a P1 duty
2:39:36manager. I knew that I really needed to
2:39:38grow on my education and learn a lot
2:39:40more in order to pursue anything else in
2:39:43it. From there, I went over to
2:39:46University of Central Florida, took a
2:39:48lot of classes in project management,
2:39:50HR, marketing, pretty much you name it.
2:39:53I tried to do everything I could to see
2:39:55where I wanted to go. When I took the
2:39:57project management course, I knew that
2:39:59was definitely the direction I wanted.
2:40:01I'm very detail oriented and organized,
2:40:04and I just love projects. I got very
2:40:06excited. We got to do our own in class
2:40:08as well. From there, I moved over to a
2:40:11company called Audio Codes. I was a
2:40:13project manager. I took on quite a bit
2:40:15of projects and I started mentoring
2:40:17others. I wanted to pursue even more
2:40:20within that company and I worked very
2:40:23hard to teach others as much as I knew
2:40:26about the company itself, project
2:40:29management, and I was able to get
2:40:32promoted over to PMO director. From
2:40:35there, I had 12 direct reports while
2:40:37also managing very large projects at the
2:40:39same time.
2:40:41I then wanted to go ahead and grow my
2:40:44career and I moved over to Zscaler in
2:40:462021 as a senior project manager and
2:40:49currently mentoring others working very
2:40:52large enterprise projects for them as
2:40:54well.
2:40:56Now, my story is a little bit funny
2:40:58because back when I was at USC,
2:41:01uh, and my friends were all making like
2:41:03seven bucks an hour working in the
2:41:05library or in some office, I was making
2:41:0850 bucks an hour helping, uh,
2:41:10medium-sized businesses computerize. So,
2:41:13that came uh to bear with all the other
2:41:17things I'd been doing. So running uh
2:41:21running projects for college uh even in
2:41:24high school, you know, learning to be
2:41:26organized, learning to be detailed
2:41:29oriented, uh being a good communicator,
2:41:32all kind of came together
2:41:35later uh when I moved into what I
2:41:38consider kind of the upper ranks of a
2:41:40consulting uh project manager, it really
2:41:44was, you know, years of doing a lot of
2:41:48different projects that put me in the
2:41:51position to get a higher paying job as a
2:41:55project manager.
2:41:57>> So I started off as a event planner and
2:42:01early early in my career planning
2:42:03weddings and concerts and entertainment
2:42:07events and I got a job as a business
2:42:13consultant and really took an interest
2:42:16in project management. And so my first
2:42:19couple of projects I worked as a pseudo
2:42:24project manager. Um really taking in
2:42:27kind of a lot of things that I could
2:42:30learn about project management from the
2:42:34people around me and the teams around
2:42:36me. So I started doing project
2:42:41management for some of my clients. I
2:42:43ended up uh landing a client where I
2:42:46helped them move from a waterfall
2:42:50project management methodology to an
2:42:52agile project management methodology and
2:42:55really kind of fell in love with some of
2:42:56the agile frameworks and the scaled
2:42:59agile frameworks. And now I both manage
2:43:04projects as a business consultant, but
2:43:06also uh help organizations develop
2:43:10content for project management courses
2:43:13and and pass on the expertise that I've
2:43:16learned as I've, you know, worked in
2:43:20project management.
2:43:26[Music]
2:43:31Welcome to expert viewpoints, job
2:43:34hunting and career progression tips. In
2:43:37this video, we will hear from project
2:43:39managers discussing tips for job hunting
2:43:41and progressing as a project manager.
2:43:44>> Number one, find a mentor. Find someone
2:43:47that you can follow. Find someone who
2:43:49will be a coach to you. someone that you
2:43:52can respect, someone that you can
2:43:53understand, someone who has had a
2:43:56successful career in project management.
2:43:58Number two, be an active listener. You
2:44:02have two ears, you have two eyes, and
2:44:04you have one mouth. There's a reason why
2:44:06we have two ears. Listening will allow
2:44:10you to absorb more information than
2:44:13speaking. Find that mentor. Find that
2:44:16individual who has quote unquote been
2:44:18there and done it and listen closely. In
2:44:22addition, make sure that you learn from
2:44:25both positive and negative examples.
2:44:29As a project manager, you're going to
2:44:31see some people who just flat out do not
2:44:34do it well. You're going to see others
2:44:36who are very, very successful. Watch the
2:44:39people who do not do project management
2:44:41well. Try to determine why did they
2:44:44fail. Watch the people who perform
2:44:46project management well. Ask yourself
2:44:49why did they succeed. Oftentimes the
2:44:53positive examples are outstanding.
2:44:56But in reality, we oftenimes learn more
2:45:00from the negative examples.
2:45:03>> First off, start with informal
2:45:05interviews. Any type of job that you're
2:45:07thinking about going into, it's very
2:45:09helpful. you can understand from their
2:45:11point of view what it's like for their
2:45:13daytoday if they really truly like their
2:45:16career and it gives you an opportunity
2:45:18to learn from them. That could also be a
2:45:20potential for a mentorship in the
2:45:22future. Secondly, I would recommend
2:45:24studying for the PMP. Even if you don't
2:45:27have the hours, it's still good to know
2:45:29the foundations of project management
2:45:31and it will help you understand quite a
2:45:33bit more. Many places do require a
2:45:36bachelor's degree. So, please make sure
2:45:38you are at least taking the bare minimum
2:45:41courses like marketing, project
2:45:44management, finance, all of those type
2:45:47of classes will actually help you out in
2:45:49the long run as well.
2:45:51>> I think the number one thing is to
2:45:54really look at your skills and um how
2:45:58you are working with people. Do you
2:46:00enjoy working with teams? uh do you care
2:46:04about you know people in a way where
2:46:07you're going to go through both the fun
2:46:10and the difficult times because you will
2:46:13have in almost every project you know
2:46:16things will go wrong and it won't be
2:46:18easy there will be times where uh
2:46:21something simply fails in unexpectedly
2:46:24and you have to fix it uh so you have to
2:46:27have patience and people skills to be
2:46:30able to do that
2:46:31>> the advice that I would give someone who
2:46:33is trying to launch their career right
2:46:34now in project management is that follow
2:46:38the path that feels the best to you for
2:46:42what you want to do and specifically in
2:46:44the organization that you want to work
2:46:45with. I have a lot of education. I
2:46:49worked and got my masters and I got my
2:46:52doctorate in organizational change and
2:46:54leadership and that was my path because
2:46:56I happen to just love school. But I have
2:47:00had co-workers, colleagues that have far
2:47:02different types of education but a lot
2:47:05more experience specifically in project
2:47:08management. So there's diff there are
2:47:10different ways to get to where you want
2:47:13to be. You focus in on what is the best
2:47:17for you.
2:47:19>> What has helped you most in advancing
2:47:21your career?
2:47:22>> Surround yourself with really great
2:47:24people. One of the things that I will
2:47:26share with you is the most dangerous
2:47:28project manager is the individual who
2:47:31says, "I don't need any help. I've got
2:47:34this." A good project manager knows what
2:47:37they know, knows what they do not know,
2:47:39and surrounds themselves with people who
2:47:41know what they do not know. Project
2:47:43management is an individual sport in a
2:47:46sense. As the project manager, you are
2:47:49accountable for outcomes, but in
2:47:51reality, project management is a team
2:47:53sport. Surround yourself with good
2:47:55people, build the team, and I think
2:47:58you'll be very, very successful in all
2:48:00of your projects and in the long term
2:48:03advancing your career.
2:48:04>> Get a career coach. My career coach
2:48:07helped me out so much building my resume
2:48:09with me, understanding why it's so
2:48:11important to have a resume, and then
2:48:13even a cover letter, and then help me
2:48:16prep for my job interviews. They are now
2:48:19a long-term career coach and I greatly
2:48:21appreciate them because it's not just a
2:48:23point in time in my journey. They're
2:48:24helping me out with my overall journey.
2:48:27Secondly was my education. From the
2:48:29start at UCF, I was able to understand
2:48:32the basics of project management.
2:48:34However, when I went over to University
2:48:36of North Carolina for my MBA, I was able
2:48:39to build relationships with others and
2:48:41truly understand how to network. From
2:48:43there, with the education itself, I was
2:48:45able to bring it to the next level and
2:48:48pursue my career even further.
2:48:51>> So, what's helped me the most in
2:48:53advancing my career has really been the
2:48:57ability to
2:48:59look for different projects and be open
2:49:02for those kind of special opportunities.
2:49:06So when I first started working for
2:49:09example for a boutique firm in Chicago
2:49:12as a consulting project manager, you
2:49:15know,
2:49:17being recognized as somebody who's very
2:49:19good at fixing problems was probably one
2:49:23of the keys to my really advancing. So
2:49:27being in a position to understand that
2:49:29all of my different life skills from
2:49:31like I said being a diplomat to being
2:49:34highly organized and extremely good with
2:49:37people suddenly put me in a position to
2:49:39say that if there's a project that needs
2:49:42help, I can fix it.
2:49:49[Music]
2:49:53Welcome to this course on project
2:49:55management foundations initiation and
2:49:57planning.
2:49:58After completing this course, you will
2:50:01be able to explain project management
2:50:03concepts, principles, and terminology.
2:50:07Design effective project management
2:50:09templates for launching your projects.
2:50:11Integrate clear, understandable, and
2:50:14practical methods to improve project
2:50:16management results in real world
2:50:18scenarios.
2:50:20Use skills and tools to carry out
2:50:22activities required to set up and
2:50:23initiate a project.
2:50:26Describe how project management is
2:50:27changing in the modern era. And
2:50:30distinguish between various
2:50:32methodologies for project planning and
2:50:33management. The first module in this
2:50:36course titled why project management
2:50:39defines project management and the role
2:50:41project managers play in overseeing
2:50:43projects.
2:50:45You will learn about the skills,
2:50:47competencies, traits and mindset
2:50:49required to be a successful project
2:50:51manager. In module two, traditional
2:50:53project management, you will learn
2:50:55traditional methodologies as well as
2:50:58high-level information about the 10
2:50:59leading project management approaches.
2:51:02This module also covers project
2:51:04management phases or process groups,
2:51:07organizational types, definitions, and
2:51:10the role of the project management
2:51:11office or PMO. The third module, modern
2:51:15project management, introduces concepts
2:51:17relevant to today's world where teams
2:51:19are frequently dispersed globally and
2:51:21more collaboration tools are available.
2:51:23The module begins by defining modern
2:51:25project management, including
2:51:27principal-based project management, and
2:51:29later discusses its benefits and
2:51:31drawbacks. In setting up the project for
2:51:34success, you will learn about and
2:51:36practice some key tools a project
2:51:38manager uses to initiate a project. It
2:51:40involves a project charter, project
2:51:42brief, a responsible, accountable,
2:51:45consulted and informed or RACI chart,
2:51:49stakeholder analysis and matrix and
2:51:52project budget. The fifth module is
2:51:55project planning which introduces you to
2:51:57developing a project management plan.
2:51:59This includes end-to-end scope,
2:52:01schedule, and budget planning. You will
2:52:03learn essential project planning tools
2:52:06such as work breakdown structure or WBS,
2:52:09a project network diagram, and
2:52:11threepoint budget estimation. Finally,
2:52:14in the final project and assessment
2:52:16module, you will review the key
2:52:18takeaways of the course, complete a
2:52:20final project, and take the final quiz.
2:52:23This course uses various teaching
2:52:25methods, including instructional videos,
2:52:27discussion activities, scenario labs,
2:52:29and quizzes. In the guided instructional
2:52:32videos, a subject matter expert orme
2:52:36walks you through project management
2:52:37concepts with essential need to know
2:52:39facts. The discussion activities
2:52:41reinforce what you've learned in the
2:52:42course videos and encourages you to
2:52:44apply new knowledge and skills as you
2:52:46learn. In the labs, you will develop a
2:52:49project charter, an RACI chart, a
2:52:52stakeholder matrix and analysis, and a
2:52:54project budget. Once completed, these
2:52:58key tools can be added to your portfolio
2:53:00to demonstrate your project management
2:53:01skills to potential employees. Practice
2:53:04and graded quizzes are included in each
2:53:06module to assess your learning and
2:53:07validate the key concepts introduced.
2:53:11Once you have completed this course, you
2:53:13will receive a certificate that can be
2:53:14shared with prospective employers to
2:53:16demonstrate your knowledge of project
2:53:18management. Good luck and let's get
2:53:20started.
2:53:23[Music]
2:53:32Welcome to what inspired us to create
2:53:34this course. Project management can be a
2:53:38highly rewarding career path and the
2:53:40need for qualified project managers is
2:53:43greater than ever before across all
2:53:45industries. To understand this
2:53:47discipline, one should have a clear
2:53:49understanding of the responsibilities of
2:53:51this position. Project management
2:53:54entails leading a team through all the
2:53:56stages of a project successfully.
2:53:59Project managers are chiefly responsible
2:54:01for the planning, development, delivery,
2:54:04and closure of a project in a set time
2:54:07frame. And to accomplish the mission,
2:54:09project managers should be well-versed
2:54:12in project management tools, techniques,
2:54:14and processes. So to explain in greater
2:54:18detail and provide insights to learners,
2:54:20we aim to create a course that focuses
2:54:23on the structure of project management
2:54:25and its practical application in dealing
2:54:28with realworld scenarios. Each project
2:54:31has its own set of challenges. So even
2:54:34though you have the right tools and
2:54:36resources to address them, it is
2:54:38important for you to have the ability to
2:54:40deal with them. This course aims to
2:54:43familiarize you with how to make
2:54:45yourself ready for the project
2:54:46management role. Our dual emphasis on
2:54:49structure and adaptability will help you
2:54:52modify your approach based on the
2:54:53situations and the different phases of a
2:54:56project. We believe project management
2:54:59is a valuable life skill for anyone from
2:55:02any background. A few key skills that
2:55:04can benefit any professional are knowing
2:55:07how to track and manage a budget,
2:55:09knowing how to deliver things on time,
2:55:12and knowing how to manage and
2:55:14communicate with stakeholders.
2:55:16So, even if project management is not
2:55:19the primary focus of your career, the
2:55:21topics we cover in this course will be
2:55:24beneficial to achieving your career
2:55:26goals. In this course, we will focus on
2:55:29how a project begins and the skills
2:55:31needed to ensure its success.
2:55:36[Music]
2:55:44Welcome to how to make the most out of
2:55:46this course. This course is part of a
2:55:49series of courses intended to teach
2:55:51project management skills.
2:55:54After watching this video, you will be
2:55:56able to explain the concept of the
2:55:58rainbow path, list the certificates
2:56:00these courses are designed to support,
2:56:03and explain the best way to get the most
2:56:05out of this series. Now, this project
2:56:08management series shows the path and
2:56:10tools when time and resources are
2:56:12plenty. This is known as the rainbow
2:56:15path because everything is perfect in
2:56:17this scenario. While having an ideal
2:56:20project is certainly something to aspire
2:56:22to, it doesn't always work out that way
2:56:24in the real world. This series strives
2:56:26to take the methodology and tools one
2:56:29step further into how they will work in
2:56:31real life situations on a project.
2:56:34However, knowing the rainbow path is
2:56:36important so that you as a project
2:56:38manager know what steps to take to keep
2:56:40your projects as perfect as possible.
2:56:43These courses are specifically designed
2:56:45to help anyone seeking a PMI, PMP or
2:56:49project management professional
2:56:50certification or PMI CAPM or certified
2:56:54associate in project management
2:56:56certification from the project
2:56:58management institute or PMI. All the
2:57:01concepts, methodologies, processes and
2:57:03tools presented in this series are drawn
2:57:06from project management resources such
2:57:08as the PMI and our expertise. The PMI's
2:57:13project management body of knowledge
2:57:14version 7 or pinbox 7 serves as the
2:57:18foundation of our courses. However, some
2:57:20information is drawn from other models
2:57:22in this series. Although there is
2:57:25currently no experience credit
2:57:26associated with taking these courses,
2:57:29the benefit of learning about project
2:57:30management from different perspectives
2:57:32and how it can be used in real life
2:57:35scenarios will lay a great foundation
2:57:37for professionals seeking a career in
2:57:39project management. This can produce
2:57:41great results. Also, you may use these
2:57:45courses to show that you have completed
2:57:46the required contact hours to take the
2:57:48certification examination. To fully reap
2:57:52the benefits of this series, we
2:57:54recommend that you go through all the
2:57:55courses, devote time to labs and the
2:57:58completion of exercises to test your
2:58:00knowledge, and see how the learning can
2:58:02be applied to real life situations.
2:58:05Being attentive and taking notes will
2:58:07help you retain the knowledge you gained
2:58:09during this series. So pursue this
2:58:11series diligently like any other
2:58:13high-level course which will
2:58:15significantly help you in your next
2:58:17project.
2:58:21[Music]
2:58:29Welcome to expert viewpoints instructor
2:58:32introductions. In this video you will
2:58:34hear from project managers introducing
2:58:36themselves and their roles.
2:58:40Hello, my name is Katherine Brooks. I'm
2:58:41an engineering project manager at Tech
2:58:43Systems for Apple. I am my PMP and my
2:58:46MBA from UNC Chapel Hill. I have 12
2:58:49years experience.
2:58:51Hi, my name is Casey Kyle and I
2:58:54currently work developing courses as a
2:58:57content creator and subject matter
2:58:59expert. Um I've been working in the
2:59:03field of project management
2:59:06um
2:59:07corporate technology consulting and
2:59:10course creation for about the last 15
2:59:12years and I have certifications as a
2:59:17certified project manager as well as a
2:59:20certified scrum master and agileist.
2:59:24>> Hi, my name is Paul Partardi. Um I've
2:59:26had uh a few titles in my career. I've
2:59:29served as a software development manager
2:59:32as well as a content manager for some
2:59:35fairly large teams. Um, and while I've
2:59:38never had the role of project manager
2:59:40per se, I've done a lot of project
2:59:42management in both of my roles in my
2:59:44career.
2:59:45>> Hi, my name is Kristen Pollson and I'm
2:59:47the director of customer success with
2:59:50Skillup Technologies. I've been with
2:59:52Skillet for about 5 and a half years,
2:59:54but in the project management space for
2:59:57a little over 20. Throughout my 20
2:59:59years, I have not gotten any credentials
3:00:02or uh done any PMP or CPAM tests.
3:00:08Hi, my name is Megan Peek and I'm a
3:00:10senior project manager at Skillup
3:00:12Technologies. I have over 10 years of
3:00:14experience as a project manager and I
3:00:17have a certificate in project management
3:00:19for the University of Washington. Hello,
3:00:21my name is Matt Versdall. I am an
3:00:24operations manager at Harborview Medical
3:00:26Center in Seattle, Washington, as well
3:00:28as a instructor in project management
3:00:31for a few different colleges in the
3:00:32area. I have been around project
3:00:34management for about 12 years and
3:00:37managed all kinds of different projects
3:00:39from the automotive industry to
3:00:41healthcare to facilities.
3:00:44I'm a certified six sigma black belt
3:00:47certified uh project management
3:00:49professional.
3:00:51certified scrum master and I have a
3:00:53couple of certifications in supply chain
3:00:55management, the certified supply chain
3:00:58professional and the certified
3:01:01professional supply manager. My name is
3:01:04Daniel Yman's. I go by Dan. I'm
3:01:06currently employed as a subject matter
3:01:09expert for Skill Up Technologies. I am
3:01:13involved in the development of five
3:01:15different project management related
3:01:17courses to include the one that you're
3:01:19watching now. In terms of companies that
3:01:23I work for, I do have a small company
3:01:26called ROI Seminars and Consulting. But
3:01:29in addition, I'm also a facilitator, a
3:01:31course developer, and also a corporate
3:01:35trainer for Green River College, for
3:01:38Belleview College and South Seattle
3:01:40Colleges here locally in the Seattle,
3:01:42Washington area. And I also teach for
3:01:45grading undergraduate and graduate level
3:01:48business at Northwest University.
3:01:53[Music]
3:02:00Welcome to expert viewpoints importance
3:02:03of project management. In this video we
3:02:07will hear from project managers
3:02:08discussing why project management is
3:02:10important.
3:02:12So, I think that great project
3:02:15management really allows members of a
3:02:18team to focus intently on the work that
3:02:22needs to get done to meet the project
3:02:24objectives rather than spending a lot of
3:02:28time
3:02:29um trying to figure out what needs to
3:02:32get done or doing rework because they
3:02:37aren't working maybe on the right things
3:02:39or they don't have all the information
3:02:41that they need to complete the tasks
3:02:43that they need to get done. Um, I think
3:02:46very good project managers help teams
3:02:50anticipate and mitigate and even resolve
3:02:54risks and issues that come up and
3:02:57challenges that come up during the life
3:02:59cycle of the project. And then I also
3:03:04think that having um
3:03:07clear deliverables that are communicated
3:03:10clearly, that are defined early on in
3:03:13the pro uh project, they're communicated
3:03:16frequently. They help the team know
3:03:19exactly what's going on and when it
3:03:21needs to get done.
3:03:23I think project management is more
3:03:26important now than ever. There are so
3:03:28many more remote project teams than ever
3:03:30before. And teams are spread across
3:03:32multiple time zones. And while teams are
3:03:35physically apart, the speed of
3:03:37communication is happening fast through
3:03:39collaboration tools like Slack and
3:03:41Microsoft Teams. So you need that
3:03:43central person to track this broad and
3:03:46rapid communication and make sure
3:03:48information is getting to the right
3:03:50people at the right time so everyone can
3:03:52deliver their best quality work.
3:03:56Um the project manager really is the
3:03:59rudder that kind of steers the project
3:04:01ship. Um when you think about what the
3:04:03project manager does, they are
3:04:05responsible for managing the schedule,
3:04:07managing all the individual tasks that
3:04:09need to happen. They're responsible for
3:04:11communicating with upper management and
3:04:13with the team about the project status
3:04:15about changes in requirements. So the
3:04:18project manager really is that person
3:04:20that's responsible for making sure that
3:04:23the project is moving in the direction
3:04:24that it's supposed to be moving in.
3:04:26Think about a government without
3:04:28government officials or um a corporation
3:04:31without a CEO. Um the project manager
3:04:34really is is essential in in ensuring
3:04:36that the project goals are met and that
3:04:39the um the project meets those goals.
3:04:43When I think about a a project without a
3:04:45project manager or even projects that
3:04:48have poor project management, um
3:04:51projects end up uh you know doing
3:04:54similar work over and over again. They
3:04:56end up repeating tasks or missing
3:04:59schedules or deadlines. Um there's been
3:05:03some projects that I've been a part of
3:05:04that have been self-managed where the
3:05:06team tries to manage the tasks and
3:05:09schedules on their own and there's too
3:05:11many voices. people uh assume things are
3:05:13getting done when they're not getting
3:05:15done. People assume they know the tasks
3:05:17when they really don't know the tasks uh
3:05:19that need to be accomplished for a
3:05:20project. So the project manager is the
3:05:23individual or the team that uh takes all
3:05:27of the uh essentials of a project and um
3:05:30ensures those those essentials are being
3:05:33u accomplished. Those those those goals
3:05:35are being met.
3:05:38[Music]
3:05:45[Music]
3:05:48Welcome to expert viewpoints project
3:05:50management the journey. In this video we
3:05:53will hear from project managers
3:05:55discussing the journey and destination
3:05:57of project management.
3:06:00>> Let's begin with the destination. What
3:06:02is the destination? What is the ultimate
3:06:04goal of a project? on time, within
3:06:07budget, and providing scope to satisfy
3:06:09the customer's needs. Being able to move
3:06:12the bar for the organization to provide
3:06:15value. But it's not all about the
3:06:17destination. The journey is working
3:06:19together, building the team, gaining new
3:06:22skills, building new relationships. It's
3:06:25achieving success, not only for the
3:06:28organization, but for yourself. It's
3:06:30about, in addition, being empowered to
3:06:34make a difference.
3:06:36Within a project itself, you can think
3:06:38about the actual journey is going
3:06:40through the project. What happens at the
3:06:43very beginning, during the middle and
3:06:45then towards the end, how did you get to
3:06:47your destination, which is the end
3:06:49result. So, did you actually complete
3:06:52the project in time with its scope and
3:06:54budget? And then also add in what your
3:06:56lessons are learned.
3:06:59The difference between the journey and
3:07:01the destination of project management is
3:07:03the difference between the tasks and the
3:07:06people and the schedule that is meant to
3:07:09accomplish the goals of the project and
3:07:11the final deliverable, the final product
3:07:14that you're delivering. Um so let's
3:07:16let's suppose that a project is building
3:07:19software. They're building a software
3:07:21package. Um the journey is about the
3:07:24process that's involved in building that
3:07:26software. who's going to do what jobs?
3:07:29What resources do we need to accomplish
3:07:31our goals? What are the goals? What's
3:07:33the vision of the product? What are some
3:07:35potential roadblocks? Um what are
3:07:37dependencies that this project has? What
3:07:39do we need to make sure that we have in
3:07:41place so that we can uh accomplish all
3:07:43of our tasks? The destination is the
3:07:46software product itself along with any
3:07:50um extra things that are needed to get
3:07:52that software to the customer. So for
3:07:54example, marketing or um some
3:07:57advertising
3:07:59um manuals that the uh or or or user
3:08:02guides that the software will need to
3:08:04support it. Um ensuring that there's a
3:08:06software u support system in place for
3:08:09that software package. That's the
3:08:11destination. Ensuring that all those
3:08:13things are in place.
3:08:15>> Well, first of all, I would advise all
3:08:17of you to try to understand as best you
3:08:19can the art of project management. This
3:08:22includes effective communications,
3:08:24influencing, motivation, coaching, and
3:08:27more. Learn these skills. Try to be as
3:08:30good at these skills as you can. But
3:08:32along with those business skills or soft
3:08:35skills, understand the science of
3:08:37project management as well. Understand
3:08:39life cycles. Know how a project needs to
3:08:42be planned from beginning to end. And
3:08:45know what you know, know what you don't
3:08:46know, and surround yourself with people
3:08:48who know what you don't know. One of the
3:08:50big myths is that the project manager
3:08:52needs to be the expert in everything.
3:08:55That is wrong. A project manager needs
3:08:57to understand where they are the expert,
3:09:00but also where they're not the expert
3:09:02and surround themselves with people who
3:09:04are.
3:09:07A successful journey is well thought out
3:09:09and well planned. It doesn't skip the
3:09:12planning part of the actual journey. You
3:09:15have to have that in order to have a
3:09:17successful journey. From there, you're
3:09:19able to gather all the right resources.
3:09:22It might be products, it might be people
3:09:25involved like your team members, but
3:09:27making sure that you have all the right
3:09:29resources. And then to have a successful
3:09:32destination is to understand the true
3:09:35scope and expectations.
3:09:38>> I think there's many things that a
3:09:39project manager can do to ensure a
3:09:41successful journey and to ensure that
3:09:43the destination is reached. Um, in my
3:09:47experience, probably the biggest aspect
3:09:49of a good project manager is
3:09:51communication. Um, a project manager has
3:09:54to be both a coach, um, as well as a
3:09:58person that's able to drive the project
3:10:00forward. Um I don't think a project
3:10:01manager needs to be uh a subject matter
3:10:04expert on every aspect of the project um
3:10:07or what the project team is building but
3:10:10they do need to be able to talk about um
3:10:12what that project comprises uh some of
3:10:15the technical aspects of that project
3:10:18and they need to have that that level of
3:10:20expertise so that they can communicate
3:10:21properly to every stakeholder and um and
3:10:25person involved in in accomplishing the
3:10:27goals of that project. So, communication
3:10:29to me is a is a big one. Another one is
3:10:33um being able to manage time. Um and
3:10:36this it sounds like a it sounds like
3:10:38it's a very basic thing to be able to
3:10:40manage time. We all have to manage time
3:10:42in our day and what we're going to
3:10:43accomplish and what we're going to be
3:10:44doing in a given day. But when I talk
3:10:46about time management, I'm talking about
3:10:48u being able to know um how uh different
3:10:52aspects of the project need to get
3:10:55accomplished in what order. A third
3:10:57aspect for ensuring that the journey uh
3:11:00is done in a way that accomplishes the
3:11:03project's goals is to um know how to
3:11:06weight things. Um and what I mean by
3:11:08that is not everything is worth calling
3:11:12a meeting for or not everything is worth
3:11:14sending out uh a broad mail to upper
3:11:16management and to the team. Some things
3:11:19need to be um ignored sometimes. So that
3:11:23waiting aspect I think is very very
3:11:25important. So that that those three
3:11:27aspects along with a bunch of other
3:11:28things but those to me are very critical
3:11:30for ensuring that the journey of a
3:11:33project is successful. Um ensuring that
3:11:36the destination is successful really
3:11:39means um to me uh thinking through what
3:11:42does the endgame look like. I think a
3:11:44lot of project managers look at the
3:11:47tasks that need to be accomplished and
3:11:49what the team is going to do for those
3:11:51tasks. Um but they forget that once the
3:11:54project is is done, once the the product
3:11:57is built or whatever it is that you're
3:11:58delivering is is accomplished, what does
3:12:01that look like? Um how do you
3:12:02communicate that out that things are
3:12:04completed? How do you ensure that
3:12:06stakeholders um are satisfied? Uh you
3:12:09may think that you accomplish the
3:12:11project's goals, but your stakeholders,
3:12:13the people that are actually receiving
3:12:15the product may not agree with you. So,
3:12:17uh, you might ask a question like it, is
3:12:21there going to be a follow- on to this
3:12:22project where things that we weren't
3:12:24able to get to in the first version, we
3:12:26want to accomplish in the second
3:12:27version? Asking those types of questions
3:12:29once you've delivered the product or pro
3:12:32the project is complete so that your
3:12:34stakeholders have an opportunity to
3:12:36provide more input there. So, the
3:12:38destination really is about thinking
3:12:39about it ahead of time. Um, playing it
3:12:42out in your mind, almost roleplaying.
3:12:44The project is now done. What does that
3:12:46mean? How do we get this to the
3:12:47customer? How do we get this to the
3:12:49user? How do we get this to upper
3:12:51management? So, really ensuring that the
3:12:54um the the stakeholders are happy, upper
3:12:57management is happy, and your team is
3:13:00happy at the end of the project.
3:13:05[Music]
3:13:12Welcome to expert viewpoints project
3:13:15management the journey example. In this
3:13:18video we will hear from project managers
3:13:20discussing the journey examples of
3:13:22project management.
3:13:24>> I highly recommend each and every one of
3:13:26you to if you have a chance visit
3:13:29www.pmi.org.
3:13:32That's the project management institute.
3:13:34And I want to share ever so briefly a
3:13:37very successful project and give you a
3:13:39couple of reasons why it was so
3:13:41successful. First of all, the challenge.
3:13:44A catastrophic weather event destroyed
3:13:46roads and cut off British Columbia's
3:13:49lower mainland, including Vancouver,
3:13:51from the rest of Canada.
3:13:54A huge project was needed. What was the
3:13:57solution? British Columbia's Ministry of
3:13:59Transportation and Infrastructure used a
3:14:02project management approach based on a
3:14:05guide to the project management body of
3:14:07knowledge. The acronym for that is the
3:14:09pinach guide. They use this guide to
3:14:12prioritize repairs and reopen critical
3:14:15routes as quickly as possible. This
3:14:18included network analysis, identifying
3:14:20critical paths, requirements analysis,
3:14:23creating a work breakdown structure,
3:14:26communications planning, implementing
3:14:29communication protocols, risk
3:14:31management, preparing risk assessment
3:14:33and responses, and in addition
3:14:36soliciting the management of
3:14:39contributors and interested parties as
3:14:41well. what I shared with you a moment
3:14:43ago. Know what you know, know what you
3:14:45don't know, and surround yourself with
3:14:46people who know what you don't know. So,
3:14:48what was the outcome? Highway 5, the
3:14:50principal corridor for transportation of
3:14:53goods to and from the port of Vancouver,
3:14:55Canada, was reopened to commercial
3:14:58traffic in 35 days.
3:15:01This is a successful project and we hope
3:15:04that all of your projects can be equally
3:15:07as successful.
3:15:09So, I got a project at my last company
3:15:12and it was very large. I had over 200
3:15:14sites and it was global and to give you
3:15:17a key idea, it was a plastics company.
3:15:21So, they're all over the world. Co hit
3:15:23in the middle of it. We had our plan
3:15:25really thought out as far as our overall
3:15:28journey. And of course it changed, but
3:15:30since we planned so well in advance, we
3:15:33were able to easily shift around the
3:15:36different locations and then we still
3:15:38had the end result for our destination,
3:15:41which was to complete those sites.
3:15:46>> An example of a a project that I thought
3:15:49uh run really well and met the criteria
3:15:52of a successful journey as well as a
3:15:55successful destination. um was at my
3:15:58time at a big corporation. I was on a
3:16:01team that was developing a product that
3:16:03was um essentially last uh in the in the
3:16:06competitive landscape. Um and our team
3:16:09had to play catch-up. And there was a
3:16:12project manager that uh helped us get
3:16:14there from a marketing perspective. Um,
3:16:17and what she would do is get us all into
3:16:20a room twice a week and she had a really
3:16:23nice spreadsheet and she would have
3:16:26everyone go through their items in the
3:16:28spreadsheet. Um, she kept our uh,
3:16:31project time boxed or line items.
3:16:36She kept our line items time boxed so
3:16:39that we didn't, you know, rattle on
3:16:41about things that weren't important. if
3:16:43as we were giving our status we went off
3:16:45track, she would ensure that we stayed
3:16:47on track and she would gently nudge us
3:16:50back into the right uh right frame of
3:16:52mind so that we were talking about the
3:16:53items that we needed to talk about. And
3:16:56I remember um at the time I thought that
3:17:00uh even though she was very direct and
3:17:01she kept the project moving and she kept
3:17:03us all on task, she did it in a way that
3:17:06actually kept us motivated. So, as we
3:17:08saw project uh progress every other day
3:17:11or you know twice a week um we actually
3:17:13got motivated. It was a lot of work and
3:17:16she kept us on task and we weren't
3:17:17allowed to not deliver. Um but she did
3:17:21it in a way that I always felt like hey
3:17:23we're actually doing something. We're
3:17:24getting we're making the project better.
3:17:26We're moving this this project forward
3:17:29by ensuring that our customers know what
3:17:32our product does and why it does it
3:17:34better than the competition. So in terms
3:17:36of that journey, she was a really good
3:17:39project manager for helping us make
3:17:42progress um you know every day that we
3:17:45had to work on something informing the
3:17:47rest of our peers and management about
3:17:49that progress and then being able to see
3:17:52the impact of that progress in our
3:17:54product uh in the the general product
3:17:57that we were building but also um see
3:18:00that result in the marketplace as we
3:18:01were making you know reaching those
3:18:03goals.
3:18:06[Music]
3:18:13[Music]
3:18:17Welcome to How is this course different?
3:18:20After watching this video, you will be
3:18:23able to discuss why this course is
3:18:25unique, explain how this course can help
3:18:28project managers stand out, and list
3:18:31three common project constraints.
3:18:34This course focuses on project
3:18:36management methodologies, structures,
3:18:38and principles. Now, principles and
3:18:41methodologies do provide the foundation
3:18:43needed to address most project
3:18:45scenarios, but this course goes further
3:18:47than other project management courses by
3:18:50focusing on both the science and the art
3:18:53of managing a project. And we achieve
3:18:55this unique combination of art and
3:18:57science by encouraging project managers
3:19:00to look at a project through a new lens
3:19:02and to adopt creative approaches
3:19:04including innovative solutions and
3:19:07unique methods such as datadriven
3:19:09decision-m and involving stakeholders.
3:19:12This approach ensures the long-term
3:19:14sustainability and effectiveness of
3:19:17projects. Now with most projects,
3:19:20leaders are overburdened and the
3:19:22production team has aggressive goals. As
3:19:25a result, supply orders may become
3:19:27delayed. A project manager must work
3:19:30within a defined budget and time frame
3:19:33despite these constraints and tight
3:19:35deadlines. A successful project manager
3:19:38should know how to navigate these and
3:19:40other challenging scenarios. In this
3:19:43course, we will explore concepts, tools,
3:19:45and tips and tricks to execute projects
3:19:48successfully.
3:19:50Business leaders often face three main
3:19:52project management constraints: time,
3:19:55cost, and scope. And managing these
3:19:58three constraints can be challenging for
3:20:00a project manager, but it is also the
3:20:02primary goal. While other project
3:20:05management courses focus on only two
3:20:07constraints, this course will push you
3:20:09to succeed with all three.
3:20:12In our course, we provide key insights
3:20:15from project management specialists and
3:20:18detailed instructions on using and
3:20:20implementing project management tools.
3:20:22We will also teach you about different
3:20:24project management models to help you
3:20:27adapt to various projects and shifting
3:20:29demands. This includes insights into
3:20:32selecting and tailoring project
3:20:34management models depending on the
3:20:36project's needs. So, by streamlining
3:20:39your project management processes using
3:20:41the tools and tips you'll learn in this
3:20:43course, you will be able to deliver
3:20:45projects that are on time, below budget,
3:20:48and within scope.
3:20:51In this video, you learned that this
3:20:53course teaches you the art and science
3:20:55of project management. The three main
3:20:58constraints projects face are time,
3:21:00cost, and scope. And this course
3:21:03provides professional insights,
3:21:05instructions, and models for project
3:21:07managers to navigate challenges.
3:21:13[Music]
3:21:22Welcome to traditional project
3:21:23management. After watching this video,
3:21:26you will be able to identify two key
3:21:29factors considered to evaluate a
3:21:31project, explain four major approaches
3:21:34to project management, define the
3:21:36composition of an agile team, and
3:21:39describe Stacy's matrix. Delivering a
3:21:42project can be a challenging task. A
3:21:45project manager's role is crucial in
3:21:47today's corporate world and there is a
3:21:50growing need for facilitating high-level
3:21:52processes in businesses. A project
3:21:55manager needs to consider two key
3:21:57factors when evaluating a project. First
3:22:00is the frequency of deliverables. Some
3:22:03clients require products or services to
3:22:06be delivered at project's end while
3:22:08others prefer frequent deliveries
3:22:10throughout the project's life cycle.
3:22:13Second is the frequency of modifying
3:22:15specifications of project deliverables
3:22:18and the project manager must plan
3:22:20accordingly. The types of approaches
3:22:22that project managers can adopt to
3:22:25deliver projects successfully include
3:22:27predictive, incremental, iterative, and
3:22:30agile. As the name suggests, the
3:22:33predictive approach implies predicting
3:22:35the final product at the beginning of a
3:22:37project. The project manager adopts this
3:22:40approach to immediately deliver the
3:22:42final product at the end of the project
3:22:45with minimal changes. The predictive
3:22:48approach starts with planning an event
3:22:50then implementing it and finally closing
3:22:53the event. This approach is unsuitable
3:22:55for a project with dynamic requirements
3:22:58or an agile atmosphere. In this
3:23:01approach, a detailed project plan must
3:23:03be created clearly defining the solution
3:23:06and goal. A project manager adopts this
3:23:09approach for a project with lower scope
3:23:12for changes and a lower frequency of
3:23:14delivery. In the incremental approach,
3:23:17the manager determines a project scope
3:23:20early, but the time and cost estimates
3:23:22can be modified later in the project if
3:23:25necessary. This method involves
3:23:27developing the product to supply by
3:23:30gradually enhancing its capabilities and
3:23:32as a result the team designs, evaluates
3:23:35and implements the product before it
3:23:37gets finalized. This approach enables a
3:23:40developer to modify the product early on
3:23:43rather than wait until the end. A
3:23:46project manager adopts an iterative
3:23:48approach to make frequent deliverables
3:23:50for the client. And this approach
3:23:52ensures constant testing which leads to
3:23:54higher usability. An iterative approach
3:23:57allows teams to improve and address new
3:24:00changes or findings continuously. It is
3:24:03likely that the final product will be
3:24:05delivered on time and is of high
3:24:08quality. In an iterative approach, you
3:24:11define the process by getting a sign off
3:24:13on the project objectives. Next, measure
3:24:16the process and determine if you can
3:24:18achieve the key goals. Then you analyze
3:24:21the process to identify the potential
3:24:23process gaps and finally you implement
3:24:27and control the process to make all the
3:24:29required process updates and roll out
3:24:31the approach to the organization.
3:24:34The project manager uses an agile
3:24:37approach when there are multiple project
3:24:39deliverables and many changes are likely
3:24:41to occur. In the agile approach, the
3:24:44manager defines the complete project
3:24:46requirement and the documentation for
3:24:48this takes the form of user stories. The
3:24:51project manager then determines the
3:24:53duration of the iteration or sprint by
3:24:56prioritizing the requirements. Then the
3:24:59manager performs a sprint demo or
3:25:01project review for stakeholders at the
3:25:04end of the iteration. Next, the team
3:25:06retrospects to determine the changes
3:25:09required for more efficient and
3:25:11effective delivery in the following
3:25:12sprint. And finally, the project manager
3:25:16repeats steps one to four in the agile
3:25:18approach until all requirements are met
3:25:21to the acceptance of the customer and
3:25:23key stakeholders. An agile team is an
3:25:26organized group of members collaborating
3:25:29to deliver a product using the iterative
3:25:32approach. No formal project manager role
3:25:35exists in this case, but two key
3:25:37positions work with the development team
3:25:40to compensate for the absence of the
3:25:42project manager role. One position is
3:25:45the product owner who plays a unique and
3:25:47demanding role. A product owner decides
3:25:50what the team will build next to provide
3:25:52greater customer value. And the other
3:25:55role is a scrum master who needs to
3:25:58foster an effective and productive work
3:26:00environment. And the scrum master guides
3:26:03the team members to understand scrum
3:26:05values, principles, and practices. Ralph
3:26:09D. Stacy, a British organizational
3:26:11theorist and professor of management at
3:26:13Herford Shshire Business School,
3:26:15research to understand human
3:26:17organizations and their management. He
3:26:20created the Stacy matrix, widely used to
3:26:22determine the approach needed to deliver
3:26:24a project successfully. Now, Stacy's
3:26:27matrix enables analysis based on two
3:26:30critical criteria. Requirement
3:26:32uncertainty and technical degree of
3:26:35uncertainty. Requirement uncertainty
3:26:37implies determining the level of
3:26:39agreement between key stakeholders on
3:26:42final project deliverables and technical
3:26:45degree of uncertainty implies
3:26:47determining the technology required to
3:26:49implement the project.
3:26:52In this video, you learned that the two
3:26:54factors project managers use to evaluate
3:26:57a project include the frequency of
3:27:00deliverables and the frequency of
3:27:02modifying specifications of project
3:27:04deliverables. The four approaches to
3:27:07project management are predictive,
3:27:09incremental, iterative, and agile. An
3:27:12agile team is an organized group of
3:27:14members collaborating to deliver a
3:27:16product using an iterative approach. The
3:27:19project manager's role does not exist in
3:27:22the agile team. Instead, leadership
3:27:24responsibilities are divided among the
3:27:27product owner and the scrum master. And
3:27:30Stacy's matrix assists project managers
3:27:33in determining the type of approach they
3:27:35need to deliver a project successfully.
3:27:38The matrix enables the analysis of two
3:27:40critical criteria, requirement
3:27:42uncertainty and the technical degree of
3:27:45uncertainty.
3:27:49[Music]
3:27:56Welcome to expert viewpoints life cycle
3:27:59selection. In this video we will hear
3:28:02from project managers discussing the
3:28:04importance of life cycle selection.
3:28:07>> In your opinion why is proper life cycle
3:28:10selection so important? I believe that
3:28:13proper project management life cycle
3:28:16selection is so important because I've
3:28:18worked on a number of projects with
3:28:21using different project management
3:28:23methodologies and life cycles and each
3:28:26project has um different characteristics
3:28:30and different risks that make choosing a
3:28:34lifestyle that fits those or a life
3:28:37cycle that fits those risks um and those
3:28:40deliverables and the objectives of the
3:28:42project really important.
3:28:44>> Let me give you a statistic. Per the
3:28:46project management institute, some 50 to
3:28:4975% of all projects fail to achieve
3:28:53their desired schedule, cost, and scope
3:28:56goals. That's not a very exciting track
3:28:59record. Project management is very, very
3:29:03complex. A project life cycle allows you
3:29:06to select the most effective method or
3:29:08roadmap if you will to ensure project
3:29:12success. In addition, selecting the
3:29:14right life cycle allows you to tailor
3:29:17your project to meet the project's
3:29:20specific needs. In project management, a
3:29:24one-sizefitsall
3:29:25methodology unfortunately will often
3:29:28result in failure.
3:29:31Choosing the right methodology can be a
3:29:33critical part overall for the team, the
3:29:36team dynamic, whether it's the customer
3:29:39and the stakeholders as it can change
3:29:41how everything is done along with the
3:29:44communication. For example, there's
3:29:46waterfall, agile, scrum. It really
3:29:48depends on what is best for your
3:29:51customer, your stakeholders, and your
3:29:53overall team.
3:29:55>> What are life cycle selection tips that
3:29:58I can provide?
3:30:00Life cycle selection tips that come to
3:30:03mind are really understanding the inputs
3:30:05and outputs into each of the different
3:30:07phases that are part of your project.
3:30:10Together with that, plan out your
3:30:12critical path. I think understanding
3:30:15those three things and the resources who
3:30:18are involved are really going to get you
3:30:20to the right life cycle to use for the
3:30:22project.
3:30:24um identifying the resources that are
3:30:26both part of the project but also your
3:30:28internal uh stakeholders, your internal
3:30:31sponsors and your client preferences.
3:30:34What affinity do they have to any one or
3:30:37more of the different life cycles,
3:30:40whether or not it's hybrid, waterfall,
3:30:42scrum, or agile. If you've got
3:30:45stakeholder input, stakeholder approval
3:30:48and resource commitment, you should be
3:30:50able to lead a successful project with
3:30:52any one of the life cycles. To me, I
3:30:55really take a look and take the time to
3:30:58see what I am going to be developing as
3:31:01far as a product or service. If it's
3:31:04something that I do every single day and
3:31:06like let's say it's a PB&J, I'm going to
3:31:08do a waterfall. It's very simple step by
3:31:11step. However, with my last company, for
3:31:15example, we did cloud security. So, a
3:31:17lot of times we did agile just because
3:31:19things are changing, customers
3:31:21environments are different. So, it
3:31:22really depends on what you're going to
3:31:24do.
3:31:26So, just a couple tips when um choosing
3:31:30a life cycle. Um as a beginner, choosing
3:31:34a project management life cycle can be
3:31:36really difficult. you may not know uh
3:31:38all of the ins and outs of each of the
3:31:41life cycles and you may not know which
3:31:43questions to ask. But I think um with
3:31:46any project it's really important to
3:31:49really think about
3:31:51uh the key principles of each life
3:31:54cycle, the benefits that those life
3:31:57cycles um produce, and then the
3:32:00challenges and risks that are associated
3:32:03with each of those life cycles. and then
3:32:06ask yourself what principles, what
3:32:09benefits
3:32:10um are really going to help you meet the
3:32:12project objectives of the project that
3:32:15you're
3:32:16uh getting ready to project manage the
3:32:18best. So you can ask yourself questions
3:32:21about things like resourcing needs,
3:32:24budgets, what are project risks, what's
3:32:27the likelihood that the requirements or
3:32:29the project objectives are going to
3:32:31change. This is a very simple response.
3:32:35Base your project life cycle selection
3:32:37on two key factors.
3:32:40First of all, how much do stakeholders
3:32:42agree on what the final project
3:32:45deliverables should look like? If you
3:32:48have five stakeholders and they all
3:32:50agree this is what we need, that's a
3:32:53high level of agreement. But if you have
3:32:55five stakeholders and they all have
3:32:57different understanding or different
3:32:59ideas on what success looks like, then
3:33:02unfortunately your agreement is low.
3:33:05Secondly, how complex is the project's
3:33:08technology?
3:33:10How steep of a learning curve is there
3:33:12going to be for you to be successful?
3:33:14How much innovation, how much creativity
3:33:17is going to be required?
3:33:20What type of life cycle do you prefer
3:33:22and why? I'm going to have to build off
3:33:24the previous question and answer again.
3:33:28When technology is complex and agreement
3:33:31is low, I prefer an agile or scrum
3:33:35approach. When agreement among
3:33:38stakeholders is high and complexity is
3:33:42low, then in most cases a traditional or
3:33:45waterfall method is going to work best.
3:33:49Don't guess on which life cycle is going
3:33:52to work well for you.
3:33:55Use the analysis factors that I shared
3:33:58with you of agreement and complexity and
3:34:02allow the reality of the project to
3:34:06objectively make that decision for you.
3:34:10>> My preference is agile. You're able to
3:34:12take the time to really work with your
3:34:15team and have that team development
3:34:17moment. whether you're doing Q&A, you're
3:34:20doing brainstorming sessions, but you're
3:34:22doing it throughout your project. And
3:34:24then I also really like the aspect of
3:34:26having sprints. That way we can really
3:34:28focus on a twoe sprint, for example, on
3:34:31those particular tasks and then move on.
3:34:35So for me, for most projects, I prefer a
3:34:38more agile approach. So my favorite
3:34:40framework is a framework called the
3:34:42scaled agile framework. Um, it's my
3:34:45favorite for big projects at very large
3:34:48organizations.
3:34:50But on the other hand, when I'm working
3:34:52on personal projects, so things that
3:34:55maybe I'm working on around the house or
3:34:58personal projects in my own life, um, I
3:35:01do prefer a more traditional waterfall
3:35:03approach. I like to take a you know fail
3:35:05fast methodology in those things and I
3:35:08don't like to spend too much time kind
3:35:10of on each phase of the project but I do
3:35:12tend in my personal life to take more
3:35:14waterfall approach.
3:35:18[Music]
3:35:27Welcome to project management phases.
3:35:30After watching this video, you will be
3:35:32able to discuss the purpose of project
3:35:35management phases, describe different
3:35:37ways to approach creative phases in a
3:35:40project and some models for doing so,
3:35:43and list the project phases that will be
3:35:45used in this series of courses.
3:35:48Project management models consist of
3:35:50phases that a project will go through.
3:35:53Dividing the project into phases
3:35:55segments the workload into more
3:35:58manageable pieces, making the project
3:36:00manager's role of planning and guiding a
3:36:03project easier. Phases give the project
3:36:06structure and logical steps to achieve
3:36:08goals and deliver highquality products.
3:36:11Providing this high-level structure for
3:36:13the program makes it easier to plan the
3:36:16activities and tasks to complete each
3:36:18phase. So the phases used in project
3:36:22management vary and there are different
3:36:24opinions about how many phases to use.
3:36:27Let's look at a few examples. The lean
3:36:29model uses five phases which are define,
3:36:33measure, explore, develop and implement.
3:36:36In six sigma projects, the five project
3:36:39phases are called define, measure,
3:36:41analyze, improve and control. In
3:36:44waterfall, there are six phases.
3:36:47requirements, system design,
3:36:49implementation, testing, deployment, and
3:36:52maintenance. And the extreme programming
3:36:55software development process has a
3:36:57one-time planning phase, then repeated
3:36:59iterations of four phases: designing,
3:37:03coding, testing, and listening. Now, the
3:37:06number of names for the different phases
3:37:08and different structures available is
3:37:11basically limitless, and new ones will
3:37:13surely be invented in the future as
3:37:16businesses and the project management
3:37:18profession evolve. If you look closer at
3:37:21the many versions of phases available
3:37:23for project management, you'll notice
3:37:25that although each set of phases may
3:37:28have different names, they are generally
3:37:30aligned on the activities needed to
3:37:32complete a project. and they are also
3:37:35usually aligned on the activities that
3:37:37are required to complete a phase. You
3:37:40can look at the variety of available
3:37:41models and select one that will work
3:37:44best for each project. For the purposes
3:37:47of the three courses in this series, we
3:37:49will use the project phases as designed
3:37:52in the project management body of
3:37:54knowledge edition six guide also known
3:37:57as pimach 6. Now the five phases we will
3:38:01use are initiation, planning, execution,
3:38:05monitoring and controlling and closing.
3:38:08And as you work your way through the
3:38:10course materials, keep in mind that we
3:38:12have anchored the course on these
3:38:14commonly used phrases. Names and
3:38:17combinations of activities may change,
3:38:20but you should be able to map the
3:38:22activities from one model to another.
3:38:25For example, you might be using the
3:38:27waterfall model on your project with its
3:38:29six phases: requirements, system design,
3:38:32implementation, testing, deployment, and
3:38:35maintenance. To map these phases back to
3:38:38the phases used in this course, you
3:38:41could consider both the implementation
3:38:43and testing phases part of the execution
3:38:46phase in the PMB6
3:38:48model. Tweaks and adjustments like this
3:38:51are part of tailoring your approach and
3:38:54understanding how the different models
3:38:56can be used to fit a specific project.
3:38:59In the third course of this series, we
3:39:01will discuss how a project manager's
3:39:04activities shift throughout the project
3:39:06life cycle. From setting up templates
3:39:08through the final closing report, the
3:39:11role of the project manager shifts
3:39:13throughout the phases.
3:39:15In this video, you learned that dividing
3:39:18a project into phases helps a project
3:39:20manager plan how to complete a project.
3:39:23Different models and project structures
3:39:26call for different numbers and names for
3:39:28phases, but they can often be aligned to
3:39:30a core set of activities. And the five
3:39:33project phases that will be used in the
3:39:36project management series are project
3:39:38initiation, planning, execution,
3:39:41monitoring, and controlling, and
3:39:43closing.
3:39:47[Music]
3:39:55Welcome to different types of
3:39:56organizations.
3:39:58After watching this video, you will be
3:40:00able to describe the effect of
3:40:03organizational structure on project
3:40:05management, identify types of
3:40:07organizational structures, and define
3:40:10how to align project objectives with the
3:40:13organizational strategy.
3:40:15Organizational structure refers to how a
3:40:18company organizes its tasks, allocates
3:40:21resources, and coordinates different
3:40:23teams within the organization. It
3:40:26determines each employees role and place
3:40:29in the organization and is essential for
3:40:31organizational growth. But there are
3:40:34different types of organizational
3:40:36structures and project managers must be
3:40:39able to identify which model suits them
3:40:41most. Now it is important for project
3:40:44managers to understand the fundamental
3:40:46principles of building an organizational
3:40:49structure. These include the project
3:40:51manager's authority, role, resource
3:40:53availability, budget control, and
3:40:56project management administration staff.
3:40:59With the authority principle, a project
3:41:02manager can make decisions, issue
3:41:04orders, and perform resource allocation
3:41:06to achieve the set goal. And in some
3:41:09organizations, the authority of a
3:41:11project manager is greater, which
3:41:14enhances their ability to influence
3:41:16others and achieve the team and
3:41:18organizational goals. Another principle
3:41:21of building an organizational structure
3:41:23is the project manager's role. Some
3:41:26organizations hire project managers
3:41:29part-time while others employ full-time
3:41:31project managers, which impacts project
3:41:34management in the organization.
3:41:37Next is a project's resource
3:41:39availability. Some organizations provide
3:41:42resources to plan and manage a project
3:41:45at a high level. But in other
3:41:47organizations, a project manager might
3:41:50face challenges in getting the required
3:41:52level of support. Another principle is
3:41:56budget control. In some organizations, a
3:41:59project manager manages and controls the
3:42:01budget, while in others, a functional
3:42:04manager manages and controls the budget.
3:42:07And finally, there's the project
3:42:09management administration staff. The
3:42:11staff size may differ depending on the
3:42:14organizational structure. Staff size
3:42:16impacts how a project manager manages a
3:42:19project. The two organizational
3:42:22structures the project management
3:42:24institute or PMI recognizes are
3:42:26functional and matrix. The functional
3:42:29organizational structure follows a
3:42:32hierarchical model. An organization with
3:42:34a functional structure groups employees
3:42:37into departments based on
3:42:39specialization. Every department
3:42:42designates a leader experienced in
3:42:44managing and supervising the functions
3:42:46of each employee. Such organizations
3:42:49have a top-down decisionmaking process
3:42:52in place and the decision-making power
3:42:55is centralized. Leaders of different
3:42:58departments communicate regularly to
3:43:00frame the organizational strategy and
3:43:03the low-level employees have little
3:43:05information about what's happening
3:43:07outside their department. In the matrix
3:43:10organizational structure, teams or
3:43:12groups report to multiple team leaders.
3:43:15Each team leader is assigned a member or
3:43:18a team from each functional area
3:43:20applicable to the project. So the
3:43:23functional team member reports to two
3:43:25bosses, the project leader and the
3:43:28functional manager. Now the three types
3:43:31of matrix structures are weak, balanced
3:43:34and strong. In the weak matrix
3:43:36structure, a project manager directly
3:43:39reports to the functional manager and
3:43:41provides support as a project
3:43:43coordinator with limited power. The
3:43:46balanced matrix structure is like the
3:43:48weak matrix structure except that in the
3:43:51former, the project manager has more
3:43:53authority and decision-making power. In
3:43:56the strong matrix structure, a project
3:43:58manager has more power than the
3:44:01functional manager, can use their
3:44:03project management skills on projects,
3:44:05and can determine resource allocation.
3:44:09A project manager needs to have project
3:44:11objectives aligned with the
3:44:13organizational strategy. Its advantage
3:44:16is that the project is of high quality
3:44:19and stays within the budget and timeline
3:44:22and all the stakeholders understand the
3:44:25project's goals and objectives.
3:44:28So in order to align the project
3:44:30objectives, managers should complete
3:44:32these five tasks. Communicate the
3:44:35project's value and aim and encourage
3:44:38significant sponsorship and backing.
3:44:40Plan to ensure the projects comply with
3:44:43the scope, schedule, and budget and meet
3:44:46the stakeholders needs. Determine what
3:44:48resources are required to complete the
3:44:51project successfully. Identify the
3:44:53stakeholders essentials for the
3:44:55project's success and seek their
3:44:57assistance. And finally, create a
3:45:00project charter that enables you to gain
3:45:02authority, support for hiring and
3:45:05planning, and clear sponsorship.
3:45:08In this video, you learned that an
3:45:11organizational structure is how a
3:45:13company organizes its tasks, allocates
3:45:15resources, and coordinates teams within
3:45:18the organization. The fundamental
3:45:20principles of building an organizational
3:45:22structure include the project manager's
3:45:25authority, role, resource availability,
3:45:28budget control, and administration
3:45:30staff. The different types of
3:45:32organizational structures are functional
3:45:34and matrix. And aligning project
3:45:37objectives with the organizational
3:45:38structure increases the likelihood that
3:45:41the project will be high quality, stay
3:45:44within budget and schedule, and all
3:45:46stakeholders will understand the project
3:45:48goal.
3:45:52[Music]
3:46:00Welcome to the project management
3:46:02office. After watching this video, you
3:46:05will be able to define a project
3:46:08management office, describe the common
3:46:10functions of project management offices,
3:46:12and list the three types of project
3:46:15management offices. A project management
3:46:18office, often referred to as a PMO, is
3:46:21responsible for activities that support
3:46:23project managers at a strategic level
3:46:25for an entire organization.
3:46:28And sometimes separate PMOs are
3:46:30established for large multi-year
3:46:32projects as well. What are the benefits
3:46:34of a PMO? By the project management
3:46:37institute or PMI definition, a PMO
3:46:41standardizes project related governance
3:46:43processes and facilitates the sharing of
3:46:45resources, tools, methodologies, and
3:46:48techniques. Additionally, the project
3:46:51management body of knowledge or pimach
3:46:53guide states organizations establish
3:46:56PMOs for a variety of reasons but with
3:46:58one core benefit in mind. Improved
3:47:01project management in terms of schedule,
3:47:04cost, quality, risk and other facets.
3:47:07Now, the PMO provides a central hub for
3:47:10multiple projects and seeks to identify
3:47:13cross project efficiencies. The PMO will
3:47:16use tools, practices, processes, tips,
3:47:19and more to support project management
3:47:21efforts. And standardizing project
3:47:24management practices across the
3:47:26organization is crucial, including
3:47:28techniques, documentation, culture, and
3:47:31tools. PMOs can also facilitate getting
3:47:35work done through their role in
3:47:36allocating resources to projects. This
3:47:39allocation is generally based on
3:47:41priority, schedule, and needs. Though
3:47:44each PMO will have its own method. Now
3:47:48one other important role of the PMO is
3:47:51driving accurate documentation. The PMO
3:47:54works with project managers to see that
3:47:56documentation such as timelines and
3:47:59meeting notes is captured and posted.
3:48:02When the project is closed, the PMO will
3:48:05review it. And if everything is
3:48:07accounted for, it will archive the
3:48:09project. PMOs are often responsible for
3:48:12reporting budgets and projects to
3:48:14company leadership. So project managers
3:48:17may work closely with PMO team members
3:48:20to prepare materials for these
3:48:22leadership updates. PMOs keep their eye
3:48:25on the future and the big picture. They
3:48:28work to identify commonalities so they
3:48:30can be addressed cohesively. Because the
3:48:33PMO works with so many projects, they
3:48:36can see the big picture and its trends.
3:48:39They can guide and coordinate the
3:48:40project managers with a high-level
3:48:43perspective that others may not be able
3:48:45to see. Now, of course, no two PMOs will
3:48:48ever be exactly alike, but three common
3:48:51types have emerged. Supportive. This
3:48:55type exerts a low level of control in
3:48:57decision-m, but does provide best
3:48:59practices, common oversight, and
3:49:02templates. A supportive PMO shares
3:49:05information and best practices in
3:49:07project management across the
3:49:09enterprise. Controlling. This type has
3:49:12some decision-making capabilities but
3:49:14not absolute control. They often review
3:49:17project managers work to ensure it meets
3:49:20the organization's practices, templates,
3:49:22and standards. A controlling PMO shares
3:49:26information in the same way as a
3:49:28supportive PMO. Controlling PMOs however
3:49:31establish rules for compliance and
3:49:34monitor adherence to those rules.
3:49:36Directive. This type leads with a high
3:49:39degree of control over the processes,
3:49:42standards, templates, reporting and
3:49:44documentation. The directive PMO
3:49:47provides information and may also manage
3:49:50compliance. And the most significant
3:49:52difference is the control of resources.
3:49:55Directive PMOs may manage all project
3:49:58management resources and assign them to
3:50:00projects to meet the organization's
3:50:02needs. PMOs can also be layered. For
3:50:06example, one layer of PMO may provide
3:50:09best practices, templates, and processes
3:50:12with a higher level PMO to govern and
3:50:14report to leadership.
3:50:17In this video, you learned that PMOs are
3:50:20responsible for activities that support
3:50:22project managers at a strategic level. A
3:50:25PMO standardizes processes including
3:50:28accurate documentation and facilitates
3:50:30sharing of resources. PMOs can be
3:50:33grouped into three types, supportive,
3:50:36controlling, and directive. And PMOs are
3:50:40much more than just project managers for
3:50:42project managers. They are essential to
3:50:44an organization and key to reaching its
3:50:47strategic goals.
3:50:51[Music]
3:51:01Welcome to expert viewpoints the project
3:51:04management office.
3:51:06In this video, we will hear from project
3:51:09managers discussing PMOs or project
3:51:12management offices.
3:51:15Well, first and foremost, we need to
3:51:16define what a PMO is. A PMO is a project
3:51:20management office. And a project
3:51:23management office can provide a
3:51:25multitude of service.
3:51:27There's different types of project
3:51:29management offices, but all PMOs provide
3:51:33one, two, or three of the following
3:51:36services. Number one, they provide
3:51:39needed guidance and support. They show
3:51:42you the way. Number two, they may ensure
3:51:46compliance to policies and procedures.
3:51:48They try to make sure that everyone is
3:51:50on the same page and everyone is doing
3:51:53it the right way. And last, but
3:51:55certainly not least, some PMOs may
3:51:57manage project management assignments to
3:52:00ensure optimal results. In that type of
3:52:03a project management office, if you were
3:52:05a project manager, you would be assigned
3:52:07to the PMO.
3:52:10How can a PMO be effective in an
3:52:12organization? The PMO is actually one of
3:52:14the most important organizations within
3:52:17an organization.
3:52:18Imagine a scenario where everybody's
3:52:20doing something different. There's no
3:52:22consistency. Nobody knows who to
3:52:24contact. There's no ownership of a
3:52:27process. There's no ownership of
3:52:29projects. That's what it looks like
3:52:31without a PMO. PMOs bring all of this
3:52:34together. They create policies,
3:52:36procedures, and make sense of the
3:52:38project management world for non-project
3:52:40management practitioners. It emphasizes
3:52:43the importance of project management and
3:52:45and can help remove those roadblocks
3:52:47that come up as you're working through
3:52:48projects and interfacing with other
3:52:50departments.
3:52:52It can help the project manager be
3:52:55successful.
3:52:57>> A project management organization may
3:52:59have PMs that are responsible for all
3:53:02different aspects of a project. Some
3:53:04project managers may be responsible for
3:53:06marketing. Some project managers may be
3:53:08responsible for development. Some
3:53:10project managers may be responsible for
3:53:12communication um outbound communication
3:53:15or communication with upper management.
3:53:18Each project manager has to evaluate
3:53:21what type of management is needed for
3:53:23that area that they're they're um
3:53:25managing and they need to run the
3:53:28project that's appropriate for that
3:53:30area. So I think a good PMO organization
3:53:34understands those nuances and
3:53:36understands the differences between say
3:53:38marketing and product development and
3:53:41has data and templates that are
3:53:42appropriate for the project that those
3:53:45project managers are developing.
3:53:47A PMO can also be just as destructive as
3:53:50it is positive, especially when
3:53:53processes are overly complicated and
3:53:55very difficult. Sometimes we'll see that
3:53:58there's hundreds of documentation and
3:54:00you can't find anything or the
3:54:02documentation is very old and it's not
3:54:04relatable anymore. It could also go
3:54:07ahead and assist with additional
3:54:09meetings that are not needed. It's just
3:54:11really making sure that the PMO is right
3:54:14for you and your team. Some things that
3:54:16can detract from uh the value of a
3:54:19project management organization many
3:54:21times for me is just unevenness.
3:54:24Um when you have a a project management
3:54:27organization where the project managers
3:54:29are of various skill sets or their
3:54:32expertise is uh varied and uneven um
3:54:36particularly for the people working on
3:54:37the team when the team can't expect that
3:54:40every project manager is going to um be
3:54:43a solid PM um I think that creates a lot
3:54:47of anxiety on the team and a lot of uh
3:54:50unevenness in the results of those
3:54:52projects.
3:54:54The primary purpose of a good project
3:54:56management office is to serve the needs
3:54:59of the organization's project managers.
3:55:02A common joke that I've heard on many
3:55:04occasions is concerning the government.
3:55:07When a government official comes and
3:55:09looks at you in the eye and says, "We're
3:55:11here to help." Normally, that's a pretty
3:55:13good laugh line. Well, unfortunately,
3:55:16that laugh line can hold true for PMOs
3:55:19as well. When a project management
3:55:21office or PMO is perceived as value
3:55:23added and moves the organizational
3:55:26project management bar upwards, it is
3:55:29indeed value added and perceived as such
3:55:31by the project managers in the
3:55:33organization. However, when a project
3:55:36management office becomes adversarial
3:55:39and is looked upon as a blocker, then
3:55:42the value is reduced.
3:55:45When you have a manager or a stakeholder
3:55:47that doesn't want a PMO to actually be
3:55:49in your organization, things that you
3:55:52can do to help present and help
3:55:55negotiate to have one would be a of
3:55:57course to come with the data. Be planned
3:55:59as much as possible. Come with
3:56:01testimonies. Talk about how you had one
3:56:03at your previous job and how it was very
3:56:05beneficial. Talk about the pros and cons
3:56:08of not having a PMO and what will
3:56:11happen. Well, just don't walk up to them
3:56:13and say, "I've got this great idea.
3:56:15Let's create a project management
3:56:17office." The best approach is to perform
3:56:20a root cause analysis of the
3:56:22organization's project management
3:56:24function as a whole. Determine what is
3:56:27working, what is not working, what needs
3:56:30to start, what needs to stop, what needs
3:56:33to stay, and what needs to change.
3:56:37As part of that root cause analysis, try
3:56:39to determine how creation of a project
3:56:41management office could potentially help
3:56:44provide needed solutions and propose
3:56:48that this new PMO, configure itself and
3:56:53its duties based on that objective
3:56:56analysis.
3:56:58be able to show the data, show what
3:57:00needs to be done, and show how a PMO
3:57:04creation is the best choice to achieve
3:57:06that goal.
3:57:08Well, I've been through this process
3:57:09before, and it is a challenge, but it
3:57:13isn't impossible,
3:57:16especially in an organization where
3:57:18project management may not be the
3:57:19priority or seen as a priority and that
3:57:22type of process may not be valued. And
3:57:25now I want you to understand it can't be
3:57:28done right away. It has to be over time.
3:57:30This isn't something you're going to
3:57:31come in and do in six months or a year
3:57:34or two years. It's something that you
3:57:36have to gain the favor of management. So
3:57:39that's the first step is really g
3:57:41management to support it. The second
3:57:43step is showing that value and that may
3:57:48be some kind of pilot for a couple
3:57:50projects. Um, and then you can start to
3:57:54develop that and put some real strong
3:57:57policies and procedures around that.
3:58:01But rolling it out slowly and
3:58:03incrementally is really the best way to
3:58:05approach that.
3:58:08[Music]
3:58:18Welcome to the 12 principles of project
3:58:21management. After watching this video,
3:58:24you will be able to describe project
3:58:26management principles and define the key
3:58:29principles listed in the project
3:58:31management body of knowledge or pinach
3:58:337th edition. Project management
3:58:36principles are the fundamental concepts,
3:58:38practices, and techniques that guide the
3:58:41effective management of projects. The
3:58:43project management institute or PMI
3:58:46developed 12 principles of project
3:58:48management and these principles are
3:58:50defined in the pinbox 7th edition.
3:58:53Effective project management is based on
3:58:55these principles which ensure the
3:58:57success of a project. The 12 principles
3:59:00of project management are being a
3:59:02diligent, respectful and caring steward.
3:59:05Creating a collaborative project team
3:59:07environment. Effectively engaging with
3:59:09stakeholders. Focusing on value.
3:59:12Recognizing, evaluating, and responding
3:59:15to system interactions. Demonstrating
3:59:18leadership behaviors. Tailoring based on
3:59:20the context. Building quality into
3:59:23processes and deliverables. Navigating
3:59:25complexity. Optimizing risk responses.
3:59:29Embracing adaptability and resiliency.
3:59:32and enabling change to achieve the
3:59:34envisioned future state. So the first
3:59:37principle is being a diligent,
3:59:39respectful and caring steward. And
3:59:42stewardship means being entrusted with
3:59:44the care of a project. It includes
3:59:46responsibilities within and external to
3:59:49an organization. Stewardship also
3:59:52includes upholding ethics and values. An
3:59:55effective project manager must perform
3:59:58their duty with certain qualities which
4:00:00include integrity, care,
4:00:02trustworthiness, and compliance.
4:00:04Stewards show an extensive commitment to
4:00:06a project's financial, social, and
4:00:09environmental aspects. The second
4:00:12principle is creating a collaborative
4:00:14project team environment. A project team
4:00:17consists of individuals with diverse
4:00:19skills, knowledge, and experience. And
4:00:22establishing a culture of respect and
4:00:24collaboration is essential to accomplish
4:00:27objectives effectively and efficiently.
4:00:30Team learning and development should be
4:00:32encouraged, which leads to increased
4:00:34innovation and efficiency. Everyone
4:00:37involved in a project contributes to
4:00:40achieving the desired outcomes and this
4:00:42helps create a sense of ownership and
4:00:44commitment among team members. The third
4:00:48principle is effectively engaging with
4:00:50stakeholders. A stakeholder is someone
4:00:53who may affect or be affected by the
4:00:55project. Recognize how stakeholders
4:00:58affect a project, its performance, and
4:01:00the results. involve them in an
4:01:03effective manner and to the extent
4:01:04necessary to contribute to achieving
4:01:07project goals and customer satisfaction.
4:01:10Now the fourth principle is focusing on
4:01:13value. Value is the ultimate indicator
4:01:16of project success and it can be
4:01:18financial or non-financial like goodwill
4:01:21or social benefits. It can be generated
4:01:24in the course of project execution at
4:01:27its conclusion or after it is finished.
4:01:30Ensure project benefits are attained by
4:01:33defining the project value, working
4:01:35together, and ensuring the team's
4:01:37success. The fifth principle is
4:01:40recognizing, evaluating, and responding
4:01:42to system interactions. A project team
4:01:45must recognize the project as a system.
4:01:48And like a system, a project has various
4:01:51independent and interacting components.
4:01:54Systems are ever evolving and need
4:01:57constant attention to both internal and
4:01:59external circumstances.
4:02:01Positive outcomes should be facilitated
4:02:03through responsiveness and teamwork. The
4:02:07sixth principle is demonstrating
4:02:09leadership behaviors. A project can be
4:02:12successful if the leadership
4:02:13demonstrates vision, innovation,
4:02:16motivation and empathy. And any member
4:02:18of a project team can demonstrate
4:02:20leadership behavior. An effective leader
4:02:23has certain qualities and these include
4:02:26recognizing differences in motivation
4:02:28among team members and projects,
4:02:31accepting responsibility for outcomes,
4:02:34showing respect and fairness to other
4:02:36team members, and maintaining integrity
4:02:39and honesty at work. The seventh
4:02:41principle is tailoring based on context.
4:02:45Each project is unique and the key to a
4:02:48project success is its ability to adapt
4:02:51to unique contexts and identify the most
4:02:53effective means of achieving the desired
4:02:56results. It results in enhanced
4:02:58innovation, efficiency and productivity.
4:03:02Now the next principle is building
4:03:04quality into processes and deliverables.
4:03:07Project quality involves satisfying
4:03:10stakeholders expectations and meeting
4:03:12project requirements. Project
4:03:14deliverables should comply with the
4:03:16need, application and acceptability
4:03:19standards established by the key
4:03:21stakeholders to attain the required
4:03:23quality. Appropriate and effective
4:03:25project processes must be implemented.
4:03:29Another important project management
4:03:31principle is navigating complexity. It
4:03:34means a project manager must modify
4:03:36their management approach based on the
4:03:38project's complexity level. And
4:03:40complexity in project management can
4:03:43arise from a number of factors including
4:03:45human behavior, system behavior,
4:03:48ambiguity and uncertainty and digital
4:03:51transformation.
4:03:52Project complexity must be continuously
4:03:55evaluated and managed to complete the
4:03:58project life cycle. The 10th project
4:04:01management principle is optimizing risk
4:04:03responses. Risk is an uncertain future
4:04:06event that can affect a project
4:04:08positively or negatively. Risk
4:04:11management should involve a balance
4:04:13between risk appetite and thresholds.
4:04:16Risk appetite is the degree of risk a
4:04:18company is ready to take or suffers to
4:04:21achieve its goals. Risk thresholds are
4:04:24specific levels or points at which a
4:04:26risk becomes unacceptable and requires a
4:04:29response. When developing risk
4:04:31management strategies, it is important
4:04:34to consider an organization's risk
4:04:36appetite and risk thresholds to ensure
4:04:38that risk responses are appropriate.
4:04:42Next, embracing adaptability and
4:04:44resiliency is the 11th principle of
4:04:47project management. Despite careful
4:04:49planning, unexpected events and changes
4:04:52may occur during a project's life cycle.
4:04:55Adaptability means being able to adjust
4:04:57to changing circumstances and
4:04:59requirements. And resiliency means the
4:05:02ability to recover quickly from
4:05:04setbacks, challenges, and failures. So
4:05:07in project management, resiliency means
4:05:10the ability to respond to unexpected
4:05:12events and continue moving forward. A
4:05:15project manager must create backup
4:05:18plans, communicate effectively with
4:05:20stakeholders, and maintain flexibility
4:05:23throughout the project's life cycle in
4:05:25order to incorporate adaption and
4:05:27resiliency in project management.
4:05:30Finally, the last principle is enabling
4:05:33change to achieve the envisioned future
4:05:35state. Every project aims to bring about
4:05:37the change necessary for an organization
4:05:40to achieve its objectives. Change may be
4:05:43challenging though and resistance to
4:05:45change can be a serious obstacle to a
4:05:47project success. A project manager can
4:05:50help achieve the organization's goal and
4:05:53build a better future state by
4:05:55facilitating change. And this requires a
4:05:57combination of strong leadership,
4:06:00effective communication, and commitment
4:06:02to continuous improvement.
4:06:05In this video, you learned that project
4:06:07management principles are the
4:06:09fundamental concepts, practices, and
4:06:12techniques that guide the effective
4:06:14management of projects. And the pinach
4:06:16defines 12 principles of project
4:06:19management.
4:06:22[Music]
4:06:30Welcome to expert viewpoints principles
4:06:33of project management. In this video, we
4:06:36will hear from project managers
4:06:37discussing the 12 principles of project
4:06:39management.
4:06:41Which of the 12 principles in your
4:06:43opinion is most critical and why?
4:06:47Adaptability and resiliency is by far
4:06:50the most critical of the 12 principles
4:06:53in my opinion. No matter how much you
4:06:55plan, surprises will always always pop
4:06:58up. There could be a major product bug.
4:07:01Your client has a large volume of
4:07:03feedback um that comes last minute that
4:07:05you weren't expecting. Maybe your
4:07:07creative producer is suddenly out sick
4:07:09for a week. In these stressful
4:07:11situations, your team is likely going to
4:07:14have an emotional reaction. But it's the
4:07:16role of the project manager to stay
4:07:18calm, reach out to the proper
4:07:21stakeholders, and lead the charge on
4:07:23brainstorming solutions. The project
4:07:25team should have full confidence that
4:07:28the project manager will communicate the
4:07:30new plan through the correct channels at
4:07:32the right times. This puts the whole
4:07:34team at ease and frees them up so they
4:07:36can focus on immediate tasks.
4:07:39So, first let's address the obvious
4:07:41answer. All 12 of the principles are
4:07:44important. However, in the interest of
4:07:46time and brevity, let me choose the two
4:07:49in my opinion from the 12 that really
4:07:52stand out.
4:07:54Number one, be a diligent, respectful,
4:07:57and caring steward. H stewardship
4:08:01involves acting with integrity, caring
4:08:04for the team, being trustworthy, and
4:08:07complying with organizational standards.
4:08:10A project manager needs to strive for
4:08:12service before self. If this does not
4:08:15happen, the team will lack trust,
4:08:17confidence, and team continuity, and
4:08:20effectiveness will ultimately suffer.
4:08:23Secondly, create a collaborative team
4:08:26environment. Projects are not solely
4:08:29delivered by the project manager alone.
4:08:31They are delivered by a team. The team
4:08:35needs to work within organizational and
4:08:38professional guidelines to develop their
4:08:40own culture. I would absolutely say a
4:08:43team is the most critical within the 12
4:08:45principles. Without a team, you don't
4:08:48have a project. I'm going to give an
4:08:50example of a recent project that I had
4:08:53over the last couple years. We had a
4:08:56great team. There was definitely some
4:08:58team building opportunities in there and
4:09:01I had a section of the overall program
4:09:04with that. I was still very new to this
4:09:07type of product and we had a lot of new
4:09:09people involved. We didn't know exactly
4:09:11everything that was needed. However, we
4:09:14did have a team constraint. We didn't
4:09:16know that at the very beginning until
4:09:18much later on when we ended up me
4:09:21missing a milestone. And unfortunately,
4:09:23I really don't like failing. I'm sure
4:09:26nobody else really does either. But we
4:09:28had the opportunity to take it as a
4:09:30lesson to learn, especially since it was
4:09:32the very beginning of that project.
4:09:34Again, without a team, you don't have a
4:09:36project.
4:09:38Is there anything you would add for the
4:09:4012 principles? I would add training. I
4:09:44find education to be extremely
4:09:46important, especially in any sort of
4:09:49circumstances. Whether it's a job,
4:09:52outside of work, you want to know as
4:09:54much as possible so you can easily speak
4:09:56to it and take quick action when needed.
4:10:01>> I think the 12 principles as written are
4:10:04highly effective and very comprehensive.
4:10:07But if I were to add a 13th, I would
4:10:10likely add a new principle to show
4:10:13courage and conviction. Not every
4:10:16project is perfect. Create an
4:10:18environment where stakeholders invite
4:10:21what we refer to as functional or good
4:10:24conflict. Disagree when something
4:10:27doesn't seem right. Ask questions. Share
4:10:30opinions openly. Have the discussion. A
4:10:34fear of open conflict may leave critical
4:10:37inputs not shared. These inputs may be
4:10:40the difference between project success
4:10:43and project failure.
4:10:46I wouldn't add anything to the PMI 12
4:10:48principles, but I'd perhaps modify the
4:10:51principle of leadership to servant
4:10:53leadership. Project managers should put
4:10:55their egos to the side and find ways to
4:10:57serve the team. And that can take many
4:11:00forms. Um, maybe it's taking the extra
4:11:02time to talk to a frustrated project
4:11:04team member and show them empathy. Maybe
4:11:07it's delivering bad news to a client
4:11:09instead of your teammate that just
4:11:11worked a long shift to try to solve a
4:11:13problem.
4:11:15It could look like maybe encouraging a
4:11:17quieter teammate to share their opinion
4:11:19in a meeting. And my favorite of all is
4:11:22celebrating the success of others with
4:11:24leadership. Project managers are witness
4:11:27to a lot of incredible work that leaders
4:11:29miss because they're just so busy. Take
4:11:31an extra 5 minutes and write a quick
4:11:33email and brag about others. Your team
4:11:36will be so happy you did.
4:11:39I have a lot of examples of when one or
4:11:41more of the 12 principles of project
4:11:43management have not been adhered to. I
4:11:46think there's a combination of two
4:11:48principles that when they're not met
4:11:50really leads to a negative experience.
4:11:52And that's when there's poor leadership
4:11:54and when there's poor stakeholder
4:11:56management. And both of them you'll see
4:11:59start bubbling up to the top as an
4:12:01issue. If you have a poor communication
4:12:03plan or are a poor communicator as the
4:12:06project lead without clear
4:12:08communication, you're not going to be a
4:12:10good leader and you're not going to have
4:12:11good stakeholder management. And the
4:12:13minute your stakeholders are not behind
4:12:15you on the project, whether they're
4:12:17internal, external, or part of your
4:12:19project team, the work isn't going to
4:12:21get done in the way that you you desire
4:12:24it to be done. Again, I'm going to turn
4:12:26to case studies that are well documented
4:12:29in the Project Management Institute,
4:12:32wwpmi.org.
4:12:36The city of Montreal was awarded the
4:12:38honor of hosting the 1976 Olympics. They
4:12:42set out to build a model set of
4:12:45facilities to support this special
4:12:47event. Unfortunately, the original and
4:12:50schedule and the original budget were
4:12:53not met. Many planned facilities were
4:12:56not ready or incomplete when the games
4:12:58began. The original budget of 160
4:13:02million ultimately ended up costing over
4:13:06430 million.
4:13:08Every one of the 12 project principles
4:13:12were not adhered to. Let me go ahead and
4:13:15share two examples.
4:13:17Number one, the mayor of Montreal
4:13:20assumed project management
4:13:21responsibilities.
4:13:23He misrepresented the facts of the
4:13:25project, did not follow proven
4:13:27contracting guidelines, made deals
4:13:30behind the scene, and ultimately lost
4:13:33the trust of the team and city as a
4:13:36whole. This mayor was a poor steward.
4:13:40Secondly, the mayor also acted
4:13:42unilaterally and virtually did his own
4:13:45thing. Team communications were not
4:13:48effective. The team had no clear
4:13:51direction.
4:13:52Contributions to solve design problems
4:13:55were totally ignored and the overall
4:13:58culture of the project was costic at
4:14:00best. The mayor failed to create a
4:14:03collaborative team environment.
4:14:08[Music]
4:14:16Welcome to project management in a
4:14:18virtual environment. After watching this
4:14:21video, you will be able to describe a
4:14:24virtual team, discuss the pros and cons
4:14:26of a virtual team, and explain how to
4:14:29effectively manage virtual teams. The
4:14:32Project Management Institute or PMI
4:14:35states that a project manager needs to
4:14:38plan communications carefully to realize
4:14:40virtual team advantages and avoid the
4:14:43disadvantages. But first, what is a
4:14:46virtual team? A virtual team is a group
4:14:49of people who work together on a project
4:14:51but are geographically dispersed and
4:14:53communicate using digital tools. The PMI
4:14:57recognizes four main advantages of a
4:15:00virtual team. A virtual team helps
4:15:02leverage special expertise from multiple
4:15:05locations. As members may be employed
4:15:07anywhere, the limitation of using only
4:15:10the local talent pool is removed. A
4:15:12virtual team incorporates employees
4:15:14working from home. And this also allows
4:15:17more opportunities for working with
4:15:19employees with disabilities or mobility
4:15:22issues. Such a team can also employ
4:15:24those unable to travel to the workplace.
4:15:27A virtual team can also help reduce the
4:15:30price of office space, travel, and other
4:15:32overhead expenditures that a physical
4:15:34workplace has to bear. So, what are some
4:15:38of the disadvantages of a virtual team?
4:15:41A virtual team depends on the internet
4:15:43and a computer to accomplish their work.
4:15:46Due to this, technology related problems
4:15:48might prevent employees from working
4:15:50from home till the problem is fixed.
4:15:52Because of different time zones, virtual
4:15:55teams may face challenges in
4:15:56communication and be deprived of
4:15:59face-toface interactions. Virtual teams
4:16:02may also struggle with cultural and
4:16:04language differences in addition to
4:16:06different work styles. Also, individuals
4:16:09may feel lonely and isolated while
4:16:12working in virtual worlds and develop
4:16:14trust issues. Managing a virtual team
4:16:17requires a unique set of abilities. A
4:16:20project manager must be aware of the
4:16:22pitfalls to avoid and the proactive
4:16:25steps to take. Let's discuss some
4:16:27important points to effectively manage
4:16:29virtual teams. Projects where
4:16:32geographically dispersed teams adversely
4:16:35impact project management should be
4:16:37avoided. A virtual team's effectiveness
4:16:40is also less likely to increase due to
4:16:42project complexity. Ensure thorough
4:16:45preparation to mitigate these built-in
4:16:47risks. Create a culture of trust by
4:16:50building relationships with team members
4:16:52and encouraging collaboration. Team
4:16:55members should be encouraged to share
4:16:57their ideas and feedback openly. Train
4:17:00your employees and invest in technology.
4:17:03Provide your team members with the
4:17:05resources and tools they need to operate
4:17:08efficiently. Also provide assistance and
4:17:11training for utilizing project
4:17:12management software effectively and
4:17:15ensure that real time support is
4:17:17available for virtual team members if
4:17:19they encounter problems. Being
4:17:22consistently accessible to the team is
4:17:24necessary for a project manager to
4:17:26provide a source of guidance and
4:17:28leadership. Here's a few more important
4:17:31points. Be inclusive. Regularly provide
4:17:35information and updates to your virtual
4:17:37team members to overcome any possible
4:17:40feelings of isolation. Define the
4:17:42project's vision. Ensure each team
4:17:45member is aware of the objectives and
4:17:47advantages of the project. Develop a
4:17:50team charter outlining the purpose,
4:17:52goals, roles, responsibilities, and
4:17:55expectations of a team. Ensure roles and
4:17:58responsibilities are clearly defined and
4:18:00communicated. Leave no questions
4:18:03unanswered. Finally, note that a virtual
4:18:06teamwork environment requires people to
4:18:08be self-sufficient and self-motivated
4:18:11with the support of their virtual team
4:18:13managers. When building your teams,
4:18:16ensure you hire those who can work and
4:18:18thrive in a remote work setup.
4:18:22In this video, you learned that a
4:18:24virtual team is a group of people who
4:18:26work together on a project but are
4:18:28geographically dispersed and communicate
4:18:31using digital tools. The advantages of a
4:18:34virtual team include expertise from
4:18:36multiple locations, employees working
4:18:39from home, including employees with
4:18:41disabilities, and saving travel and
4:18:44office expenses. The disadvantages of a
4:18:47virtual team include limited technology
4:18:49available, time zones, cultural and
4:18:52language difficulties, and employees
4:18:54feeling isolated. And several ways to
4:18:57effectively manage virtual teams include
4:19:00building trust across the virtual team,
4:19:03investing in technology and training,
4:19:05being inclusive, and more.
4:19:10[Music]
4:19:18Welcome to effective meeting management.
4:19:21After watching this video, you will be
4:19:23able to organize and lead effective
4:19:26meetings, summarize when meetings are
4:19:28required, and explain the 12 key success
4:19:31factors of effective meeting management.
4:19:34Meetings are part of everyday project
4:19:36management. And meetings may be formal,
4:19:39informal, face-toface, virtual, planned,
4:19:42or impromptu. And effective meetings are
4:19:45a critical tool project managers use to
4:19:48engage the project team and
4:19:49stakeholders, relay information, solve
4:19:52problems, make decisions, and more.
4:19:54According to the Project Management
4:19:57Institute or PMI, meetings are a primary
4:20:00means of communication throughout a
4:20:02project and using best practices in
4:20:05meeting management helps a project
4:20:06manager be more successful. Now, project
4:20:10managers may need to facilitate several
4:20:12types of meetings depending on the
4:20:14environment. Several common meeting
4:20:16types exist in a traditional waterfall
4:20:19or predictive life cycle environment.
4:20:22Pre-baseline and baseline presentations,
4:20:25kickoff meetings to gain stakeholder
4:20:27acceptance, periodic status meetings,
4:20:30change management meetings, requirement
4:20:32solicitation and analysis meetings,
4:20:34bidder conferences, and closeout and
4:20:37lessons learned. In an agile or adaptive
4:20:41environment, a project manager may
4:20:43oversee these following meetings.
4:20:45Customer requirement meetings, product
4:20:47backlog refinement, sprint or iteration
4:20:50planning, daily stand-up meetings,
4:20:53sprint or iteration reviews, and
4:20:55retrospectives.
4:20:57Many managers schedule meetings when
4:20:59they are not required, and some actions
4:21:02and communications do not require a
4:21:04formal meeting. The project manager must
4:21:07know when a meeting is the best
4:21:09communication choice. Here are a few
4:21:12examples of when the manager should
4:21:14schedule a meeting, when the information
4:21:17is complex, when the team is generating
4:21:20ideas, or the team needs to reach
4:21:22consensus and agree to commitments.
4:21:25Also, when the team needs to make a
4:21:27decision, the manager wants to build a
4:21:29team or when many stakeholders are part
4:21:32of the project. So meetings are both a
4:21:35science and an art and a productive
4:21:38meeting can move a project forward while
4:21:40an unproductive meeting can impact the
4:21:43project negatively. Here are 12 key
4:21:46factors to meeting success every project
4:21:48manager should consider. Always have a
4:21:51measurable outcome. Each meeting should
4:21:54have a quantifiable goal that all
4:21:56attendees understand. Develop and share
4:21:59an agenda. And this can be a simple
4:22:01overview of topics in a meeting invite
4:22:03or a formal document. Send the agenda
4:22:06out 48 hours in advance. If the agenda
4:22:09had been sent out earlier, it would not
4:22:11have become a priority for attendees to
4:22:14read and review immediately.
4:22:16Participants may have limited
4:22:18preparation time if the agenda is sent
4:22:20out later. Communicate the meeting
4:22:23purpose. Ensure all participants
4:22:25understand the purpose and why they must
4:22:28attend the meeting. Share materials and
4:22:31pre-work. This goes handinand with
4:22:33developing and sharing an agenda. Let
4:22:36participants know preparation
4:22:38expectations and allow 48 hours before
4:22:41the meeting to prepare. Be inclusive.
4:22:44Try to delegate some meeting topics to
4:22:46others. Participants will be more
4:22:48committed if they have accountability
4:22:50for the presentation and results. Use a
4:22:54parking lot. Document off-topic
4:22:56discussions on a whiteboard. Be polite
4:22:59and let the stakeholder know this topic
4:23:01and that a plan for follow-up
4:23:03discussions will be addressed at the end
4:23:05of the meeting. Next, enlist the support
4:23:08of a notetaker. The facilitator should
4:23:11not be responsible for taking notes, but
4:23:13should focus on the stakeholders. Ask a
4:23:16team member to take notes and work
4:23:18together after the meeting to review
4:23:20them. Assign owners to action items.
4:23:23Always summarize agreements and
4:23:25commitments. Review them and ensure
4:23:28stakeholders understand the next steps.
4:23:31Practice nonattribution.
4:23:33Create an environment where stakeholders
4:23:35feel comfortable discussing the project
4:23:38openly, including opinions that may
4:23:40conflict with others. The facilitator
4:23:43must control conflict to ensure it
4:23:45remains functional or productive.
4:23:48Publish the notes or minutes. Document
4:23:50and distribute meeting minutes within 24
4:23:53hours of the meeting conclusion. And
4:23:55this will reduce the risk of
4:23:57stakeholders not recalling commitments
4:23:59made during the meeting. And finally,
4:24:02end early if the meeting objectives are
4:24:05met. Meet for purpose, not for time.
4:24:09In this video, you learned that meetings
4:24:12are a critical tool a project manager
4:24:14uses to engage the project team and
4:24:17stakeholders, relay information, solve
4:24:19problems, make decisions, and more. Some
4:24:23communications do not require a formal
4:24:25meeting. And 12 factors to meeting
4:24:28success include having measurable
4:24:31outcomes. Sharing an agenda, sending the
4:24:34agenda 48 hours before the meeting,
4:24:37communicating the purpose of the
4:24:38meeting, sharing materials and pre-work
4:24:4148 hours before the meeting. Being
4:24:44inclusive and delegating meeting topics
4:24:46to others. Using a parking lot to park
4:24:49off-topic discussions until the end of
4:24:51the meeting. Assigning a notetaker.
4:24:54Assigning owners to action items.
4:24:57Practicing non-attribution to resolve
4:24:59conflict. Publishing the minutes within
4:25:0224 hours of the meeting. And meeting for
4:25:05a purpose, not for time.
4:25:10[Music]
4:25:17[Music]
4:25:20Welcome to influencing for results part
4:25:22one. After watching this video, you will
4:25:25be able to describe effective
4:25:27influencing skills and summarize common
4:25:30aspects essential to team development.
4:25:33Effective influencing abilities are the
4:25:36abilities and behaviors that allow
4:25:38individuals to convince and encourage
4:25:40others to follow a desired course of
4:25:42action. And there are seven influencing
4:25:45abilities that are important for project
4:25:47managers to master. Provide members with
4:25:50a reason to be self-motivated.
4:25:52Stakeholders are often driven by
4:25:54success, allegiance, power, or a mix of
4:25:57these factors. Help to recognize and
4:26:00resolve conflicts between stakeholders.
4:26:03Effective influencing helps to reach
4:26:05agreements by understanding the needs of
4:26:07both parties. Collaborate with team
4:26:09members to make effective decisions.
4:26:12Make sure everyone has an opportunity to
4:26:14contribute and that buyin is achieved.
4:26:17Next, to be self-aware and responsible
4:26:20for your actions and emotions. By
4:26:23managing oneself effectively, one
4:26:25becomes more socially aware, has better
4:26:27relationships, and performs better as a
4:26:30team. Adapt leadership approaches to the
4:26:33demands of the stakeholders. And this
4:26:35includes developing connections,
4:26:37expressing empathy, and showing a
4:26:39genuine interest in others opinions.
4:26:42Recognize the diverse communication
4:26:44preferences of important stakeholders
4:26:46and adapt communications as applicable.
4:26:49And finally, manage and share change.
4:26:52Project managers must be able to convey
4:26:54to stakeholders the advantages of
4:26:56change, negotiate the resistance to
4:26:59change, and guide stakeholders through
4:27:01the transition process. Now the project
4:27:04management institute or PMI recommends
4:27:07five common aspects essential to team
4:27:10development. Everyone in the team must
4:27:12be aware of the vision and objectives of
4:27:15the project to ensure that everyone is
4:27:17on the same page and working towards a
4:27:20common goal. Value added vision is
4:27:22attained by team commitment and is
4:27:25crucial for success of the project.
4:27:28Roles and duties should be specified
4:27:30early on in the project so that the team
4:27:32is committed to and aware of their
4:27:34responsibilities. Any training or skill
4:27:37gaps should be filled. Project team
4:27:40operations are the activities used to
4:27:42oversee a team carrying out a project.
4:27:45The important aspects of project team
4:27:47operations include team formation,
4:27:50project planning, and monitoring and
4:27:52control. The PMI suggests creating a
4:27:55team charter to establish ground rules
4:27:58and conventions that direct the team.
4:28:01Provide guidance to members whenever
4:28:03they need it. The management strategy
4:28:05known as management by wandering about
4:28:08or MBWA involves the manager spending
4:28:11time talking to and watching the
4:28:13employees while they are at work.
4:28:16Finally, feedback is crucial to growth.
4:28:19Discuss what works well and what needs
4:28:21improvement. Set goals while cooperating
4:28:24with the team and team members should
4:28:26get the chance to develop their talents.
4:28:29In this video, you learned that
4:28:31effective influencing abilities and
4:28:33behaviors allow individuals to convince
4:28:36and encourage others to follow a desired
4:28:39course of action. And five common
4:28:41aspects essential to team development
4:28:43include objective awareness, early role
4:28:46assignments, project team operations,
4:28:49guidance, and feedback.
4:28:54[Music]
4:29:02Welcome to influencing for results part
4:29:04two. After watching this video, you will
4:29:07be able to explain different models to
4:29:10motivate others. The project management
4:29:13institute or PMI has defined several
4:29:16methods for effectively influencing
4:29:18stakeholders. The common models
4:29:20discussed here are theory XYZ, the
4:29:23sevenstep team performance model and the
4:29:26influence diagram. The first model is
4:29:29theories X, Y, and Z. These are three
4:29:31different approaches to understanding
4:29:33employee motivation and management
4:29:35styles which can impact effective
4:29:38influencing.
4:29:39Theory X was proposed by Douglas
4:29:41McGregor and this theory assumes that
4:29:44employees are motivated primarily by
4:29:46self-interest which is essentially a
4:29:48desire to increase earnings with the
4:29:50least amount of work. Therefore,
4:29:53managers use financial incentives and
4:29:55punishments as the primary drivers of
4:29:57employee behavior. Such team members can
4:30:00be influenced by using a hands-on and
4:30:03top-down management approach. Theory Y
4:30:06which was also proposed by Douglas
4:30:08McGregor says employees generally want
4:30:11to work enjoy their jobs and are
4:30:13innovative and creative. Such team
4:30:16members can be influenced by using a
4:30:18personal coaching style. It also
4:30:20encourages discussion and innovation and
4:30:23helps to create a positive work
4:30:25environment. And theory Z assumes that
4:30:28employees are motivated by a sense of
4:30:30community and a shared sense of purpose.
4:30:33If a manager holds a theory Z mindset,
4:30:36he is more likely to prioritize team
4:30:39building, collaboration, and open
4:30:41communication to influence the
4:30:43employees. This effective approach can
4:30:45create a strong sense of connection and
4:30:48commitment to the organization.
4:30:50Next, the Drexler Civot team performance
4:30:53model or sevenstep team performance
4:30:55model is a framework that describes the
4:30:58stages of team development and provides
4:31:00instructions on how to proceed through
4:31:02each phase successfully. This model has
4:31:05seven stages that are divided into two
4:31:08groups, creating stages and sustaining
4:31:11stages. The creating stages include the
4:31:14four initial stages of group development
4:31:17and they focus on establishing the
4:31:19team's purpose, building relationships
4:31:21and clarifying goals. They are
4:31:24orientation, trust building, goal
4:31:26clarification and commitment. The
4:31:29sustaining stages start after the group
4:31:32has adjusted and established itself.
4:31:34During this stage, they identify and
4:31:37share actions for enhancing
4:31:38sustainability and performance in the
4:31:41team. And these last three steps include
4:31:44implementation, high performance, and
4:31:46renewal. So the first step, orientation,
4:31:50answers the question, why am I here? The
4:31:53team needs to understand its purpose and
4:31:56what being a member means. The second
4:31:58step is the trust building stage. It
4:32:01answers questions related to who team
4:32:04members work together to create trust
4:32:06and establish open communication. They
4:32:09learn about each other's strengths and
4:32:11weaknesses and begin to rely on one
4:32:14another to achieve goals. The third step
4:32:17answers the question, "What are we
4:32:19doing?" and gives goal clarification.
4:32:22The team defines its goals and decides
4:32:24how it will evaluate success. The main
4:32:27focus is on setting clear and
4:32:29quantifiable goals based on the
4:32:31stakeholders expectations and
4:32:33requirements. The fourth step is
4:32:35commitment and it answers questions
4:32:38related to how will we do it. The team
4:32:40decides how exactly it will reach its
4:32:43objectives by discussing particular
4:32:45courses of action, deciding how to
4:32:47distribute resources and defining each
4:32:50member's responsibilities.
4:32:52Now the fifth step implementation
4:32:55involves sequencing and scheduling
4:32:57tasks. The team asks itself questions
4:33:00like who does what, when, and where. The
4:33:04team executes its plan and members work
4:33:06together to complete tasks and achieve
4:33:09goals. The next step is high
4:33:12performance. A team enters the high
4:33:14performance stage when it has mastered
4:33:16its operations and can adapt to changes
4:33:19and achieve its objectives. Now the team
4:33:22members work together and require
4:33:24minimal oversight and there is a sense
4:33:27of shared ownership and accountability
4:33:29for achieving goals. The seventh and
4:33:32final step of the sevenstep team
4:33:34performance model is renewal. As the
4:33:36team reaches the end of its journey,
4:33:38they reflect on their accomplishments
4:33:40and learn from their experiences. Team
4:33:43cohesion is evaluated at this stage and
4:33:46required changes are made and new
4:33:48members could also be employed.
4:33:51Now the third model is the influence
4:33:53diagram. This diagram is a graphical
4:33:56representation of the factors involved
4:33:58in making decisions. It represents and
4:34:01analyzes the factors that motivate or
4:34:04demotivate decisionm and the diagram can
4:34:07be used by a team or individually. An
4:34:10influence diagram shows the factors for
4:34:13increasing and reducing influence.
4:34:16Factors that reduce influence are poor
4:34:18communications, poor issues management,
4:34:21limited growth opportunities, and lack
4:34:23of project vision. Factors that increase
4:34:26influence are building relationships,
4:34:29being accessible, building trust, and
4:34:32active listening. In this video, you
4:34:35learned that the PMI defines the
4:34:37following methods for influencing
4:34:39stakeholders. theory XYZ, the sevenstep
4:34:43team performance model and the influence
4:34:45diagram. Theory XYZ is made up of three
4:34:49approaches to understand employee
4:34:51motivation and management styles. The
4:34:54sevenstep team performance model is a
4:34:56framework that describes the stages of
4:34:58team development. And the influence
4:35:01diagram is a graphical representation of
4:35:03the factors involved in decisionm.
4:35:09[Music]
4:35:17Welcome to expert viewpoints developing
4:35:19and managing a team. In this video we
4:35:22will hear from project managers on how
4:35:24to effectively develop and manage a
4:35:26team.
4:35:28uh developing and managing a team um is
4:35:31a very complicated and involved process.
4:35:34Um I don't think I don't think there are
4:35:37any uh really quick answers to the
4:35:39question of how to do that effectively.
4:35:42I think there's some general guidelines
4:35:43that I've found effective in my career
4:35:46that you can help you develop and manage
4:35:48a team. Um the the first is is to really
4:35:52understand the people on the team and
4:35:54what their passions are and what their
4:35:56skills are. Um when I put a team
4:35:58together, I always try to um find, you
4:36:02know, what people are naturally good at,
4:36:04what they've been trained to be good at,
4:36:07and then what do they really care about?
4:36:08What do they really want to be doing?
4:36:09What do they really want to be working
4:36:11on? What do how do they want to conduct
4:36:13their their role at um the workplace or
4:36:16the job that they're doing? Sometimes a
4:36:18P person may join your team um and they
4:36:21may not be the right fit for the role
4:36:23that they had joined for. And as a
4:36:26person that's trying to develop that
4:36:27team, you're constantly looking at each
4:36:29individual and analyzing, is this person
4:36:32in the right role. Sometimes that may
4:36:34mean that a person needs to move to a
4:36:36different team and they don't they're
4:36:37not in your team anymore. Um, sometimes
4:36:40it may just be a little bit of training.
4:36:42They have the right dispositions, they
4:36:44have the right talent, they just need to
4:36:46get trained up on a specific area of
4:36:48your team. But constantly looking at how
4:36:51to uh develop your your folks, your your
4:36:54people in a way that's good for them
4:36:56will help them be better for the
4:36:58organization and for the projects that
4:37:00they're actually working on. Um, another
4:37:04uh thing that I found over the years
4:37:05that has been really effective is to
4:37:08make sure that you don't treat work like
4:37:11it's not work. Um I see a lot of uh
4:37:14managers that try to make work a
4:37:17person's life um rather than a important
4:37:20be important aspect but just an aspect
4:37:22of their life and the one thing that is
4:37:25consistently important is leading by
4:37:29example.
4:37:31Teams want to know that they can believe
4:37:33in the leader. Now the team wants to
4:37:35know you have their back
4:37:37and they want to know that their
4:37:39creativity, their ideas, their input is
4:37:42valued. They have to feel that their
4:37:44work is valued.
4:37:46And this helps build teams and allow
4:37:49them to go through that whole team
4:37:51building process of forming,
4:37:55storming, norming, performing. And you
4:37:58have to let that play out naturally.
4:38:02I think I can. A dispersed team was
4:38:06tasked to document and improve a
4:38:08critical finance project at a major
4:38:11wireless company. The project was
4:38:14chaotic to say the least. There was poor
4:38:16communications. Everyone did things in a
4:38:20way that was comfortable for them and
4:38:23respect and collaboration for one
4:38:25another was quite minimal.
4:38:28The project manager called the team
4:38:30together to discuss the dysfunctionality
4:38:33of this team. Common ground rules and
4:38:36norms were established and the entire
4:38:39team agreed to abide by them. More
4:38:43importantly,
4:38:44the team not only committed to these
4:38:47behavioral rules but were willing to
4:38:50hold others accountable to them as well.
4:38:54The result of this meeting was creation
4:38:56of a team charter that guided behavior
4:39:00throughout the project and turned a
4:39:03potential disaster into an amazing
4:39:06success.
4:39:08Uh, a team building activity that I
4:39:11participated in that was really fun and
4:39:14I think really brought the team together
4:39:16was a couple years ago. Um there were
4:39:19about 12 people involved in the project
4:39:21or in the event and the goal was to
4:39:25align ourselves next to each other, some
4:39:28people on the left, some people on the
4:39:29right and place our hands in such a way
4:39:32that a shoot or think of it as a ski
4:39:34jump is created. So the first people in
4:39:38the line are standing up and the last
4:39:39people in the line are down on the
4:39:41floor. And so there's a chute that's
4:39:43created with their hands and a ball is
4:39:45run down the chute successfully.
4:39:48The team building part of it is 11 of
4:39:50the 12 people had to have their eyes
4:39:53closed and one of the 12 people could
4:39:56have their eyes open but they could not
4:39:58talk. So the 11 people with their eyes
4:40:00closed could talk. The one person with
4:40:02their eyes open could not talk. that
4:40:04person had to guide people to form the
4:40:07shoot um simply by placing them in the
4:40:10right spot through touch uh through I
4:40:13eye contact through looking and
4:40:15gesturing and things like that. The team
4:40:18building aspect of it came to be when
4:40:21the people who could speak but not hear
4:40:23figured out what it was that they were
4:40:24doing and then they could tell
4:40:26everybody, hey, this is what we're
4:40:28doing. were making this shoot and and
4:40:31for some reason cuz they didn't know
4:40:32about the ball and so they were able to
4:40:35help the person who could who did have
4:40:37their eyes open get everybody aligned
4:40:39properly so the ball could run down the
4:40:41shoot. It was a really fun event and it
4:40:43and it really showed how you can work
4:40:45differently with people to get the job
4:40:47done.
4:40:49>> That's a yes or no answer and the answer
4:40:51is yes with this caveat. Admittedly it
4:40:55is far more difficult. So, a couple of
4:40:58tips. Number one, do your best to get
4:41:00the team together for a nonwork-related
4:41:03virtual meeting where the cameras are on
4:41:06and the team shares a bit about
4:41:08themselves. Have an icebreaker. It
4:41:11doesn't have to be more than 15 or 30
4:41:13minutes, but this is an important event
4:41:16to bring the team together initially and
4:41:19hopefully build a little bit of trust.
4:41:21Secondly, apply what we shared in the
4:41:24previous question. Remember the team
4:41:26charter concept where we define norms
4:41:29and ground rules. A team charter is
4:41:32almost essential in a virtual
4:41:34environment. In particular, if you're
4:41:36bringing a team together and these team
4:41:38members have never worked together
4:41:40before. Finally, develop and implement a
4:41:44communications management plan. Why? To
4:41:47ensure communications is organized and
4:41:49agreed upon by all key stakeholders.
4:41:55I think it's entirely possible to build
4:41:57an effective team in a virtual
4:41:58environment. Um, obviously there's going
4:42:00to be a lot of differences uh from being
4:42:02in an office, but um I think a virtual
4:42:05environment can be very effective. Um,
4:42:08and you know, it probably goes without
4:42:10saying, but I think the tool sets and
4:42:11the tools that people use um in a
4:42:14virtual environment are a big part of
4:42:16whether that uh that team is going to be
4:42:18successful. I think the way that you can
4:42:20build an effective virtual team um is to
4:42:24ensure that that people that people
4:42:25working on the team have the right
4:42:27tools. You can have a really nice
4:42:29collaborative environment, but people
4:42:31may not know how to use the tools
4:42:32properly so that they can work
4:42:34collaboratively. So having the tools is
4:42:37important. Making sure people understand
4:42:39how to use those tools um is equally
4:42:42important.
4:42:45[Music]
4:42:53Welcome to leading change. After
4:42:55watching this video, you will be able to
4:42:58describe elements of change management
4:43:01and explain the three common change
4:43:03models. Change happens in all projects
4:43:06and it can affect systems, behaviors,
4:43:08activities, business requirements, and
4:43:11culture. The project manager and team
4:43:14must know how to manage change.
4:43:16According to the project management
4:43:18institute or PMI, change management
4:43:21consists of five interrelated elements
4:43:24including formulating change, planning
4:43:26change, implementing change, managing
4:43:29the transition, and sustaining change.
4:43:32The first element, formulating change,
4:43:35is where the project manager
4:43:36communicates the value and purpose of
4:43:39the change. The project manager explains
4:43:41how the improvement will transform the
4:43:44organization's present insufficient
4:43:46status into a better future status. The
4:43:49second element is planning the change.
4:43:52The project manager identifies and plans
4:43:54any changed project operations and
4:43:57planning eases a stakeholders transition
4:44:00especially if they are involved in the
4:44:02delivery. In the implementing change
4:44:04element, the project manager must
4:44:06identify potential problems and fix
4:44:09them. This includes requesting feedback
4:44:12from the team and making required
4:44:14changes to keep the project on track.
4:44:17The next element, managing transitions,
4:44:19addresses issues during the project's
4:44:21transition from the present to future
4:44:24conditions. The project manager must fix
4:44:27unresolved issues to achieve the desired
4:44:30state. And the last element is
4:44:33sustaining change. Now the project
4:44:35manager must see that the change is
4:44:37sustained in the future state and if not
4:44:40sustained what needs to be fixed.
4:44:43Organizations can choose from several
4:44:45models to plan and implement change
4:44:48effectively. Commonly used models are
4:44:50the ADCAR model, the Cotter change model
4:44:53and the bridges transition model. The
4:44:56ADCAR model is outcome oriented. It
4:44:59outlines specific objectives that
4:45:01provide longlasting effects. The ADCAR
4:45:04model consists of five stages.
4:45:06Awareness, desire, knowledge, ability,
4:45:09and reinforcement.
4:45:12So the first step is creating awareness
4:45:14of the need for change. The project
4:45:16manager explains why the change is
4:45:19necessary, what it will entail, and its
4:45:21impact on the team. The second stage
4:45:24involves explaining the benefits and
4:45:26risks of the change. In the third stage,
4:45:29the team receives training and knowledge
4:45:32of how to change by discussing roles and
4:45:34responsibilities, innovative techniques,
4:45:37and procedures.
4:45:39In the fourth stage, anyone who needs
4:45:41help with the change will receive
4:45:43resources, tools, and support. In the
4:45:46last stage, the project manager
4:45:48reinforces change by adding incentives,
4:45:51kudos, criticism, and assessment to
4:45:54promote the winning situation and
4:45:56sustain the transition successfully.
4:45:58The next model, the Cotter change model
4:46:01introduced by John Carter, is an
4:46:03eight-step process for successfully
4:46:05implementing organizational change. In
4:46:08this top- down approach, the need
4:46:10originates at the organization's top,
4:46:13and this model has eight steps. Create a
4:46:16sense of urgency. Form a powerful
4:46:18coalition. Create a vision for the
4:46:20change. Communicate the vision. Remove
4:46:23obstacles. Create short-term wins. Build
4:46:26on the change and anchor the changes in
4:46:29corporate culture. So, first establish a
4:46:33sense of urgency for the change among
4:46:35managers and employees. Ask for their
4:46:38input on what is driving the need for
4:46:40change. You must identify potential
4:46:42threats or opportunities driving the
4:46:45need for change. Also, it is essential
4:46:48to share the value proposition.
4:46:50Next, create a powerful coalition by
4:46:53building a capable team with the
4:46:55necessary abilities, qualifications,
4:46:58reputation, connections, and authority
4:47:00to lead the change activities and
4:47:03influence stakeholders.
4:47:05In the third step, all stakeholders must
4:47:07share a clear and compelling vision for
4:47:10the change consistent with the
4:47:12organization's values and goals. In the
4:47:15fourth step, you communicate the vision
4:47:17and the strategies to inspire the rest
4:47:19of the company to accept and support
4:47:21changes. Note that there may be
4:47:23challenges in implementing this
4:47:25organizational transformation.
4:47:27Next, remove obstacles like inadequate
4:47:30processes, employee reluctance to
4:47:32change, supervisors who lack authority,
4:47:35corporate policies, and structure. In
4:47:38the sixth step, setting short-term
4:47:41targets that the team can achieve are
4:47:43set. This is critical to maintaining
4:47:45momentum and inspiring employees to
4:47:48support the initiative. recognize small
4:47:50victories to enhance confidence,
4:47:53maintain momentum, and spread excitement
4:47:55throughout the company. Next is to build
4:47:59on the change. While the team is
4:48:01celebrating their short-term wins from
4:48:03step six, more challenging goals should
4:48:05be pursued to continue improvement. And
4:48:08finally, the last step anchors the
4:48:10changes in corporate culture. The
4:48:13leaders must cultivate the new culture
4:48:15to sustain change by sharing the vision
4:48:17and success stories with everyone. Now,
4:48:21the last model commonly used to plan and
4:48:24implement change effectively. The
4:48:25bridges transition model by William
4:48:28Bridges helps individuals understand and
4:48:31manage a transition's emotional and
4:48:33psychological aspects. The three stages
4:48:36an individual experiences during change
4:48:39are ending, losing, and letting go. the
4:48:42neutral zone and the new beginning. In
4:48:45the ending, losing and letting go stage,
4:48:48individuals acknowledge their losses and
4:48:51learn to cope by deciding what they will
4:48:53preserve or lose. And this experience
4:48:56could cause sadness, loss, or relief.
4:49:00The second stage is the neutral zone. In
4:49:02this transitional period, individuals
4:49:05have not yet adjusted to the new
4:49:07situation. And some individuals
4:49:10productivity may drop during this stage
4:49:12due to continued frustration or
4:49:14confusion while others will grow as they
4:49:17open to new possibilities.
4:49:20The third and final stage is the new
4:49:22beginning stage. Individuals have
4:49:25adjusted to change and are moving
4:49:27forward. They may feel a sense of
4:49:29accomplishment and optimism in taking on
4:49:32new challenges and opportunities. In
4:49:35this video, you learned that change can
4:49:37affect systems, behaviors, activities,
4:49:39business requirements, and culture. The
4:49:42PMI's five interrelated elements of
4:49:45change include formulating change,
4:49:47planning change, implementing change,
4:49:50managing the transition, and sustaining
4:49:52change. And three commonly used models
4:49:56to implement change include the ADCAR
4:49:59model, the Cotter change model, and the
4:50:01bridges transition model.
4:50:06[Music]
4:50:14Welcome to managing quality. After
4:50:16watching this video, you will be able to
4:50:19define the PMI project management
4:50:21quality process, differentiate between
4:50:24quality assurance or QA and quality
4:50:27control or QC, and discuss tools and
4:50:31techniques used in quality management.
4:50:34Project quality management ensures that
4:50:36the deliverables are valuable and
4:50:38conform to requirements. It requires
4:50:41careful planning and execution to
4:50:43accomplish this. The project management
4:50:46body of knowledge seventh edition or
4:50:48pinbox 7 breaks out costs of quality
4:50:51into two categories. Costs of compliance
4:50:55and costs of non-compliance.
4:50:58Compliance costs abide by the laws,
4:51:00rules and regulations issued by
4:51:03regulatory bodies, governments or
4:51:05industry standards. And there are two
4:51:07categories of compliance costs.
4:51:10Prevention costs and appraisal costs.
4:51:13Prevention costs include expenses to
4:51:16prevent defects. And prevention costs
4:51:18also include product or service
4:51:20requirements, quality planning, quality
4:51:23assurance, and training. Appraisal costs
4:51:26evaluate the degree of compliance, and
4:51:28appraisal costs include these expenses:
4:51:31verification, quality audits, and
4:51:34supplier assessments and ratings.
4:51:37Non-compliance costs do not obey laws,
4:51:40rules, or industry standards. And these
4:51:43expenses can be internal or external
4:51:45failures. Internal failures include
4:51:48expenses to find and correct defects
4:51:51before delivering the final product.
4:51:54Internal failure costs are waste, scrap,
4:51:57and failure analysis. External failure
4:52:00expenses happen after the product is
4:52:03delivered and they are repairs and
4:52:05servicing, warranty claims, complaints,
4:52:08returns, and reputation.
4:52:10Now, project quality management is a
4:52:13straightforward three-step approach.
4:52:15Plan quality management, manage quality,
4:52:18and control quality. Planning quality
4:52:21management is a process that determines
4:52:23the project's requirements, standards,
4:52:25and procedures to attain the desired
4:52:27quality. It also develops a quality
4:52:30management plan. The quality assurance
4:52:33or QA stage puts the quality management
4:52:36plan into practice and ensures that the
4:52:38project conforms to standards, policies,
4:52:41and procedures. It employs quality
4:52:44audits to prevent issues from arising
4:52:47throughout the project. Quality control
4:52:49or QC monitors project outcomes to make
4:52:53sure they meet the quality standards. QC
4:52:56identifies problems in the product or
4:52:58service and addresses them before they
4:53:01affect final delivery. Quality control
4:53:04examines the products or services
4:53:06completeness, compliance, and
4:53:08suitability for use.
4:53:13So how do you differentiate between QA
4:53:16and QC? QA is a preventative process,
4:53:20but QC is a corrective process. QA is a
4:53:25proactive process before production or
4:53:27delivery. QC is a reactive process
4:53:31during or after production or delivery.
4:53:34And QA focuses on improvement and
4:53:37process optimization, while QC focuses
4:53:40on finding and fixing defects. Some
4:53:43tools and techniques commonly used in
4:53:46quality management to improve the
4:53:47quality of products or services include
4:53:50affinity diagrams, histograms, cause and
4:53:53effect diagrams, scatter diagrams,
4:53:56designing 4X, cypo diagrams, flowcharts,
4:54:00mind mapping, logical data models, and
4:54:03matrix diagrams. An affinity diagram
4:54:07organizes and classifies large amounts
4:54:09of data or ideas collected through
4:54:12brainstorming sessions. Then the ideas
4:54:14are grouped based on relationships and
4:54:17similarities. A histogram is a bar chart
4:54:21depicting a variable's distribution over
4:54:23time. It represents the distribution by
4:54:26mean. Histograms are commonly used in
4:54:29quality management to evaluate and
4:54:32improve processes, identify areas of
4:54:34variation and track performance over
4:54:37time. Cause and effect diagrams show the
4:54:41relationship between the results and
4:54:43root causes of problems. The Ishiawa
4:54:46diagram, named after its creator,
4:54:48Japanese quality control expert Karu
4:54:51Ishiawa, is also known as the fishbone
4:54:54diagram since its structure resembles a
4:54:57fish with the problem or effect being
4:54:59the head of the fish and the potential
4:55:01causes represented as the bones. Scatter
4:55:05diagrams discover patterns and trends in
4:55:07data to show the strength and direction
4:55:09of a relationship between two variables.
4:55:12In this illustration of two
4:55:14statistically independent variables, the
4:55:17two variables are plotted along two axes
4:55:20and the pattern of the resulting points
4:55:22reveal the correlation.
4:55:24The design for X or design for
4:55:26excellence lays out guidelines for
4:55:29reaching a project's objectives. It
4:55:31reviews and improves the new product or
4:55:34process design before manufacturing.
4:55:37Cypo stands for suppliers, inputs,
4:55:40processes, outputs, and customers. A
4:55:43cypo diagram, a six sigma tool,
4:55:46identifies the critical elements of a
4:55:48process, defines its boundaries, and
4:55:51determines the stakeholders involved. A
4:55:53flowchart visually represents the
4:55:55sequence of steps and decisions needed.
4:55:58The diagram includes notes for each
4:56:00step, and steps are linked by connecting
4:56:03lines and directional arrows. The
4:56:05logical data model is used to identify
4:56:08the areas where quality issues arise. It
4:56:11identifies potential solutions. Mind
4:56:14maps record and arrange concepts and
4:56:17data systematically. They involve
4:56:19creating a diagram representing the main
4:56:22idea or topic in the center with related
4:56:25ideas branching out hierarchically.
4:56:27Finally, matrix diagrams visualize
4:56:30complex relationships. They help
4:56:33identify how different elements in a
4:56:35project interact and depend on one
4:56:38another. In a table format, rows and
4:56:41columns represent different categories
4:56:43or dimensions. The intersections of
4:56:46these rows and columns describe the
4:56:48relationship between the categories.
4:56:52In this video, you learned that project
4:56:54quality management ensures that
4:56:56deliverables are valuable and conform to
4:56:59quality requirements. The pinbox 7
4:57:02breaks down the costs of quality into
4:57:04two categories. Compliance costs, which
4:57:07abide by the laws, rules, and
4:57:09regulations issued by regulatory bodies,
4:57:12governments, or industry standards, and
4:57:15non-compliance costs, which do not obey
4:57:17laws, rules, or industry standards. The
4:57:20project quality management three-step
4:57:23approach includes planning, quality
4:57:25management, managing quality, and
4:57:27controlling quality. QA is a
4:57:30preventative proactive process which
4:57:33identifies and prevents potential
4:57:34defects in a project. Whereas QC is a
4:57:38corrective reactive process which
4:57:41identifies weaknesses in a project to
4:57:43take corrective action. And tools and
4:57:46techniques that managers use in quality
4:57:48management include affinity diagrams,
4:57:51histograms, cause and effect diagrams,
4:57:54scatter diagrams, designing 4X, cypo
4:57:58diagrams, flowcharts, mind mapping,
4:58:01logical data models, and matrix
4:58:04diagrams.
4:58:08[Music]
4:58:18Welcome to the project initiation phase.
4:58:21After watching this video, you will be
4:58:23able to define the key processes and
4:58:26tools that drive a project's initiation
4:58:29phase. Now the initiation phase is the
4:58:33first of five phases or process groups
4:58:35in the project management institute or
4:58:38PMI framework. During this phase, the
4:58:41project manager introduces the project
4:58:44to the team, defines it at a high level
4:58:47and identifies key stakeholders and
4:58:49their roles. Successful completion of
4:58:52the initiation phase paves the way for
4:58:55the next project phase. Projects begin
4:58:58the initiation phase one of three ways.
4:59:01When the team approves a business case,
4:59:03the project sponsor and manager create a
4:59:06benefits management plan which documents
4:59:09a problem or an opportunity or when a
4:59:12service level agreement or SLA or a
4:59:15contract dictates action. Now once the
4:59:18initiation process begins the manager
4:59:21develops a project charter and this
4:59:23document proves the project scope and
4:59:25objectives at a high level. The team
4:59:28uses the project charter to determine if
4:59:31the potential project is ready for the
4:59:33planning phase. So project sponsors must
4:59:37approve every project charter before the
4:59:40next phase can begin. Sometimes a
4:59:43sponsor requests that the project
4:59:44manager rework the charter, postpone the
4:59:47project, or cancel it altogether. If the
4:59:50sponsor approves the charter, the
4:59:52project manager is given authority,
4:59:55resources, and sponsor support to move
4:59:57the project to the planning phase. Once
5:00:01the sponsor approves the project
5:00:02charter, the project achieves
5:00:04pre-baseline status. And this means the
5:00:07project is ready to move to the planning
5:00:10phase. Next, the manager creates a
5:00:13project brief using the project charter
5:00:15and stakeholder register. A project
5:00:18brief provides an outline of the project
5:00:21charter. So, the project manager can
5:00:24identify stakeholders during the project
5:00:26charter development and after the
5:00:29sponsor approves the charter. The
5:00:31manager defines critical project
5:00:33stakeholder roles and responsibilities
5:00:35in the stakeholder register. Then
5:00:37finally the project planning phase
5:00:40begins after the manager develops the
5:00:42stakeholder register.
5:00:45In this video you learned that the
5:00:47project initiation phase is the first
5:00:49phase in the PMI framework. The
5:00:52initiation phase begins when the team
5:00:54approves the business case when the
5:00:56project sponsor and manager create a
5:00:59business management plan or when a
5:01:01service level agreement or SLA dictates
5:01:04action. The project manager creates a
5:01:07project charter which provides project
5:01:10scope and objectives and a stakeholder
5:01:12register which identifies stakeholder
5:01:14roles and responsibilities. The project
5:01:17sponsor then must approve the project
5:01:19charter for the project to achieve
5:01:21pre-baseline status. And finally, the
5:01:24manager creates a project brief with the
5:01:27project charter and stakeholder
5:01:29register. And then the project is ready
5:01:31to move to the planning phase.
5:01:36[Music]
5:01:44Welcome to key project management
5:01:46modeling tools part one. After watching
5:01:49this video, you will be able to describe
5:01:52project management tools, define the
5:01:54term business case, and explain how to
5:01:57create a business case. The numerous
5:02:00methods, techniques, and software
5:02:02applications that project managers
5:02:04employ to plan, execute effectively, and
5:02:07monitor projects are project management
5:02:09tools. And these tools give project
5:02:12managers a complete picture of the
5:02:14project to evaluate its progress or
5:02:16success. Some of the key project
5:02:19management tools used today include a
5:02:21business case, a project charter, and a
5:02:24project brief. A business case is a
5:02:27written document that justifies the need
5:02:29for a project by outlining how its
5:02:31advantages outweigh its drawbacks. A
5:02:34business case is created in the
5:02:36project's initiation phase and covers
5:02:39the project's goals, expenses, and
5:02:42benefits to convince stakeholders of a
5:02:44project's worth. A business case
5:02:46outlines a problem or opportunity and
5:02:49provides details of strategy alignment,
5:02:52risk exposure, practicality from an
5:02:54economic standpoint, return on
5:02:56investment, success metrics, and other
5:02:59factors. Senior management considers the
5:03:02business case after completion. If
5:03:04approved, the business case provides the
5:03:07information required to complete a
5:03:09project charter. There are three
5:03:11important elements of a business case.
5:03:14the business need, the project
5:03:15justification, and the business
5:03:17strategy. Every project has a goal, and
5:03:21usually projects solve a specific
5:03:23business problem or create a business
5:03:26opportunity. Answering certain questions
5:03:29determines the need for a project. What
5:03:32is your project proposal? What are the
5:03:34overall project goals and objectives?
5:03:37Why is the project important? What value
5:03:40does the project deliver? What is the
5:03:42problem that it solves or the
5:03:44opportunity that it creates? And
5:03:46finally, what are the business drivers?
5:03:49After determining the need, you must
5:03:52justify the project by answering another
5:03:54set of questions. Do the costs outweigh
5:03:57the benefits? Why must this project be
5:04:00accepted now? What are the assumptions
5:04:02and constraints? And what are the
5:04:05potential risks? After obtaining the
5:04:08project justification, you must design
5:04:10the project strategy to inform
5:04:12stakeholders. Answer these questions to
5:04:15design the project strategy. How will
5:04:17the project be accomplished? What is the
5:04:20implementation strategy and what are the
5:04:23planned milestones? If accepted, most of
5:04:26the data presented in a business case is
5:04:28elaborated upon in a project charter.
5:04:32The following scenario will help you to
5:04:34understand how to create a business
5:04:36case. The first part of creating a
5:04:38business case is to define the business
5:04:40need. To begin, you need to introduce
5:04:43the proposed project. In this scenario,
5:04:46it is developing a coffee shop
5:04:48application. Next, define the goal of
5:04:51the project, which in this scenario is
5:04:53to develop an app that allows customers
5:04:55to gain information, access menus, make
5:04:59online orders, and provide feedback.
5:05:02Then define the situation or the
5:05:04context. Due to the absence of a
5:05:06physical store in the area, most
5:05:08competitors use an application to serve
5:05:11customers. Now describe the value the
5:05:14project can offer. In this scenario, the
5:05:17app will accomplish the following.
5:05:19Increase the store's revenue, improve
5:05:21customer satisfaction, improve employee
5:05:24efficiency, and streamline the ordering
5:05:26process at the store. Then identify the
5:05:30major challenge. In this scenario, the
5:05:32challenge will be to stay competitive
5:05:34and meet customer expectations.
5:05:37Finally, define the key project success
5:05:40driver, which in this scenario is to
5:05:42remain competitive and succeed in the
5:05:45growing market of coffee services. The
5:05:48second part of creating a business case
5:05:50is to justify the project. You must
5:05:53describe how the project cost outweighs
5:05:55its benefits. The cost is the amount
5:05:58spent on application development,
5:06:00network upgrade, and utilizing the
5:06:02services of a marketing consultant. The
5:06:05project benefits will include increased
5:06:07revenue, increased customer
5:06:09satisfaction, increase in the number of
5:06:12customers, and improvements in the
5:06:14store's efficiency.
5:06:17The cause of urgency is the reduction in
5:06:19sales by 12%. The constraint is the
5:06:22limited budget of $7,000.
5:06:25The assumption is to develop an app
5:06:27users want to use significantly raising
5:06:30potential sales, traffic, and revenue.
5:06:33And the potential risks in this project
5:06:36include going over budget, design flaws,
5:06:39delays in the development, lack of
5:06:42acceptance by customers, and lack of
5:06:44financial security. Now the third and
5:06:48final part of creating a business case
5:06:50is to create the business strategy which
5:06:52will help execute the project
5:06:54successfully. You can design a business
5:06:56strategy as easily as making a simple
5:06:59list of what needs to be done and by
5:07:01when. Design the application by May.
5:07:04Develop the app by June or July. Test
5:07:07and launch the app by August and receive
5:07:10feedback and make improvements to app by
5:07:13September or October.
5:07:16In this video, you learned that common
5:07:18project management tools include a
5:07:20business case, a project charter, and a
5:07:23project brief. A business case is a
5:07:26written document that covers the
5:07:27project's goals, expenses, and benefits
5:07:30to convince stakeholders of the
5:07:32project's worth. And three elements to
5:07:35consider when building a business case
5:07:37are the business need, the project
5:07:39justification, and the business
5:07:42strategy.
5:07:45[Music]
5:07:52Welcome to key project management
5:07:54modeling tools part two. After watching
5:07:57this video, you will be able to explain
5:08:00the project charter with the help of an
5:08:02example and explain the project brief
5:08:05with the help of an example as defined
5:08:08by the project management institute or
5:08:10PMI. A project charter is a document
5:08:13issued by the project initiator or
5:08:15sponsor that formally authorizes the
5:08:17existence of a project and provides the
5:08:20project manager with the authority to
5:08:22apply organizational resources to
5:08:24project activities. A project charter is
5:08:27a document that outlines the key
5:08:29elements of a project and ensures a
5:08:32common understanding of the project's
5:08:33purpose, goals, and stakeholders. A
5:08:36project charter template usually
5:08:38includes project name, which should give
5:08:41the project an identifying name, and
5:08:43project goal, which should specify the
5:08:46project's goal and its proposed product
5:08:48or service. One can also include project
5:08:51value proposition and benefits, project
5:08:54or opportunity statement, project
5:08:57schedule, project manager, approval
5:08:59space, and authority or sponsor space.
5:09:02The following example will demonstrate
5:09:05how to design a project charter. First,
5:09:08you need to provide general information
5:09:10about the project titled ABC coffee shop
5:09:13application. Next, you will initiate the
5:09:16development of the application which
5:09:18aims to allow customers to gain
5:09:20information, access menus, make online
5:09:23orders, and provide feedback. And this
5:09:26project will provide the following
5:09:28benefits. increasing the store's
5:09:30revenue, improving customer
5:09:32satisfaction, improving employee
5:09:34efficiency, and streamlining the
5:09:36ordering process. The major challenge
5:09:39faced is that the majority of your
5:09:41competitors have functional applications
5:09:43already. Since the competitors were
5:09:45available online, you have noticed a 12%
5:09:48decline in sales. To stay competitive,
5:09:51you must use this application. So, you
5:09:54begin the project in May and finish it
5:09:57in October. and Bethany Harris is
5:09:59appointed as the project manager and
5:10:01will be approved by Evan Marsh. The
5:10:04following assumptions are made while
5:10:06creating the project charter. Sales,
5:10:09customer traffic and customer
5:10:10satisfaction will increase. The
5:10:13application will be accessible and used.
5:10:16The number of online orders and store
5:10:18efficiency will increase. The
5:10:20application can be developed in the
5:10:22defined period. The application will
5:10:25have the quality required for the
5:10:27available budget and the functionality
5:10:29will match that of the competitor apps.
5:10:32Then the following constraints apply. An
5:10:35amount of $7,000 has been set as the
5:10:38budget. Only authorized vendors may be
5:10:40used for contracts and only fixed price
5:10:43contracts are authorized.
5:10:45There are five proposed solutions. Get
5:10:48the applications design ready by May and
5:10:51ensure the required functionality is
5:10:53identified and incorporated. Send out
5:10:56proposals and finalize vendor
5:10:58development contracts. Complete the
5:11:00application development by June or July.
5:11:03Build and evaluate the initial prototype
5:11:06and identify the features to be
5:11:08incorporated into the app while staying
5:11:10on budget. Complete the application test
5:11:14by August. To test the application,
5:11:16perform a beta test with coffee shop
5:11:18employees only, and test the
5:11:20functionality, identify defects, and
5:11:23resolve issues. You will then be able to
5:11:26launch the application in August. Make
5:11:28the application available at no charge
5:11:31to all customers. Market and advertise
5:11:34the application's availability, and
5:11:36lastly, gather feedback for 2 months,
5:11:39and design version two with improved
5:11:41features. Next, you define the project
5:11:44priorities. The application should be
5:11:47launched in August. The budget should
5:11:49not exceed $7,000.
5:11:52Moderate functionality is needed in
5:11:54version one and functionality may be
5:11:57modified. So, now that the priorities
5:12:00are defined, you turn your attention to
5:12:02the return on investment. You can
5:12:04predict that the sales will increase by
5:12:0718%. Due to the achieved efficiency,
5:12:10expect a reduction in the amount of work
5:12:12required. And as compared to the cost of
5:12:15$7,000, sales are expected to grow by
5:12:18$60,000 in one year. Now, you will also
5:12:23need to be aware of the potential risk
5:12:25associated with the project. If the
5:12:27budget increases, return on investment
5:12:30will decrease. Design flaws may cause
5:12:33implementation delays and functionality
5:12:35limitations. Development delays will
5:12:38delay the planned schedules. Customer
5:12:41dissatisfaction may reduce projected
5:12:43sales growth and financial security may
5:12:47help address customer trust issues. At
5:12:50last, the project charter will cover the
5:12:52resources required in the project and
5:12:55you will need the following resources to
5:12:57complete the project. A project manager
5:13:00and team, marketing, IT, external
5:13:03developers, and contractors.
5:13:06A project brief provides stakeholders
5:13:08with a concise summary and overview of
5:13:11the project as they don't need all the
5:13:13details. It lays the foundation for
5:13:16building a detailed project plan and
5:13:18helps ensure everyone involved in the
5:13:20project works toward a common goal. The
5:13:23information that a business case and a
5:13:25project charter contain is required to
5:13:28complete a project brief. The seven
5:13:30pieces of information that a project
5:13:32brief contains include the project name,
5:13:35manager, purpose, benefits, schedule,
5:13:38costs, and sponsorship. The following
5:13:41example will assist you in learning
5:13:43about the project brief. In this
5:13:45example, the goal of the project is to
5:13:47develop an application that allows
5:13:49customers to gain information, access
5:13:52menus, make online orders, and provide
5:13:55feedback. Competitors currently have
5:13:58functional applications in place and you
5:14:01need to beat the competition and
5:14:02maintain a competitive advantage. And
5:14:05next, the project will provide the
5:14:07following benefits: increased revenue,
5:14:10improvement in customer satisfaction,
5:14:13improvement in employee efficiency, and
5:14:16streamlined ordering process. The
5:14:18project is scheduled to begin in May and
5:14:21finish by October. The project costs are
5:14:24estimated to be $7,000 and sales will
5:14:27increase by 18% in one year. And
5:14:31finally, the project will be sponsored
5:14:33by Evan Marsh.
5:14:35In this video, you learned that a
5:14:37project charter is issued by the project
5:14:40initiator or sponsor that formally
5:14:42authorizes the existence of a project. A
5:14:45project charter is a document that
5:14:47ensures a common understanding of the
5:14:49project's purpose, goals, and
5:14:51stakeholders. The project charter
5:14:53template should include the project's
5:14:55name, goal, value, problem statement,
5:14:58schedule, manager, and approval contact.
5:15:01The project brief provides a concise
5:15:04summary of a project charter. And the
5:15:06project brief should include the
5:15:08project's name, manager, purpose,
5:15:10benefit, schedule, costs, and sponsor.
5:15:16[Music]
5:15:24Welcome to expert viewpoints project
5:15:26initiation. In this video, we will hear
5:15:30from project managers on how to
5:15:31effectively initiate and kick off a
5:15:33project.
5:15:34>> I think there's a few things that a
5:15:36project manager can do to successfully
5:15:38initiate and kick off a project. Um the
5:15:42the first step for me in in setting up a
5:15:45project and getting ready to roll it out
5:15:47to a broader team is to make sure that
5:15:50the project manager really understands
5:15:52what it is that the project is meant to
5:15:54accomplish. So um the second stage that
5:15:58I I always do is um is make sure that
5:16:01people understand the ultimate goal, the
5:16:02outcome. I'm talking about um really
5:16:05articulating the vision. So this is what
5:16:07the reason why we're developing this
5:16:10software. This is what the software is
5:16:12going to accomplish. This is the
5:16:13difference it's going to make in the
5:16:14users or the client's life once we get
5:16:17this software outial.
5:16:19Um the third stage for me is ensuring
5:16:22that the team really has a good sense of
5:16:25how the project is going to be managed
5:16:27and also allowing for enough input so
5:16:31that as as things aren't working the
5:16:34team feels like they can adjust and
5:16:37really ensure that my team understands
5:16:40that they have a voice. Um because the
5:16:42people that are actually doing the work
5:16:44have the best insights into a
5:16:46methodology, a program project
5:16:48management methodology that's going to
5:16:49make that project successful.
5:16:53Preparation is key to a solid project
5:16:55kickoff and I find that many project
5:16:57managers don't prepare enough. PM should
5:17:00gather and organize materials ahead of
5:17:03the meeting with their team for an
5:17:04internal kickoff. And if there are
5:17:06documents that are going to be
5:17:07referenced, like have your links ready
5:17:10to add to the chat for quick reference.
5:17:12And also include those same links in the
5:17:14meeting notes that you send out after
5:17:16the kickoff. No one should ever be
5:17:18guessing on where to go to find things.
5:17:20We want to make it really, really easy
5:17:22for them. Also, take the time to discuss
5:17:25potential client questions um that might
5:17:28occur during the external kickoff and
5:17:30have a plan for how to address them.
5:17:33I always recommend sending out a
5:17:35detailed agenda before your external
5:17:37kickoff so clients know what to expect.
5:17:40All this just sets the tone that your
5:17:42team is aligned, organized, and
5:17:45confident. You want to make a great
5:17:47first impression at the start of a
5:17:49project.
5:17:51And lastly, end your meeting on time.
5:17:54That shows that you respect people's
5:17:55time and busy schedule.
5:17:58The first piece of advice that I want to
5:18:00give you as a project manager when you
5:18:02are assigned a new project, learn as
5:18:05much as you can about the project as
5:18:07quickly as you can. But let's go ahead
5:18:10and break this out into three steps.
5:18:12Step number one, review the documents
5:18:14that initiated the project. These may
5:18:17include a statement of work, business
5:18:19case, contract. In some cases, it may be
5:18:22an email from your boss. Understand the
5:18:25what and the why behind the project.
5:18:28Step number two, develop a project
5:18:30charter and share this project charter
5:18:32with a sponsor. Ensure the charter meets
5:18:36the needs of the project and the
5:18:38sponsor. Finalize approval. Until a
5:18:42sponsor approves the project charter,
5:18:44you're not ready to move forward. The
5:18:46final step, determine stakeholder
5:18:48support requirements and develop a
5:18:50stakeholder register. Ensure all
5:18:53stakeholders have well-defined roles and
5:18:55responsibilities. Ensure that they are
5:18:58identified early and most importantly
5:19:01have a discussion to determine if
5:19:04they're able to commit to these roles.
5:19:07>> My expectations for a sufficient project
5:19:09brief is one that I can read and know
5:19:12from reading it that my project manager
5:19:15understands what it is that they're
5:19:17going to be doing. They know the goals
5:19:18of the project. They know the timeline
5:19:20that the client wants the project
5:19:22executed on and they have a fairly clear
5:19:25understanding of the resources that need
5:19:27to be involved in the project.
5:19:30It really depends on the type of project
5:19:33to find out what exactly you need in
5:19:35your brief. I'll give an example of when
5:19:37I worked at a cloud security company and
5:19:39we did implementations. A lot of times I
5:19:41would learn a lot of information from
5:19:43our sales team and anybody else that
5:19:46worked on a project with the customer
5:19:48previously. First off, I want to know
5:19:50what is the scope to find out what is in
5:19:54scope, what is considered as out of
5:19:55scope. Expectations. Is there any
5:19:58unknowns that I need to know in there?
5:20:01Any potential risk or issues? Do we have
5:20:04any potential sales or anything like
5:20:06that for them along with who is the key
5:20:09stakeholders?
5:20:12Now
5:20:14before the presentation is even made the
5:20:16one of the most important things you can
5:20:18have is that support of your champion or
5:20:20your sponsor
5:20:22they have to see that executive
5:20:24management supports the project.
5:20:27That's half the battle. Another thing is
5:20:29that it authorizes the project. The
5:20:32project should never even start without
5:20:34this charter being agreed upon with your
5:20:37stakeholders. Why? Because the one thing
5:20:40that can derail a project is coming back
5:20:44later and people seeing that not
5:20:46everybody agreed or someone standing up
5:20:48and saying, "I I'm a major stakeholder,
5:20:51but I never even agreed to this. I never
5:20:53got a chance to review this. I didn't
5:20:55know that that was going on." So, you
5:20:58have to have all of your stakeholders
5:21:01buying off on the charter.
5:21:04One is to understand the stakeholders
5:21:07that are going to be involved and then
5:21:09also the REI. Highly suggest having your
5:21:12REI involved on your charter if
5:21:15available overall scope included what's
5:21:18included what's not included the overall
5:21:22expectations and for it to be very
5:21:25straightforward not convoluted.
5:21:29Very very important number one tip. Keep
5:21:32the presentation brief. In addition,
5:21:35ensure you understand the expectations
5:21:37of the audience. However, regardless, at
5:21:41minimum, every presentation should
5:21:44include number one, a brief overview of
5:21:47the project purpose. Again, why is this
5:21:50pro project important? What w what
5:21:53purpose will it serve? Secondly, an
5:21:56overview of the project value and why
5:21:58the project should be accomplished now.
5:22:01Just because a project has value doesn't
5:22:03necessarily mean that the time to
5:22:04implement it is today. Third, a brief
5:22:08description of scope, schedule, and
5:22:10budget considerations. Remember, less is
5:22:13more. Keep it short. And if possible,
5:22:17pictures such as graphs and other
5:22:19visuals are very impactful. You've heard
5:22:22the term a picture is worth a thousand
5:22:23words. It certainly is impactful in a
5:22:27successful project charter presentation.
5:22:30Finally, do not end the presentation
5:22:33without a decision. Decisions may
5:22:35include approved for planning, approved
5:22:38with modifications, deferred until
5:22:40another time, or potentially a promise
5:22:43to update and revisit the project
5:22:45charter with a defined date.
5:22:50[Music]
5:22:59Welcome to the stakeholder register.
5:23:02After watching this video, you will be
5:23:04able to explain a stakeholder register
5:23:07and describe what a stakeholder register
5:23:10includes. In order to understand what a
5:23:13stakeholder register is, one needs to
5:23:15know what stakeholders are. One of the
5:23:18key goals of the project initiation
5:23:20phase is to identify those who need to
5:23:23be part of the project. It means
5:23:26identifying the core team, sponsors,
5:23:29department directors, subject matter
5:23:31experts or SMEES, customers, operations
5:23:34and other key roles and these people are
5:23:37called stakeholders. They are an
5:23:40important part of a project as they
5:23:42provide the support necessary for the
5:23:44project to succeed. their decisions play
5:23:47a vital role in the project's success.
5:23:51Now, there are several advantages to
5:23:53identifying stakeholders early in a
5:23:55project. Stakeholders must be aware of
5:23:58the project to be able to assist in or
5:24:01contribute to project management later.
5:24:04They should be given prior notice so
5:24:06that they can plan their participation.
5:24:09Before committing to support,
5:24:11stakeholders must be aware of their
5:24:13roles and obligations which must be
5:24:15understood, successfully conveyed and
5:24:18assigned. And in some cases,
5:24:21stakeholders might be unable to provide
5:24:24the required support for a project. A
5:24:26project manager in this case must
5:24:29identify potential gaps in support and
5:24:31act quickly to resolve problems. There
5:24:34can also be a need for further training
5:24:37due to inadequate skill levels or
5:24:39workforce crisis. A project manager
5:24:42needs to address these problems. And
5:24:45lastly, effective communication is
5:24:48essential to manage a project
5:24:49successfully. Lists of stakeholders who
5:24:52need to communicate are available in a
5:24:55stakeholder register. A stakeholder
5:24:58register is a document that lists all
5:25:00the stakeholders associated with a
5:25:03project along with relevant information
5:25:05about each of them. This information may
5:25:08be used to monitor and manage
5:25:10stakeholder expectations throughout the
5:25:13project life cycle. A stakeholder
5:25:15register includes certain columns. Some
5:25:18of these include name or position which
5:25:21implies the name or position of each
5:25:23stakeholder. organization which implies
5:25:26the department or organization that the
5:25:29stakeholder is associated with and is a
5:25:32column that can be deleted or left blank
5:25:34if it doesn't apply. the role which
5:25:37implies an accurate brief and clear
5:25:40explanation of a stakeholder's role and
5:25:43REI or RACI which is a responsibility
5:25:47defining matrix and stands for
5:25:49responsible accountable consulted and
5:25:52informed for successful project
5:25:55management. It is important that
5:25:57everyone involved in a project
5:25:59understands their role and
5:26:00responsibilities
5:26:02and this can be achieved through a racy
5:26:05chart. It defines the roles and
5:26:07responsibilities of all stakeholders in
5:26:10a project. Now the four roles that REI
5:26:13defines include the following.
5:26:16Responsible, which means the person is
5:26:18in charge of performing the work or
5:26:20producing the desired outcome.
5:26:23Accountable, which means the person is
5:26:25responsible for the task or result and
5:26:28makes the final decision about its
5:26:30accomplishment. Consulted, which means
5:26:33the person is consulted but not
5:26:35authorized to make decisions. And
5:26:38informed, which means the person is kept
5:26:41informed of progress and results, but is
5:26:43neither consulted nor responsible for
5:26:46the task or result. There are a few more
5:26:49important points to consider regarding
5:26:52the stakeholder register. A single
5:26:54stakeholder may have one or multiple
5:26:57racy designators. It's not necessary to
5:27:00name every stakeholder. For instance,
5:27:03seven marketing personnel will be
5:27:05working on a project and you need help
5:27:07with marketing. Choose a single liaison
5:27:10that can assist the marketing team as a
5:27:12whole. And if more than one entry is
5:27:15needed, try to functionally group as
5:27:17many members of the marketing team as
5:27:19possible. It is not important to list
5:27:22every member of a project team. However,
5:27:24the addition of core team members
5:27:27actively engaged in project planning is
5:27:29necessary. A stakeholder register is an
5:27:32evolving document and expands as the
5:27:35project progresses. Maintaining a
5:27:38stakeholder register up to date and
5:27:40using version control is important. It
5:27:43might be helpful to look at an example
5:27:45of the stakeholder register format. In
5:27:48this register are the names of the
5:27:50different stakeholders, their
5:27:52organizations and their roles in the
5:27:54project. And you can also view the task
5:27:57they are required to perform.
5:28:00In this video, you learned that a
5:28:02stakeholder is anyone who needs to be
5:28:05part of a project. A stakeholder
5:28:07register is a document that lists
5:28:09stakeholders associated with a project.
5:28:12This register includes the stakeholders
5:28:14name, organization, role, and REI. A
5:28:18stakeholder may have one or multiple REI
5:28:21designators. Not every stakeholder needs
5:28:23to be named. Not every member of a
5:28:26project team needs to be listed.
5:28:29Finally, the stakeholder register is
5:28:31ever evolving.
5:28:35[Music]
5:28:43Welcome to decisionmaking. After
5:28:46watching this video, you will be able to
5:28:48describe the importance of effective
5:28:50decision-m and identify various methods
5:28:53used to make effective decisions.
5:28:56Effective decision-m means making
5:28:58informed, timely, and well-considered
5:29:01decisions that support the successful
5:29:03completion of a project. Effective
5:29:06decision-making in project management
5:29:08can lead to better project outcomes,
5:29:10improved teamwork and stakeholder
5:29:12relations, and more informed and
5:29:15effective resource allocation.
5:29:17According to the Project Management
5:29:19Institute or PMI, a project manager
5:29:22should seek expert judgment when making
5:29:24an important decision instead of making
5:29:27a unilateral decision. Involving experts
5:29:30in the decision-making process improves
5:29:33the chances of project success and
5:29:35increases stakeholder confidence in the
5:29:37process and outcome. A project manager
5:29:41should handle group discussions
5:29:42carefully as they have both pros and
5:29:45cons. In group discussions, team members
5:29:48are more likely to feel involved in
5:29:50decisions they have helped design which
5:29:52can enhance their buyin and commitment.
5:29:55However, it can be a time-consuming
5:29:57process which may result in lengthy
5:30:00discussions and debates. As per the PMI,
5:30:04a project manager should pursue team
5:30:06decision-m more often. Each team member
5:30:09can share their ideas and the group
5:30:11works collaboratively to arrive at a
5:30:14decision. A project manager should
5:30:16encourage participation from all
5:30:18stakeholders and acknowledge their
5:30:21contribution. However, the project
5:30:23manager is ultimately accountable and
5:30:26should try to make project decisions as
5:30:29early as possible. A project manager and
5:30:32team members must understand each
5:30:35decision's importance and nature and
5:30:37adopt an optimal approach to ensure a
5:30:39successful outcome. Now the PMI has
5:30:43documented a few important methods for
5:30:45making effective decisions and these
5:30:48include voting fisttoive nominal group
5:30:51technique or NGT autocratic multiriteria
5:30:55decision analysis or MCDA
5:30:58and wideband deli. Voting is a popular
5:31:02method for collective decision-making
5:31:04and it can help make decisions
5:31:06effectively in certain situations by
5:31:08allowing democratic participation and
5:31:11representation. However, it can also
5:31:14lead to conformity as sometimes
5:31:16participants feel pressured to choose
5:31:18what the rest of the group wants them to
5:31:20do. Now, there are three ways to
5:31:23determine a voting result. Unimity
5:31:26involves 100 support for the decision
5:31:28path from the voting members. the
5:31:30majority which involves more than 50%
5:31:33support for the decision path from the
5:31:35voting members and plurality indicates
5:31:38the largest group determining the
5:31:40decision path and note it is possible to
5:31:43have a plurality of opinions resulting
5:31:46in a decision made by less than 50% of
5:31:49the group. Fista 5 is a quick way to
5:31:52collect user input in a group or to
5:31:54determine general agreement. The leader
5:31:57restates a course of action and requests
5:32:00that the others express their level of
5:32:02support by putting up several fingers
5:32:04ranging from zero to five. Five
5:32:07represents a complete agreement. Whereas
5:32:09clenching your fist indicates strong
5:32:12disagreement and after indicating their
5:32:15support levels, the group can quickly
5:32:17see where most of the support lies and
5:32:19decide based on that. The nominal group
5:32:22technique or NGT is a systematic
5:32:25approach to group brainstorming that
5:32:27promotes contributions from all
5:32:29participants and allow speedy agreement
5:32:31on the relative importance of topics,
5:32:34problems, or solutions. Team members
5:32:37begin by writing down their ideas and
5:32:39selecting which is best. After team
5:32:41members are ready, everyone presents
5:32:44their favorite idea and the group
5:32:46discusses and prioritizes the
5:32:48suggestions using a point system.
5:32:51An autocratic leadership style is one in
5:32:53which a single individual, usually a
5:32:56manager or leader, makes all the
5:32:58decisions without seeking input from
5:33:00others. Autocratic decisionm is most
5:33:03effective when the leader clearly
5:33:05understands the situation and needs to
5:33:08decide and act quickly. Multiriteria
5:33:11decision analysis or MCDA is a weighted
5:33:15decision-making method that involves
5:33:17choosing between options when multiple
5:33:19criteria or objectives are available for
5:33:22consideration. It helps ensure that
5:33:25decisions involve systematic and
5:33:27objective evaluation of the available
5:33:30options. This example compares two
5:33:33providers on several variables including
5:33:35pricing, capacity, delivery, competence,
5:33:38and reputation.
5:33:40The last method recommended by the PMI
5:33:43is wideband deli. This method is
5:33:46employed when a decision needs to remain
5:33:49confidential. The project manager
5:33:51facilitates this method. The method is
5:33:54used when participants hesitate to voice
5:33:56their ideas publicly or for the widely
5:33:59dispersed team. Here is an overview of
5:34:02the process. Step one, the facilitator
5:34:05presents the problem to the concerned
5:34:07team in a group or individually. Step
5:34:10two, participants present their ideas or
5:34:13solutions through their choice of
5:34:14communication like posts, emails, or
5:34:17text messages. Step three, the
5:34:20facilitator collects the feedback and
5:34:22tabulates the results. And step four,
5:34:25the results are declared, but the
5:34:28identification of the participants and
5:34:30votes are kept confidential.
5:34:32Another helpful method to make effective
5:34:34decisions is the owner approver
5:34:37reviewers and participants or OARP
5:34:40method. Although not documented by PMI,
5:34:44this is a useful technique for making
5:34:46effective decisions. It is a structured
5:34:49process of making decisions that involve
5:34:51uncertainty. Note that the actual
5:34:53process steps arrange the acronym to be
5:34:56OP A. There are four steps in the O ARP
5:35:01method. Step one, the owner of the
5:35:04decision, often the project manager,
5:35:06identifies the issue, the opportunity,
5:35:08and the action required. Step two, the
5:35:12participants and the owner discuss the
5:35:14decision-making process. Participants
5:35:17are often the decision-making
5:35:19stakeholders who will be most affected
5:35:21and may include operators, end users,
5:35:24consumers, technical support staff, and
5:35:27other individuals.
5:35:29Step three, the reviewers, a group of
5:35:32stakeholders who are often managers of
5:35:34the participants, work with owners to
5:35:36review decision criteria and participant
5:35:39input. Reviewers develop opinions they
5:35:42believe are not feasible for moving
5:35:44forward. And step four, the approver is
5:35:48usually the sponsor in a project
5:35:50environment and reviews proposed options
5:35:52and makes a final decision. And this
5:35:55decision is relayed to the owner for
5:35:57communication and execution.
5:36:01In this video, you learned that
5:36:03effective decision-making means making
5:36:05informed, timely, and well-considered
5:36:08decisions that can lead to better
5:36:10project outcomes, improved teamwork and
5:36:13stakeholder relations, and informed
5:36:15resource allocation. And methods used to
5:36:18make effective decisions include voting
5:36:21fistto five nominal group technique or
5:36:24NGT autocratic multiriteria decision
5:36:28analysis or MCDA and wideband deli.
5:36:35[Music]
5:36:41Welcome to expert viewpoints stakeholder
5:36:44identification and management. In this
5:36:47video, we will hear from project
5:36:49managers on how to effectively identify
5:36:51stakeholders and their roles and
5:36:53responsibilities.
5:36:55>> As you're starting a new project, one,
5:36:58reflect on previous projects that may be
5:37:00similar. Talk to your manager. Talk to
5:37:02other people who may have done to uh may
5:37:05have done a similar project and talk to
5:37:07your mentor about it. Put on your
5:37:10recruiter hat. Identify the roles that
5:37:12you need stakeholders in and what their
5:37:14responsibilities will be. and then write
5:37:16it down. Write up a job description that
5:37:18that clearly states here's your role and
5:37:22here's your responsibility. That's also
5:37:24going to contribute towards your racy
5:37:26and clarity within your project team
5:37:28about who is doing what. If you need to
5:37:31train your stakeholders, also add a
5:37:33column for that or a paragraph for that.
5:37:36First, I would start out meeting with
5:37:39the project manager if there is a
5:37:41customer project manager. So it depends
5:37:43on the type of project that you're
5:37:45working on. That way you can understand
5:37:47who is a stakeholder on their side. You
5:37:49can meet forward with who we have on our
5:37:51side and create a receipt plan with that
5:37:53and a stakeholder communications plan.
5:37:56Otherwise, it will have to be an
5:37:58internal type of project and you would
5:38:01meet with your leadership and anyone
5:38:03else that is a key stakeholder to help
5:38:05you understand who is going to be part
5:38:07of the project and then understand what
5:38:10are they really great as far as being
5:38:13that can help you out towards your
5:38:14project and create your race.
5:38:17>> Well, the simple answer of course is
5:38:19yes. As soon as you are assigned as a
5:38:22project manager, do a inventory of
5:38:26stakeholders. These are by definition
5:38:28individuals interested or impacted by
5:38:31the project. Generally, when I identify
5:38:34stakeholders, I break out stakeholders
5:38:36into four different groups and
5:38:38systematically try to identify those in
5:38:40each group who are pertinent to the
5:38:43project. So, let's go ahead and take a
5:38:45look at group one. I start at the very
5:38:47beginning. Who are the stakeholders who
5:38:49are interested in driving this project?
5:38:51These are generally your sponsors and
5:38:53your executive leaders. You definitely
5:38:56need to communicate the project with
5:38:58this particular group. Next, ask
5:39:00yourself whose support is needed to make
5:39:03this project a success. These
5:39:06individuals in group number two are your
5:39:08core team members who are going to be
5:39:10required to help you plan the project.
5:39:12The third group is to determine who
5:39:14controls and manages the resources that
5:39:17you will need. Resources include
5:39:19personnel, materials, supplies, and
5:39:22equipment. And finally, last but not
5:39:24least, brainstorm who is ultimately the
5:39:27project going to be transitioned to.
5:39:30This may include customers, end users,
5:39:32and operations.
5:39:34>> The first step to ensuring that a
5:39:36stakeholder understands their role is
5:39:38writing it down and detailing their
5:39:40responsibilities.
5:39:42The second step is having a direct
5:39:44face-to-face conversation about those
5:39:47responsibilities.
5:39:49Is this list realistic? Do you
5:39:51anticipate any blockers in your
5:39:52schedule? How are you feeling about
5:39:54this? Once you've had that conversation
5:39:57and you have that document detailing all
5:39:59of their tasks, make sure to socialize
5:40:02it with the project owners on the client
5:40:04side. This adds a bit of social pressure
5:40:07and accountability.
5:40:10first in order to asssure that
5:40:11stakeholders and people that are
5:40:13involved on the project understand the
5:40:16project the scope itself and they have
5:40:19the buyin. Once they truly understand
5:40:22what it is, how they can help the
5:40:23project, then from there you explain how
5:40:27you can also help them become a servant
5:40:29leader and help them out as far as
5:40:31throughout their project. That way you
5:40:33can get a lot more buy in as well.
5:40:36Well, rule number one, do not assume. Do
5:40:39not make an assignment and assume the
5:40:42stakeholder truly understands their role
5:40:44and responsibilities and is
5:40:47automatically willing to go ahead and
5:40:49commit. After a stakeholder role and
5:40:52responsibility is identified, have the
5:40:55conversation. What do we mean by that?
5:40:58Ensure the stakeholder number one
5:41:00understands the role and two feels ready
5:41:03to commit to satisfying the
5:41:05responsibilities to which they have been
5:41:07assigned. Ensure each stakeholder has
5:41:10the skills required, receives any
5:41:12necessary training and in addition
5:41:15understand the stakeholders's capacity
5:41:17to work. How long can they spend on the
5:41:20project? Do they have any vacation time
5:41:22planned etc. Periodically follow up
5:41:27MBWAT. We've talked about before
5:41:29management by walking and talking.
5:41:32Periodically check in with each
5:41:34stakeholder. Keep an eye out for issues.
5:41:37Be accessible and provide the support
5:41:40that is needed to keep that stakeholder
5:41:43in a position to be able to achieve the
5:41:46roles and responsibilities to which
5:41:47they've been assigned.
5:41:50Project managers should always have
5:41:52empathy when it comes to dealing with
5:41:53hesitant stakeholders. Many people want
5:41:56to help. They're just overwhelmed at
5:41:58work. So have a conversation to figure
5:42:01out what is at the root of their
5:42:02hesitance to participate and explore
5:42:05ways that you might be able to help make
5:42:07their life easier. And lastly, if they
5:42:10just cannot commit to the role, start
5:42:12working on a plan B on someone else who
5:42:15can fill their shoes so timelines don't
5:42:17get delayed.
5:42:19When a stakeholder is really reluctant
5:42:22as far as taking on responsibilities,
5:42:24find out the reason why. Is there
5:42:26something else going on? Do they have a
5:42:28lot more on their plate than you realize
5:42:31or do they not understand the project?
5:42:34So, find out some more information. Go
5:42:36and have a one-on-one meeting with them.
5:42:39Find out how you can actually help them.
5:42:42Really understand the project a bit
5:42:44more. Offer assistance. Let them know
5:42:46how you will be a support system
5:42:48throughout the project as well.
5:42:50>> What an excellent and pertinent
5:42:51question. Everyone is motivated by
5:42:54different things. A good project manager
5:42:56tries to identify each individual's
5:42:59motivators. There's a gentleman named
5:43:01David Mlullen who many years ago
5:43:03developed a three needs theory. This
5:43:06theory states that people are motivated
5:43:08by one, two, or possibly three different
5:43:10factors. again have the conversation
5:43:13with the stakeholder and trying to
5:43:15determine which of these factors one two
5:43:17or three motivates them. So let's go
5:43:20ahead and take a look at Mlen's model.
5:43:22The first motivator is called
5:43:24achievement. Achievement is defined as
5:43:27gaining satisfaction from achieving
5:43:29results. Secondly, some people are
5:43:32motivated and driven by affiliation.
5:43:35Some people are motivated by working
5:43:37with others. they can build
5:43:39relationships, trust and respect with.
5:43:42If affiliation is a motivator, sell the
5:43:45stakeholder on the value of working with
5:43:47a great team. Motivate them through
5:43:50informing how they can build a lasting
5:43:52relationship and play a critical role in
5:43:55working together for the common success
5:43:57of the project.
5:43:59In Mlen's model, a third motivator is
5:44:02power, sometimes referred to as
5:44:04empowerment.
5:44:06If power or control are motivators, let
5:44:09the stakeholder know they are empowered
5:44:12to use their creativity and innovation
5:44:14to achieve the possibilities of the
5:44:17project. Share that the project culture
5:44:19is one of open communications and honest
5:44:22dialogue and feedback. Motivate the
5:44:25individual by providing assurance that
5:44:27their ideas will be valued and heard.
5:44:33[Music]
5:44:41Welcome to stakeholder engagement plan.
5:44:45After watching this video, you will be
5:44:47able to define a stakeholder engagement
5:44:49plan or SEP and its importance and
5:44:53describe how to create an SEP matrix. A
5:44:57stakeholder engagement plan or SEP is a
5:45:00formal document that outlines the
5:45:02strategy to communicate with
5:45:04stakeholders interested in a project. An
5:45:07SEP identifies stakeholders and their
5:45:09interest levels, power, and influence,
5:45:12and it is continuously updated to meet
5:45:14stakeholder needs. The goal of an SEP is
5:45:18to achieve the level of stakeholder
5:45:19commitment required to properly plan and
5:45:22execute a project. Note that this is a
5:45:25plan held close to one's vest. Only the
5:45:28core project team has access to this
5:45:30plan. After the project charter is
5:45:33authorized, this is the first finished
5:45:35plan. An SEP consists of the names of
5:45:39important stakeholders whose commitment
5:45:41to the project is crucial. The current
5:45:44state mentioning the level of commitment
5:45:46at present. The desired state mentioning
5:45:49the level of commitment that is ideal
5:45:51and required. and the strategy needed to
5:45:54move stakeholder commitment from the
5:45:56present state to the desired one. The
5:45:59SEP matrix is a tool to identify the
5:46:02level of engagement required of each
5:46:04stakeholder group based on their level
5:46:06of interest and influence in the
5:46:08project. The matrix identifies five
5:46:11distinct levels of commitment
5:46:13designators. Unaware, which indicates
5:46:16that the stakeholder is unaware of the
5:46:18project and its impacts. Neutral, which
5:46:21indicates that the stakeholder is aware
5:46:23of the project but has not determined
5:46:25the level of support they need to
5:46:27extend. Resistant, which indicates that
5:46:30the stakeholder does not support the
5:46:32project and is resistant to change.
5:46:34Supportive, which indicates that the
5:46:37stakeholder supports the project and is
5:46:39supportive of change. And leading, which
5:46:42indicates that the stakeholder is
5:46:44supportive and actively engaged in
5:46:46ensuring the project is a success.
5:46:49Consider the following scenario to
5:46:51understand an SEP better. John is
5:46:54managing a business application
5:46:56development project. In this project,
5:46:58Rahul is the sponsor and is quite
5:47:01supportive of the project. Mary is the
5:47:04customer and is not sure whether she
5:47:06agrees with the project. Ram is the
5:47:09subject matter expert or SME who does
5:47:11not support the project and thinks the
5:47:13project is a waste of time. Evan is an
5:47:16information technology or IT
5:47:18professional and supports the project
5:47:21and John wants Evan to perform some
5:47:23tasks related to the project. Shown here
5:47:27is the SEP matrix that clearly defines
5:47:30the roles of all stakeholders along with
5:47:32a strategy to involve them actively for
5:47:35project success.
5:47:37In this video, you learned that the
5:47:40stakeholder engagement plan or SEP is a
5:47:43document that includes project
5:47:45stakeholder names, current state, which
5:47:47indicates the stakeholder's present
5:47:49commitment level, desired state, which
5:47:52indicates the stakeholder's ideal
5:47:53commitment level, and the strategy the
5:47:56manager needs to move the stakeholder
5:47:58from the current to desired state. And
5:48:01the SAP matrix is a tool project
5:48:04managers use to identify the level of
5:48:06engagement required of each stakeholder
5:48:09group.
5:48:12[Music]
5:48:20Welcome to key financial metrics. After
5:48:23watching this video, you will be able to
5:48:26describe the importance of financial
5:48:28metrics and define some key financial
5:48:31metrics to determine a project's
5:48:32efficiency. Financial metrics are
5:48:35quantitative indicators that evaluate a
5:48:38company's financial performance and
5:48:40stability. These indicators assist
5:48:42investors and analysts to study data on
5:48:45various aspects of a company, including
5:48:47its revenue production, profitability,
5:48:50and financial stability. A project
5:48:53manager should know some key financial
5:48:55metrics such as opportunity cost, time
5:48:58value of money and depreciation.
5:49:02Opportunity costs are the possible
5:49:04benefits that a person, investor or
5:49:06company foregoes while deciding between
5:49:09two options. And this concept addresses
5:49:12project trade-offs. For example, the
5:49:15value of project A is $60,000 and
5:49:18project B's value is $40,000.
5:49:21You can only choose one project. So you
5:49:24select project B. By doing so, you lose
5:49:27the chance to benefit from project A's
5:49:30worth. Therefore, choosing project B has
5:49:33an opportunity cost of $60,000.
5:49:37In the case of multiple projects, the
5:49:39opportunity cost is always the value of
5:49:42the highest value project not chosen. 20
5:49:46years ago, $100 could buy more than what
5:49:48it does today. So some financial
5:49:51calculations consider the time value of
5:49:54money. The time value of money is a
5:49:56concept stating that the value of a
5:49:58currency decreases over time. However,
5:50:01the value of the currency increases if
5:50:04we invest the money. Invested money
5:50:07earns a return creating a more
5:50:09significant amount of money in the
5:50:11future.
5:50:12Depreciation determines an asset's value
5:50:15loss over time because of regular wear
5:50:18and tear, aging, and technological
5:50:20advancements. The devaluation of assets
5:50:24allows an organization to reduce its
5:50:26taxes and claim the lost value of the
5:50:28investment. There are two methods of
5:50:31calculating depreciation. The straight
5:50:33line method and accelerated
5:50:35depreciation.
5:50:37The simplest method of calculating
5:50:39depreciation is the straight line
5:50:41method. The amount of depreciation
5:50:43subtracted from an asset's value is the
5:50:46same for every year of its life. If an
5:50:49asset is worth $100,000 and depreciates
5:50:52by $20,000 annually over 5 years, in
5:50:56order to calculate annual deduction,
5:50:58divide the asset's value by its useful
5:51:01life. The accelerated depreciation
5:51:04method allocates a higher portion of an
5:51:06asset's cost in the early years of its
5:51:09life as compared to later years. And
5:51:11this approach considers that assets are
5:51:14more productive in their early years
5:51:16than later years. The accelerated
5:51:18depreciation method includes double
5:51:21declining balance and the sum of the
5:51:23year's digits. You will not need to know
5:51:26these depreciation calculations for the
5:51:28CAPM testing. Some additional financial
5:51:32metrics that influence the choice of
5:51:34projects are payback, return on
5:51:36investment, return on invested capital
5:51:39or ROIC, benefit cost ratio or BCR,
5:51:43economic value added or EVA, internal
5:51:47rate of return or IRR and net present
5:51:51value or NPV. The payback period is the
5:51:55time required to recover the initial
5:51:57cost of an investment. It is the break
5:51:59even point at which the total investment
5:52:02equals the total revenue. The payback
5:52:04period equals the initial investment
5:52:07divided by the periodic cash flow. The
5:52:10return on investment or ROI is a metric
5:52:13that tells us an investment's
5:52:15profitability. It determines the amount
5:52:18of investment return concerning the cost
5:52:20of investment. ROI equals the net profit
5:52:24divided by the investment cost and
5:52:26multiplied by 100. The return on
5:52:30invested capital or ROIC determines how
5:52:33well a company allocates capital to
5:52:36profitable projects or investments. It
5:52:39calculates the returns a company
5:52:40generates for every dollar invested in
5:52:43it. ROIC equals the net operating profit
5:52:47after taxes or notepad divided by the
5:52:50invested capital and multiplied by 100.
5:52:54For example, in a project where the
5:52:56investment is $100,000 and the firstear
5:53:00returns are $10,000, the ROIC will be
5:53:0410%. The benefit cost ratio or BCR is a
5:53:09technique to compare the benefits of a
5:53:11project with its costs. A BCR that is
5:53:15more significant than one indicates a
5:53:17profitable project. BCR is equal to the
5:53:21total benefits divided by the total
5:53:23costs. For example, in a project where
5:53:26the total benefits are $10,000 and the
5:53:29total costs are $8,000, the BCR will be
5:53:331.25.
5:53:35The economic value added or EVA measures
5:53:39the value a company generates for its
5:53:41shareholders. And this concept suggests
5:53:44that projects should provide returns
5:53:46beyond their cost of capital. When
5:53:48shareholders generate more wealth,
5:53:51profitability increases.
5:53:53The internal rate of return or irr is
5:53:57the discount rate that makes the net
5:53:59present value or NPV of a project zero.
5:54:03In order to calculate the IRR, the
5:54:06discount rate must be determined so that
5:54:08the present value of future cash flows
5:54:11equals the cost of initial investment.
5:54:13The IRR compares the efficiency of
5:54:16different investments and determines the
5:54:18project's profitability.
5:54:20Finally, the net present value or NVP is
5:54:24the difference between the present value
5:54:26of your cash inflows and the present
5:54:28value of your cash outflows over a
5:54:31period. To calculate NPV, you need to
5:54:35use a cash flow chart like an IRR cash
5:54:38flow chart and select a discount rate
5:54:40for devaluing returns. NPV provides the
5:54:44dollar value. The following scenario
5:54:47demonstrates how to use financial
5:54:49calculations to determine project
5:54:51benefits. A project has an investment
5:54:54valued at $100,000 and an annual return
5:54:57of $50,000.
5:54:59The payback is the break even point at
5:55:02which the total investment equals the
5:55:04total revenue which in this case is 2
5:55:07years. The ROI is 50%, the IRR is 23.38%
5:55:14and the NPV is $22,130.
5:55:19Note the IRR and NPV of the project were
5:55:22calculated using a formula in Microsoft
5:55:25Excel.
5:55:27In this video, you learned that
5:55:29financial metrics are quantitative
5:55:31indicators that evaluate a company's
5:55:33financial performance and stability. And
5:55:36key financial metrics project managers
5:55:39use include opportunity cost, time value
5:55:42of money, depreciation, payback, return
5:55:46on investment or ROI, return on invested
5:55:49capital or ROIC, benefit cost ratio or
5:55:53BCR, economic value added or EVA,
5:55:58internal rate of return or IRR, and net
5:56:01present value or NVP.
5:56:06[Music]
5:56:15Welcome to project budgets. After
5:56:18watching this video, you will be able to
5:56:21define budget levels of accuracy,
5:56:24summarize budget estimation models, and
5:56:27discuss key project budget
5:56:28considerations.
5:56:30A budget estimate approximates the time
5:56:33and resources required to plan and
5:56:35complete a project. Budget estimates are
5:56:38essential for planning and decision-m as
5:56:41they provide a framework for allocating
5:56:43resources and managing costs. There are
5:56:46two levels of budget estimates. Level
5:56:49one is rough order of magnitude or ROM
5:56:52and level two is definitive estimate.
5:56:56The project manager includes a rough
5:56:58order of magnitude or ROM estimate in
5:57:01the project charter and it provides
5:57:03decision makers with a broad parameter
5:57:05to determine if best and worstc case
5:57:08budget estimate limits are acceptable. A
5:57:11ROM estimate is - 255% to positive 75%.
5:57:16For example, a ROM for a $100,000 budget
5:57:19estimate might range from $75,000
5:57:23to $175,000.
5:57:26The definitive estimate level is the
5:57:28most exact estimate which the team
5:57:30determines after completing all project
5:57:33planning. And this level of budget
5:57:35estimation generally serves as the
5:57:38boundaries a budget needs to conform
5:57:40with before the project close. A
5:57:42definitive estimate is -5% to
5:57:45positive10%.
5:57:47For example, a definitive estimate for a
5:57:50$100,000 budget might range from $95,000
5:57:54to $110,000.
5:57:57So, you may wonder why there is an
5:58:00underbudget threshold. If a project ends
5:58:03under budget, the unused funds are
5:58:05returned to the organization. However,
5:58:08those unused funds sat idle throughout
5:58:10the project and were not providing a
5:58:13return on investment. 0% returns lose
5:58:16value due to inflation. If possible, a
5:58:20project manager and team should avoid
5:58:22being over and dramatically underbudget.
5:58:26There are several estimation models
5:58:28project managers use to determine
5:58:30project costs. A project budget
5:58:32generally uses multiple models based on
5:58:35the cost categories under analysis. And
5:58:38these estimation models include
5:58:40analogous, parametric, and bottom up.
5:58:44With the analogous estimation model, the
5:58:46project manager compares the current
5:58:48project to similar past projects and
5:58:51uses that data to estimate the costs and
5:58:53resources required for the current
5:58:56project. The analogous model is also
5:58:59called expert or top-down estimation and
5:59:02it is most reliable when the previous
5:59:05projects are similar in fact and not
5:59:08just in appearance. With the parametric
5:59:11estimation model, the quantity of work
5:59:13that the team is to perform is
5:59:15multiplied by the productivity rate of
5:59:18the team. And this model uses regression
5:59:21analysis and learning curve techniques.
5:59:24For example, if 30 drawings are required
5:59:27and the cost is $100 for each drawing,
5:59:30the total cost would be $3,000.
5:59:33And in this example, the drawings are
5:59:35the quantity of work and the
5:59:37productivity rate is $100. The
5:59:41parametric model is also called a
5:59:43mathematical model. Finally, with the
5:59:46bottomup estimation model, the project
5:59:48manager estimates each work package
5:59:51individually and then compiles the total
5:59:54project costs. This model requires a
5:59:57work breakdown structure or WBS to be
6:00:00effective. And the bottomup model has a
6:00:03high level of accuracy in budget
6:00:05estimation.
6:00:07Now, project managers should remember
6:00:09these nine considerations when planning
6:00:11and executing a budget. Enlist the
6:00:14support of subject matter experts or
6:00:16SMEES. Their knowledge is critical to
6:00:19budget estimating success. Ask a team
6:00:22member to validate estimates and act as
6:00:24a second pair of eyes to catch any
6:00:26mistakes. Track planned versus actual
6:00:29expenditures throughout the project to
6:00:31recognize variances early. Proactively
6:00:34make course corrections and share
6:00:36project status with stakeholders.
6:00:39Validate all assumptions. use
6:00:41information and technology to assist in
6:00:44overall project cost management. The
6:00:47project management institute or PMI
6:00:50refers to these systems as the project
6:00:52management information systems. Use
6:00:55value added decision-making models such
6:00:57as analogous, parametric, or bottom up.
6:01:01Review past lessons learned to avoid
6:01:03past budget and planning mistakes and
6:01:06leverage opportunities previously
6:01:08discovered. Understand funding limit
6:01:10reconciliation.
6:01:12This PMI term means that funds allocated
6:01:15to your project must be used only on
6:01:18that project and any unused funds must
6:01:21be returned to the organization.
6:01:24And lastly, understand project funding
6:01:27requirements which is another PMI term.
6:01:30Let the sponsor know when project funds
6:01:32are needed and in most cases the entire
6:01:35project budget will not be available on
6:01:38day one.
6:01:40In this video, you learned that a budget
6:01:43estimate approximates the time and
6:01:45resources required to plan and complete
6:01:47a project. There are two levels of
6:01:50budget estimates. Level one is rough
6:01:52order of magnitude or ROM and level two
6:01:55is definitive estimate. Estimation
6:01:58models assist project managers in
6:02:00determining project costs. And three
6:02:02common models are analogous, parametric,
6:02:05and bottom up. And finally, there are
6:02:08nine considerations project managers
6:02:10should remember when planning and
6:02:13executing a budget.
6:02:17[Music]
6:02:24Welcome to expert viewpoints role of a
6:02:27business analyst. In this video we will
6:02:30hear from project managers discussing
6:02:32the role of a business analyst.
6:02:36The roles of a business analyst and
6:02:38project manager are similar in nature in
6:02:40that they both deal with stakeholder
6:02:42collaboration, risk management, change
6:02:46management, escalation management, and
6:02:49they're also both very involved in
6:02:51planning and forecasting, whether it's
6:02:53project planning and forecasting a
6:02:55timeline or business planning and
6:02:57forecasting a return on investment or a
6:03:00financial plan. areas where they're
6:03:02different, I think, is the uh how far in
6:03:05the weeds each each person or each
6:03:08person in those roles are. Uh as far as
6:03:10the project goes, I think the business
6:03:13analyst is going to be more holistically
6:03:16spread out across multiple projects or
6:03:18depending on the size of your company,
6:03:20you may only have one business analyst
6:03:22who's working across all of your
6:03:24projects. In that case, they're not
6:03:26going to be down in the weeds of the
6:03:28project like what the project manager
6:03:30would be. ensuring that action items are
6:03:33met, that there's agendas for meetings,
6:03:35meeting notes are going out, the
6:03:36timeline is being managed. Um, the
6:03:39project manager is going to look more at
6:03:41risk mitigation and then change
6:03:43management. I But that doesn't mean that
6:03:46the business analyst isn't involved in
6:03:48all of those. It's just not at the same
6:03:50level. It's at a little bit higher
6:03:52level. um where they may be at the same
6:03:55man level is the change management
6:03:57because that could have a financial
6:03:58impact depending on what is happening.
6:04:01Um regardless of the similarities and
6:04:03differences, the business analysts and
6:04:05the project manager really need to work
6:04:07handinand glove because each other each
6:04:10person in their roles influences the
6:04:12other person. The business analyst very
6:04:15much needs to consume the data from the
6:04:17projects and they need to make sure that
6:04:19it's accurate and accurately reflects
6:04:21the status of the project. The project
6:04:24manager needs to consume the financial
6:04:26planning that the business analyst is
6:04:28doing in order for them to do proper uh
6:04:31project forecasting and planning. So
6:04:34while there are differences between the
6:04:35goals of the business analyst and the
6:04:38goals of the project manager, they
6:04:40really need to work together as a team
6:04:41in order to be successful.
6:04:44>> First and foremost, a project manager
6:04:46and business analyst do work very
6:04:48closely together. Their roles very much
6:04:51intersect, but there is a distinction.
6:04:54The business analyst focuses on products
6:04:57and solutions. The project manager
6:05:00focuses on the processes performed to
6:05:03deliver a solution with sufficient
6:05:05quality. The business analyst work
6:05:08precedes the project management
6:05:10initiation phase. The business analyst
6:05:14performs an initial needs assessment,
6:05:17defines the current and 2B state,
6:05:20elicits requirements from customers, and
6:05:24provides potential solutions to the
6:05:26project manager. From that point, the
6:05:29project manager then develops the
6:05:32project charter and the formal project
6:05:34management begins.
6:05:37>> I think stakeholder management is a very
6:05:40important aspect of a business analyst's
6:05:42job. They're going to be working with
6:05:45people in a variety of roles and so
6:05:47understanding the expectations of each
6:05:50person that they're going to be
6:05:51providing data to is very critical. the
6:05:55the detail of data that you provide to
6:05:57somebody in a leadership position is
6:05:59going to be very different than the
6:06:01level of detail that you provide to the
6:06:03people on your project team or even to
6:06:06your direct manager. And so I think
6:06:08clarity of their expectations, your
6:06:11internal stakeholder expectations is
6:06:13important. Equally important are the
6:06:16client expectations and what data do
6:06:18they need to see on a regular basis that
6:06:21you're providing in addition to what
6:06:23data and what status is the project team
6:06:25providing. All of that leads to clear
6:06:28roles and responsibilities.
6:06:31And so if you're in a smaller
6:06:32organization, you may be doing a lot of
6:06:34different roles and b business analyst
6:06:36may just be one. And so you very clearly
6:06:39need to understand what your
6:06:40responsibilities are versus the project
6:06:42manager. If you're in a larger company
6:06:44and there's multiple business analysts,
6:06:46you also need to understand what you're
6:06:48going to do versus what another business
6:06:50analyst is going to do. And then the
6:06:53last tip for success is really ensuring
6:06:55that the data you're gathering is is
6:06:57accurate and that it's clear and that
6:06:59you're clearly able to represent it to
6:07:01the different people that you need to
6:07:03report it to so that they can take
6:07:05action or rest assured that everything
6:07:08is going fine.
6:07:10I could probably provide a number of
6:07:12tips, but let's go ahead and narrow it
6:07:14down to some of the key tips in my mind.
6:07:16First of all, understand the current
6:07:18business environment and how it is
6:07:21working. Be able to define the ASIS
6:07:24state to allow for needs assessment and
6:07:28analysis and development of a
6:07:30comprehensive 2B solution. Secondly,
6:07:34identify and analyze stakeholders who
6:07:37need to be involved in project
6:07:38development and develop the facilitation
6:07:41skills required to enable successful
6:07:44elicitation of requirements.
6:07:47Finally, surround yourself with subject
6:07:50matter experts who can help you
6:07:52understand the true needs of the
6:07:54customers and develop value added
6:07:56solutions. The most critical role that a
6:08:00business analyst can play or does play,
6:08:03the most critical aspect of a business
6:08:05analyst's job is data. Managing data,
6:08:08gathering it, collecting it, cleaning
6:08:10it, and then presenting it in a way
6:08:13that's meaningful for those who are
6:08:14going to consume it, regardless of where
6:08:16they are at in your company hierarchy.
6:08:19That's the most critical role. Almost
6:08:22equal to that is communication and the
6:08:24ability to work with your project teams
6:08:27to gather the data to work with the
6:08:29management and leadership teams to
6:08:31report the data and establish a very
6:08:34good rapport with your client so that
6:08:36they can also consume the data. Be
6:08:39pleasantly surprised.
6:08:41Also establishing rapport with your
6:08:43client is going to be critical so that
6:08:45you're commuting the communicating the
6:08:47data that they need in order to make
6:08:49current decisions and future decisions
6:08:52and remain a long-term customer.
6:08:55>> We could probably spend some time on
6:08:57this particular question because the
6:08:58business analyst provides some very
6:09:00critical support, but let's narrow it
6:09:03down to a few. First of all, the most
6:09:05critical job is the accomplishment of
6:09:07the comprehensive needs assessment.
6:09:11A clear definition of the ASIS state and
6:09:15the desired to be state is absolutely
6:09:18critical.
6:09:19Secondly, the business analyst works
6:09:21closely with organizational leadership
6:09:24to identify potential project
6:09:26opportunities andor problems. They
6:09:29assess the current state, develop the
6:09:32required future state, and generate
6:09:34solution options. I understand this is a
6:09:37repeat. However, they have to get this
6:09:40part right. Finally, they provide
6:09:43recommendations and develop develop road
6:09:46maps when solutions are approved. They
6:09:50may need to assemble business cases at
6:09:52times that pave the way for development
6:09:55of a project charter and a handoff to
6:09:58the project manager. So in summary, the
6:10:02most critical role played is to ensure
6:10:04all new projects are viable, validated
6:10:08solution proposals are provided that
6:10:11support organizational strategic
6:10:13initiatives and provide value.
6:10:18[Music]
6:10:26Welcome to scope planning. After
6:10:29watching this video, you will be able to
6:10:31summarize end-to-end scope planning,
6:10:34explain requirements planning, describe
6:10:36the contents of a scope statement,
6:10:39describe the contents of a work
6:10:40breakdown structure or WBS, and explain
6:10:44the importance of a WBS dictionary. The
6:10:48scope planning process includes
6:10:50identifying, outlining, and maintaining
6:10:52a project scope, and it is arguably the
6:10:55most critical project planning you will
6:10:58perform. The project management
6:11:00institute or PMI states that a project
6:11:03manager needs to accomplish the project
6:11:06on time, within budget, and within the
6:11:08required scope. In the real world,
6:11:11however, if you don't deliver scope that
6:11:13adds value, being on time and within
6:11:16budget won't matter much. Now, the PMI
6:11:20has a four-step scope planning approach,
6:11:22and it is a solid conceptual model that
6:11:25works in real working situations. The
6:11:27four steps are plan scope management,
6:11:30collect requirements, define scope, and
6:11:33create a work breakdown structure or
6:11:35WBS.
6:11:37The first step is to plan scope
6:11:39management. The PMI recommends that the
6:11:42project manager develop and share a
6:11:44scope management plan. This is not the
6:11:47final scope, but is a simple plan that
6:11:49provides process and direction to the
6:11:52team on how to define, develop, monitor,
6:11:55control, and validate scope. And this
6:11:58how-to plan describes how the project
6:12:00manager analyzes, documents, and manages
6:12:04requirements.
6:12:05The next step in scope planning is
6:12:07requirements planning which the PMI
6:12:10refers to as the collect requirements
6:12:12process in which the project manager
6:12:15reviews the project charter and other
6:12:17applicable documentation.
6:12:19Here are some important points to
6:12:21remember for the requirements planning
6:12:22process. The project manager provides
6:12:25requirements documentation that defines
6:12:27the requirements in the project scope.
6:12:30The goal of this phase is to summarize
6:12:33project charter requirements. Strive for
6:12:35actionable and measurable requirements
6:12:38and define them in terms of action and
6:12:40result. For example, acquire a venue. If
6:12:44the business analyst did not previously
6:12:46develop a project traceability matrix,
6:12:48the manager or analyst develops it at
6:12:51this point. The following scenario
6:12:54describes a simple project that shows an
6:12:56example of scope planning documentation.
6:12:59A manufacturing firm is planning an all
6:13:01hands meeting and you are the project
6:13:04manager. These are key excerpts from the
6:13:06project charter for this scenario. The
6:13:09event time and date have been set and
6:13:11the venue is still to be determined. The
6:13:13firm is to provide transportation for
6:13:16attendees and catering will be provided.
6:13:18The number of attendees and speakers has
6:13:21been determined and the firm will
6:13:23provide technical support for the event.
6:13:26As the project manager, you would now
6:13:28determine the scenario collection
6:13:30requirements for this project based on
6:13:32the information provided by the project
6:13:34charter. Acquiring the venue, planning
6:13:37transportation, planning catering,
6:13:40identifying speakers, and planning
6:13:42audiovisisual and technical support. The
6:13:45next step in scope planning is defining
6:13:47scope by developing a scope statement.
6:13:50The PMI states that a scope statement is
6:13:53the most detailed version of the scope
6:13:55and it clearly explains the project's
6:13:57aims. The scope statement has four
6:14:00components. Scope description or
6:14:02overview, deliverables, acceptance
6:14:05criteria, and exclusions. Here is an
6:14:08example scope statement describing the
6:14:10project scenario to plan and implement
6:14:12an all hands meeting in four ways. This
6:14:16document describes the project, lists
6:14:18all requirements or deliverables,
6:14:20identifies who can accept the final
6:14:22deliverables, and lists exclusions.
6:14:26Exclusions are a list of what the
6:14:28project will not provide. Now, the last
6:14:31step is to construct the work breakdown
6:14:33structure. A WBS breaks down the scope
6:14:37statement into a hierarchical list of
6:14:39tasks necessary to fulfill the project
6:14:42requirements. The hierarchy plan runs
6:14:45from most general starting with the
6:14:47whole project through the project phases
6:14:49to the specific tasks known as work
6:14:52packages. A best practice is to break
6:14:55down the work packages using logical
6:14:57phasing and the project manager should
6:15:00use the plan do check act or PDCA
6:15:04method. All WBS work packages should be
6:15:07actionable, estimable and measurable.
6:15:11This is an example of a WBS using the
6:15:14project scenario. The WBS is a
6:15:17hierarchical breakout of the project, a
6:15:20visual road map. It looks like an
6:15:22organizational chart with the project in
6:15:24the top row, then breaking down into
6:15:27project phase columns in the second row
6:15:30of boxes, followed by rows of boxes with
6:15:33the activities required or work packages
6:15:36for each phase in the order they occur
6:15:38below that. The first project phase
6:15:41column in the second row represents
6:15:43planning the project. The second column
6:15:46is the next phase executing the project
6:15:48and so on. Now after the project manager
6:15:52constructs the WBS, it is essential to
6:15:55complete the WBS dictionary. This
6:15:58document defines the tasks required to
6:16:01accomplish a WBS work package. Some
6:16:04points to remember while completing the
6:16:06WBS dictionary are each work package in
6:16:10the WBS is broken out into specific
6:16:13tasks. The manager should assign a lead
6:16:16team member to each work package and the
6:16:19WBS dictionary becomes the primary
6:16:22source for the team to check the
6:16:23progress status throughout the project.
6:16:26This example WBS dictionary based on our
6:16:30scenario breaks out the specific tasks
6:16:32for the first activity or work package.
6:16:35Manage the venue listed under our first
6:16:38phase in the WBS. The manage the venue
6:16:41specific tasks are research available
6:16:44venues, select the appropriate venue,
6:16:47and sign the contract.
6:16:50In this video, you learned that the
6:16:52scope planning process is the manager's
6:16:54most critical project planning area. The
6:16:57PMI has a four-step scope planning
6:17:00approach which includes plan scope
6:17:02management, collect requirements, define
6:17:05scope, and create a WBS. A scope
6:17:08statement is the most detailed version
6:17:10of the project scope. A WBS breaks down
6:17:14the scope statement into a list of
6:17:17tasks. And finally, a WBS dictionary
6:17:20defines the tasks required to accomplish
6:17:23a WBS work package.
6:17:28[Music]
6:17:36Welcome to schedule planning. After
6:17:39watching this video, you will be able to
6:17:42explain schedule planning and the steps
6:17:44involved, discuss types of dependencies,
6:17:47and illustrate a project network
6:17:49diagram.
6:17:50Schedule planning is the process of
6:17:52organizing and arranging tasks, events,
6:17:55and activities in a structured manner to
6:17:58allocate time and resources effectively.
6:18:01It involves setting up priorities,
6:18:03determining available time slots, and
6:18:06using tools and techniques to plan and
6:18:09monitor progress toward meeting goals
6:18:11and deadlines. Schedule planning aims to
6:18:14improve efficiency and productivity by
6:18:17ensuring tasks are completed promptly
6:18:19and in an organized manner. The Project
6:18:22Management Institute or PMI has
6:18:25developed a five-step schedule planning
6:18:27approach. Create a schedule management
6:18:30plan. Define activities, sequence
6:18:32activities, estimate activity durations,
6:18:35and develop a schedule. The first step
6:18:38is to create a schedule management plan.
6:18:41A project manager creates a schedule
6:18:43plan to specify the beginning and end
6:18:46dates of a project, the key checkpoints
6:18:48along the route, and a deadline to
6:18:50finish each job individually. The second
6:18:54step is to define activities. The
6:18:56manager lists the tasks, activities, and
6:18:59events to include in the schedule. Each
6:19:02activity must be defined to the point
6:19:04where time and cost durations can be
6:19:07reasonably estimated. Avoid ambiguity.
6:19:11Next, the project manager carefully
6:19:13considers each activity to determine
6:19:15which ones are dependent on others to be
6:19:18completed. All project dependencies must
6:19:21be defined so the manager can
6:19:23appropriately schedule the work and
6:19:25prevent delays. And after establishing
6:19:28dependencies among the activities, the
6:19:30manager can sequence them to create an
6:19:32effective flow. Project managers use the
6:19:36threepoint method to determine how long
6:19:38each work package will take. And this
6:19:40method can be applied to both time and
6:19:43cost durations. So there are a few terms
6:19:46associated with this method. The first
6:19:49is predecessor which defines an activity
6:19:51that happened first. Another term is
6:19:54successor which is the activity that
6:19:57happened second. In this illustration,
6:20:00activity A is the predecessor to
6:20:02activities B and C and activities B and
6:20:05C are the successors to activity A.
6:20:08Activities B and C depend upon the
6:20:11completion of activity A. Activities B
6:20:14and C do not depend on each other. The
6:20:18team can accomplish these activities
6:20:20simultaneously.
6:20:22The PMI shares four distinct dependency
6:20:24determinations. Mandatory dependencies
6:20:27are legally required or inherent. The
6:20:30team cannot ignore them. These
6:20:33dependencies can impact the overall
6:20:35timeline and schedule of a project.
6:20:38Examples of mandatory dependencies
6:20:40include part sourcing before assembling
6:20:43and hardware installation before
6:20:45software installation. An external
6:20:48dependency involves factors that are
6:20:50external to the project and these
6:20:53factors are usually legal or regulatory
6:20:56by nature. Examples of external
6:20:58dependencies include approvals from
6:21:01external organizations or government
6:21:04agencies, availability of resources or
6:21:07equipment sourced from outside
6:21:09suppliers, and compliance with
6:21:11regulations or laws. Internal dependency
6:21:15refers to a situation where a task in a
6:21:18project depends on other tasks in the
6:21:20project for completion. And this creates
6:21:23a relationship between tasks and a
6:21:25sequence for their completion.
6:21:27Typically, the project manager and team
6:21:30have complete control over these
6:21:32dependencies. An example of an internal
6:21:35dependency is the internal testing of
6:21:37project components before the project is
6:21:40assembled. And the final type of
6:21:43determination is a discretionary
6:21:45dependency. Sometimes there may be more
6:21:47than one way to accomplish a task and
6:21:50the project management team must decide
6:21:52which method to follow. The decision is
6:21:55based on their experience, best
6:21:57practices, and lessons learned. An
6:22:00example of a discretionary dependency
6:22:02can be best explained with a scenario.
6:22:05Activity A is booking an airline ticket
6:22:08and activity B is buying travel
6:22:11insurance. The project team can either
6:22:14book an airline ticket before buying
6:22:16travel insurance or do it the other way
6:22:18around. Now, returning to the five-step
6:22:21schedule planning approach, in the
6:22:23fourth step, the project manager and the
6:22:26team members must estimate how long each
6:22:29activity or work package will take to
6:22:31complete. And the best way to estimate
6:22:34the duration is to use data from similar
6:22:37past activities.
6:22:39Finally, the project manager and the
6:22:41team members develop the final schedule.
6:22:44The manager informs the sponsor and
6:22:46important stakeholders about this
6:22:48schedule for review and approval. And
6:22:51once the sponsor and stakeholders do
6:22:53approve the schedule, it becomes the
6:22:55project schedule baseline. A network
6:22:58diagram is a useful tool that shows how
6:23:01all work packages need to be
6:23:03accomplished and in what order. A work
6:23:06breakdown structure or WBS is required
6:23:09to build a network diagram. The diagram
6:23:12shows the flow of activities,
6:23:14dependencies and the critical path which
6:23:17helps in project planning, monitoring
6:23:19and control. The following scenario
6:23:22shows how a network diagram is built.
6:23:25The nodes in the diagram represent tasks
6:23:28while the arrows represent the
6:23:30dependencies between them. This project
6:23:32has five activities. Activities A and B
6:23:36have no dependencies and can be
6:23:38accomplished simultaneously. Activity C
6:23:41depends upon completing activities A and
6:23:44B. Activities D and E can also be
6:23:48accomplished simultaneously. They are
6:23:50both dependent upon the completion of
6:23:53activity C before work can begin. The
6:23:56final step in building a network diagram
6:23:59is to add the durations to each activity
6:24:02as shown in the illustration.
6:24:04Durations are determined by days.
6:24:07Activity A will take 5 days. Activity B
6:24:10will take 3 days and so on. Now that the
6:24:14network diagram is complete, the next
6:24:16task is to determine how many paths are
6:24:19possible to complete the project. This
6:24:21example has four paths and the critical
6:24:24path is the path with the longest
6:24:26duration. In this example, the longest
6:24:29path is ACCE. The critical path
6:24:32identifies the duration of the project.
6:24:35The duration of each activity is summed
6:24:38up to calculate the critical path. In
6:24:40this example, activity A's duration is
6:24:435, activity C's is 8, and activity E's
6:24:47is 7. So 5 + 8 + 7 = 20 and the critical
6:24:52path is 20 days. The final step in
6:24:56schedule planning is ensuring that
6:24:58sponsors and important stakeholders are
6:25:00informed about the network diagram and
6:25:03length. The project manager obtains
6:25:05approval from the stakeholder and the
6:25:07sponsor and the schedule baseline is
6:25:10finalized.
6:25:12In this video, you learned that schedule
6:25:14planning is the process of organizing
6:25:17and arranging tasks, events, and
6:25:19activities in a structured manner. The
6:25:22PMI's five-step planning approach
6:25:24includes planning schedule management,
6:25:27defining activities, sequencing
6:25:29activities, estimating activity
6:25:31duration, and developing a schedule. The
6:25:34four types of dependency determinations
6:25:37are mandatory, external, internal, and
6:25:40discretionary. A network diagram is a
6:25:44useful tool for visualizing and
6:25:46analyzing a project schedule. And the
6:25:49critical path is the path of the longest
6:25:51duration of a project.
6:25:56[Music]
6:26:04Welcome to a short project budgeting
6:26:06demo. In this demo, we will illustrate
6:26:09tools used in building and presenting a
6:26:11project budget and share a common
6:26:14estimation methodology called
6:26:16threepoint.
6:26:18Let's begin with a two-step approach to
6:26:20build a project budget. Step number one
6:26:23is to begin with a review of the total
6:26:25costs for the project. A simple Excel
6:26:28spreadsheet will often suffice. Break
6:26:31out the costs by direct, indirect, and
6:26:34reserve requirements.
6:26:36A general rule is that contingency
6:26:38reserves are usually 10% times direct
6:26:41costs. Management reserves are for
6:26:44unknown risks. If you suspect there are
6:26:47many unknown risks, add additional
6:26:49contingency under the management
6:26:51reserves. Let's look at a simple
6:26:54example. This is a project for the
6:26:57annual executive meeting support
6:27:00project. We begin by defining our costs.
6:27:05In this particular case, you'll notice
6:27:07we have them categorized by venue, setup
6:27:10and venue, cleanup, audiovisisual, etc.
6:27:14Next, we tried to determine if they are
6:27:16direct or indirect costs. As you notice
6:27:20in the notes, a direct cost is a cost
6:27:23that is charged to the project. So,
6:27:26let's find our first example. You'll
6:27:28notice that under direct cost, setup and
6:27:31venue cleanup, contractor supported,
6:27:34this is a direct costs. This means that
6:27:36the project manager needs to acquire
6:27:39$2,000 and the project will be required
6:27:42to go ahead and disperse those funds to
6:27:45the contractor. But we have another type
6:27:48of costs as well. These are indirect
6:27:50costs. Looking at our notes, indirect
6:27:53costs, these are paid for by an external
6:27:56source. If these costs were not paid by
6:27:59an external source, the project would
6:28:01need to plan and account for them. So
6:28:04let's look at our example. The first
6:28:06indirect cost we come to is $3,000.
6:28:10What is this for? Going across to the
6:28:12cost description. This is for the venue.
6:28:14But you'll notice we have a note. This
6:28:16is going to be paid for by the
6:28:18organization. So while the project is
6:28:20not paying for the venue, this is a cost
6:28:24to the project. It's just being paid for
6:28:27by another third party.
6:28:31In calculating the total costs of a
6:28:33project, we add up all of the direct
6:28:36costs, in this particular case, $6,000,
6:28:39and all of the indirect costs, in this
6:28:41case, $5,000. Our total project costs
6:28:45are $11,000.
6:28:48One last piece of information, we need
6:28:51to go ahead and calculate contingency
6:28:53reserves. Contingency reserves are those
6:28:56extra dollars that are set aside in case
6:28:59risks occur. Normally, contingency
6:29:02reserves are 10% times the direct costs.
6:29:06So, if you look at this illustration, we
6:29:09have $600. We take 10%, we multiply it
6:29:13by 6,000, and we end up with $600. This
6:29:17is dollars that we do not have access to
6:29:21unless we request them. However, they
6:29:23are available in case a risk occurs.
6:29:27Now, let's take a look at step two.
6:29:30Here, we determine when the funds are
6:29:33needed. You need to phase your project
6:29:36funding requirements for a real world
6:29:39project. Allocating costs to each work
6:29:41package or activity in the work
6:29:43breakdown structure and using your
6:29:46network diagram to determine when costs
6:29:49will be incurred is a best practice.
6:29:51Here's how that calculation could work.
6:29:55But remember, only request direct costs.
6:29:59Ensure what you are asking for matches
6:30:02your direct cost requirements in step
6:30:04one. And as a refresher, that was
6:30:07$6,000.
6:30:11So on this particular
6:30:13sheet, we take a look at our direct cost
6:30:15requirements.
6:30:17And now we break them out into phases.
6:30:20Phase one is planning. Phase two is the
6:30:24day of the meeting. And phase three is
6:30:27the post meeting. These dates are
6:30:30February 15th for planning, February
6:30:3320th for the day of the meeting and the
6:30:37post meeting on February 24th.
6:30:40Now, we share the direct costs and we
6:30:44annotate them when these dollars will be
6:30:47required. So, we're going to require
6:30:50$2,500
6:30:51on February 15th to support planning.
6:30:55This will pay for setting up the venue
6:30:57and general supplies. On the day of the
6:31:00meeting, we need $2,500
6:31:03in our account. We're going to pay
6:31:06$1,000
6:31:07to clean up the venue, 500 for
6:31:10beverages, $1,000 for catering. And on
6:31:14February 24th, we will pay the final
6:31:18payment for the catering, $1,000.
6:31:21Notice 2500
6:31:242500 $1,000 equals $6,000.
6:31:28This was our direct cost requirements.
6:31:33This concludes part one of our demo
6:31:35video. We look forward to seeing you
6:31:38again in part two.
6:31:42[Music]
6:31:51Welcome back. We hope you enjoyed part
6:31:53one of our demo. Welcome to part two.
6:31:57Now, you may choose to use a tool called
6:32:00a resource breakdown structure. This is
6:32:04also generally an Excel spreadsheet, and
6:32:07it can help accomplish both steps one
6:32:10and two on a single spreadsheet. Let's
6:32:13use the executive meeting project to
6:32:15show how this could work. Costs are
6:32:18captured under categories and work
6:32:21breakdown structure activity numbers.
6:32:24Match the activity numbers to your
6:32:26schedule network diagram to determine
6:32:28when funds are required. Again, only
6:32:32document direct funds.
6:32:34So, let's take a look at this particular
6:32:38spreadsheet. The resource breakdown
6:32:40structure for the annual executive
6:32:42meeting support project.
6:32:45Each work breakdown structure activity
6:32:48has its individual number.
6:32:51The work package explains what is
6:32:54happening in each work breakdown
6:32:56structure activity. For example,
6:32:58activity 111 is to define the venue. 112
6:33:03is to determine attendees.
6:33:06Now, what we need to do is we need to
6:33:09determine during which of these
6:33:11activities will our total of $6,000 be
6:33:15required. So, if you take a look, we
6:33:19have a $1,000 requirement for venue
6:33:21support. If you recall from our previous
6:33:24step, this will occur during planning
6:33:28and the funds will be required on the
6:33:3015th of February.
6:33:32We have general supply requirements that
6:33:35will be required on the 15th of February
6:33:38as well. Now during the actual event we
6:33:42need to pay for beverages, catering and
6:33:46in addition actual meeting requirements
6:33:50in this case to support the catering.
6:33:53These funds are required on the 20th of
6:33:56February and we're going to pay the
6:33:59outstanding catering invoice on the
6:34:0124th. Again take a look at the totals.
6:34:06The total requirement is our direct cost
6:34:09of $6,000.
6:34:12Now, one final area that we want to
6:34:16discuss regards estimation.
6:34:19There is a methodology that is commonly
6:34:22used called threepoint estimation.
6:34:25Many project managers use singlepoint
6:34:28estimation. They estimate time and costs
6:34:31by providing their best guess. There are
6:34:34some costs that are set. When this is
6:34:37the case, single point estimation
6:34:39suffices. In most cases, however,
6:34:42estimates may be impacted by a variety
6:34:45of factors. Threepoint averaging
6:34:49requires the project manager and the
6:34:51team to analyze three estimates.
6:34:54The most likely estimate is what the
6:34:57team believes will be the most likely
6:34:59costs. The pessimistic estimate
6:35:02considers risk and the worstc case
6:35:04scenario. The optimistic estimate
6:35:07considers opportunities that may reduce
6:35:10costs. There are two ways to calculate
6:35:13threepoint.
6:35:15Note that the threepoint estimation is
6:35:17applicable to both cost and schedule
6:35:20estimates.
6:35:22So looking at threepoint averaging, we
6:35:26have an pessimistic amount of 45. Most
6:35:30likely it's going to cost us 25. And if
6:35:34everything works out perfectly, we may
6:35:37escape with only spending 20. Each one
6:35:41of the pessimistic, most likely, and
6:35:44optimistic numbers and estimates are
6:35:47multiplied by one. We multiply the
6:35:50pessimistic 45 * 1 = 45. Most likely 25
6:35:55* 1 = 25. Optimistic 20 * 1 = 20. 45 25
6:36:02and 20 equals 90. We divide this 90 by 3
6:36:07and the estimate that we're going to go
6:36:09ahead and use is 30.
6:36:14Now we have something called threepoint
6:36:17estimation using per stands for program
6:36:21evaluation review technique. And this
6:36:24method is a little more complicated than
6:36:26the averaging method. The per method
6:36:29weighs the optimistic, most likely and
6:36:32pessimistic estimates based on
6:36:34statistical norms. Studies have shown
6:36:37that the pessimistic and optimistic
6:36:40estimates will occur one out of every
6:36:43six times. The most likely estimate will
6:36:46occur four out of every six times. This
6:36:49weighted criterion is based on the
6:36:52conclusion that estimation accuracy
6:36:55follows a statistical standard
6:36:58distribution. The most likely falls
6:37:00within one standard deviation of the
6:37:02mean or approximately 67% of the time.
6:37:07The optimistic and pessimistic estimates
6:37:09fall within two or more standard
6:37:11deviations from the mean or
6:37:13approximately 16% for both. Hence the
6:37:18weights 1 4 and 1. Use the per method in
6:37:22our example. Let's go ahead and take a
6:37:25look. We have our optimistic, most
6:37:29likely and pessimistic
6:37:32estimates. They have not changed.
6:37:34However, the multipliers do. We multiply
6:37:37the pessimistic by one. 1* 45 for 45.
6:37:43Why? Because the pessimistic is going to
6:37:45occur one out of every six times. We
6:37:49multiply the most likely estimate of 25
6:37:52* 4 to equal 100. Why? According to the
6:37:56standard distribution, the most likely
6:37:59normally occurs four out of six times or
6:38:0167%.
6:38:04We multiply the optimistic 20 * 1 to
6:38:07equal 20. Why? Because the optimistic is
6:38:10only going to occur one out of every six
6:38:13times or approximately 16%.
6:38:16We add up our totals 45, 12, 120 to get
6:38:20to 165. However, we're now going to
6:38:24divide 165 by 6. When we take 165 and
6:38:30divide it by 6, now the estimate that
6:38:33we're going to use is 27.5.
6:38:37This concludes our overview of project
6:38:40budgeting. As a quick summary, remember
6:38:44we have two steps
6:38:48or we can combine the two steps with one
6:38:52step called the resource breakdown
6:38:54structure. And we learned an estimation
6:38:56technique called threepoint. Thank you
6:38:59for your attention and we look forward
6:39:01to sharing more project management best
6:39:04practices with you in demos to follow.
6:39:07Have a great rest of your day.
6:39:11[Music]
6:39:19Welcome to project support planning.
6:39:22After watching this video, you will be
6:39:24able to explain project support planning
6:39:27and discuss key objectives in project
6:39:30support planning. Project support
6:39:33planning is identifying and managing the
6:39:35resources and support needed to
6:39:37successfully execute a project. This
6:39:40involves including personnel, equipment,
6:39:43technology, training, and financial
6:39:45resources. It begins after the scope,
6:39:49schedule, and cost baselines are
6:39:51approved and accepted. The key
6:39:53objectives of support planning include
6:39:56quality management planning, resource
6:39:58breakdown structure, communications
6:40:00management plan, risk planning,
6:40:03procurement planning, and stakeholder
6:40:05engagement planning. Quality management
6:40:08planning involves the development of a
6:40:10plan to ensure that the project
6:40:12deliverables meet the required quality
6:40:14standards. A quality management plan
6:40:17documents the methods and guidelines
6:40:20applied in quality management. And this
6:40:22plan also describes quality assurance
6:40:25planning and quality control planning.
6:40:28The resource breakdown structure
6:40:30visually represents the project's
6:40:32resource requirements and it divides
6:40:34those resources into smaller, easier to
6:40:37manage components. Here is an example of
6:40:40an RBS that specifies the planning and
6:40:43managing of resources. Create a column
6:40:46that lists people responsible for each
6:40:48work package. You may also enlarge the
6:40:51RBS to include start and finish dates
6:40:54for every WBS work package. Now, a
6:40:57communications management plan outlines
6:41:00the communication requirements and
6:41:02expectations for a project. It is
6:41:04developed by the project manager during
6:41:07support planning and approved by the
6:41:09sponsor. This plan identifies key
6:41:12communication items, assigns team leads
6:41:14to each item, provides audience and
6:41:17media information, outlines timing
6:41:20issues, and states the purpose of the
6:41:22communication. Here is an illustration
6:41:25with a sample entry.
6:41:27Risk planning is the process of
6:41:29identifying, evaluating, and managing
6:41:32risks to reduce their influence on a
6:41:34project or organization. It includes the
6:41:38following three elements. Plan risk
6:41:40management, identify risks, and monitor
6:41:43risk. The first step is to develop a
6:41:46riskmanagement plan that outline shared
6:41:49methods, roles, and responsibilities and
6:41:52risk scoring standards. The second step
6:41:55is to identify risks. To accomplish this
6:41:58step, evaluate the project and record
6:42:00the risks. This helps to create
6:42:03solutions to lessen threats and increase
6:42:05opportunities. And the last step is to
6:42:08monitor risks. Perform periodic
6:42:11reassessment of risks to monitor them.
6:42:13And this will help to determine any new
6:42:16tasks and implement risk responses
6:42:18whenever needed. Next, procurement
6:42:21planning is the process of identifying
6:42:23and procuring the products and services
6:42:26required to complete a project. It is
6:42:28essential to ensure that organizations
6:42:30are able to acquire the goods and
6:42:33services they need in a timely and
6:42:35cost-effective manner. This process
6:42:38involves developing a procurement
6:42:40management plan which includes all
6:42:42information and guidance necessary to
6:42:44manage the end-to-end procurement
6:42:46process. And the last plan is
6:42:49stakeholder engagement planning. It
6:42:51involves identifying and evaluating the
6:42:54stakeholders engaged in a project or
6:42:56initiative and successfully interacting
6:42:59with them throughout the project's life
6:43:01cycle. Involvement of stakeholders is
6:43:04essential to success. Therefore, the
6:43:06project manager and team assess each
6:43:09stakeholder's current and desired levels
6:43:12of commitment and develop strategies to
6:43:14sustain or achieve desired levels of
6:43:17commitment.
6:43:18In this video, you learned that project
6:43:21support planning is the identification
6:43:23and management of the resources and
6:43:26support a project requires for
6:43:28successful execution. And the key
6:43:30objectives of project support include
6:43:33quality management planning, resource
6:43:35breakdown structure, communications
6:43:37management plan, risk planning,
6:43:40procurement planning, and stakeholder
6:43:42engagement planning.
6:43:45[Music]
6:43:54Welcome to a brief demonstration on
6:43:56earned value management or EVM as it's
6:43:59referred to. Earned value management as
6:44:02you can see on this illustration is
6:44:04defined as a method used to determine
6:44:07the scope, budget, and schedule of a
6:44:10given project at a given point in time.
6:44:14EVM is an area of concentration on the
6:44:17project management institutees project
6:44:20management professional PMP and
6:44:22certified associate of project
6:44:24management CAPM certification
6:44:27examinations.
6:44:29It is also a focus area on a number of
6:44:32additional PMI certification tests as
6:44:35well. In this demo, we will define four
6:44:38key measurements that are required to
6:44:40calculate EVM. They are abbreviated as
6:44:44BAC, PV, EV, and AC. We will then share
6:44:49an analysis of a sample project. We will
6:44:53finish the demo by walking you through
6:44:57seven key calculations that can help us
6:44:59understand the status of a project. So
6:45:02let's begin by defining the key
6:45:04measurements and providing status for
6:45:06this particular project. The first key
6:45:09measurement is called budget at
6:45:12completion. It is abbreviated as BAC.
6:45:16The budget at completion is the total
6:45:18approved project budget. If you look at
6:45:21this example, we have for our sample
6:45:25project a budget at completion of
6:45:28$100,000.
6:45:29This is how much money you as the
6:45:32project team have been provided to
6:45:34execute this particular project.
6:45:37Planned value is abbreviated as PV. The
6:45:42definition of planned value is the
6:45:44dollar value of deliverables you had
6:45:46planned to have complete at this time in
6:45:49the project. So looking at our sample
6:45:53project, we have a planned value or PV
6:45:56of $50,000.
6:45:58We had planned to have $50,000 worth of
6:46:02deliverables complete at this particular
6:46:04time. EV is defined as earned value.
6:46:10This is the dollar value of deliverables
6:46:12you have completed at this time in the
6:46:15project. So if you look at our sample
6:46:18project, we have an earned value of
6:46:20$55,000.
6:46:21That means that we have successfully
6:46:24completed $55,000
6:46:26worth of deliverables.
6:46:29Last is AC or actual cost. definition,
6:46:34the actual costs incurred to support the
6:46:36project to date. So in this particular
6:46:39case, in our sample project, we have
6:46:42$60,000.
6:46:44So now let's do a quick evaluation of
6:46:47BAC, PV, EV, and AC for this sample
6:46:51project. We initially have a budget of
6:46:55$100,000.
6:46:57At this particular point, we should have
6:46:59$50,000 worth of our deliverables
6:47:02produced. We actually have $55,000
6:47:06worth of the deliverables produced.
6:47:09However, we have spent $60,000 of our
6:47:12$100,000 budget to date. So, what can we
6:47:17do with this BAC, PV, EV, and AC
6:47:21information? We can next apply some EVM
6:47:26calculations.
6:47:28This concludes part one of our demo
6:47:30video. We look forward to seeing you
6:47:33again in part two.
6:47:37[Music]
6:47:46Welcome back. We hope you enjoyed part
6:47:48one of our demo. Welcome to part two.
6:47:52The first calculation we're going to
6:47:54take a look at is cost variance. The
6:47:57acronym for cost variance is CV. We have
6:48:00a formula. It is earned value versus
6:48:03actual cost. So looking at our scenario,
6:48:07our earned value is 55,000.
6:48:10Our actual costs are 60,000. When we
6:48:13subtract 60,000 from 55,000, we end up
6:48:17with a -5,000.
6:48:20So, what is our interpretation of
6:48:23$5,000?
6:48:24It tells us that this is negative. We
6:48:27are behind on budget by $5,000.
6:48:31We have $55,000
6:48:35worth of product. However, we
6:48:38spent60,000 to get that $55,000. We are
6:48:42$5,000 behind. This project is behind on
6:48:46budget.
6:48:48The next calculation is schedule
6:48:51variance. The acronym is SV. The formula
6:48:55for SV is earned value EV minus planned
6:48:59value PV. So let's apply the numbers.
6:49:03Our earned value once again is 55,000.
6:49:07Our planned value is 50,000.
6:49:10Subtracting 50,000 from 55,000, we now
6:49:13have a positive number of 5,000. Well,
6:49:16what does this mean? This is a positive
6:49:19number and we are ahead of schedule. So,
6:49:23let's go ahead and take a look at this a
6:49:25little bit more in detail. Earned value.
6:49:28We have $55,000
6:49:31worth of product and we had only planned
6:49:33to have $50,000 our PV of product at
6:49:37this time. We're $5,000 in terms of
6:49:40product production ahead. We are ahead
6:49:43of schedule. So going back to our
6:49:46calculations, you'll notice the acronyms
6:49:48CV and then SV. Whenever you have a C,
6:49:53that is an indicator for a budget
6:49:57status. Whenever you have S, it is an
6:50:00indicator for a schedule status. Now
6:50:03let's take a look at our third
6:50:05calculation, cost performance index.
6:50:08That is abbreviated as CPI.
6:50:11Our formula is earned value. this time
6:50:14divided by actual cost. So our earned
6:50:18value is 55,000. We divide this by
6:50:2260,000 and round to the nearest hundreds
6:50:26when performing earned value management
6:50:29calculations.
6:50:30The answer is 0.92.
6:50:35What does this mean? Well, this means
6:50:38that in this particular case, we have an
6:50:41earned value of 55,000, but we
6:50:44spent60,000 to go ahead and achieve that
6:50:4755,000 worth of value. In essence, we're
6:50:51getting 92 cents of value for every
6:50:54dollar that we are spending. When it
6:50:57comes to CPI, and remember the letter C
6:50:59tells us this is about budget. If the
6:51:02number is less than 1.0, zero. It means
6:51:05we are behind on budget. We're only
6:51:09getting value of 92 cents for every
6:51:12dollar that we spend. Not terrible, but
6:51:15not good. Let's move to our fourth
6:51:18calculation. SPI, schedule performance
6:51:21index. Again, letter S. This is going to
6:51:24give us status on our schedule. The
6:51:27formula is earned value EV divided by
6:51:30PV. So, we go back to our numbers. EV is
6:51:3455,000
6:51:35and PV is 50,000. Well, in this case, we
6:51:39end up with a number greater than 1,
6:51:421.1.
6:51:44What does this tell us? It means that we
6:51:46are ahead of schedule.
6:51:49When a number is greater than 1.0, this
6:51:52is good. We are ahead of schedule. If it
6:51:55is behind, we are behind schedule. So,
6:51:59let's take a look at this a little bit
6:52:01deeper. EV5,000.
6:52:04We have $55,000 worth of product and we
6:52:07only thought we were going to have
6:52:09$50,000 worth of product. We are moving
6:52:13at a 110%
6:52:16rate as compared to the 100% rate if PV
6:52:22equaled EV ahead of schedule. Now we go
6:52:26down to EAC which is estimate at
6:52:29completion. We have to refer back to our
6:52:32budget at completion 100,000 and we also
6:52:35have to refer back to a previous
6:52:38calculation the CPI. We calculated the
6:52:41CPI at.92.
6:52:43So by taking our 100,000 and dividing it
6:52:47by.92
6:52:48we end up with a number of 18,696.
6:52:54What does this mean? What it means is if
6:52:57we make no adjustments and the current
6:53:00trend continues through the end of the
6:53:03project, if the project cost and the
6:53:05current trend is unchanged, this project
6:53:09will cost us $18,696.
6:53:16That is for our variance at completion
6:53:21$8,696
6:53:24more than we had planned to spend. We
6:53:27are in the red. So unless we do
6:53:31something, we are going to spend $8,696
6:53:37more than the $100,000 we were allocated
6:53:40in our budget at completion. So, as a
6:53:45synopsis, as a summary, this project is
6:53:48over budget. However, it is ahead of
6:53:50schedule. That's the good news. The team
6:53:53must try to reduce costs through the
6:53:56remainder of this project so that you
6:53:58can get back on budget.
6:54:02This concludes our demonstration. Earned
6:54:05value management is a technique that is
6:54:07being used as a project status tool by
6:54:10many organizations. We hope you enjoyed
6:54:13this demo and we look forward to sharing
6:54:16key project management principles and
6:54:18tools and techniques with you. Again,
6:54:21have a great rest of your day.
6:54:25[Music]
6:54:34Welcome to expert viewpoints project
6:54:36support planning. In this video, we will
6:54:39hear from project managers on project
6:54:41planning.
6:54:43>> There's three things that immediately
6:54:45come to mind that can impact the
6:54:47effectiveness of project planning. First
6:54:50is racing through it and not spending
6:54:52enough time planning and researching and
6:54:54understanding what it is that you as the
6:54:57project manager need to do in order to
6:54:59make the project successful. If you
6:55:02don't dedicate enough time early on and
6:55:04you decide that you want to build the
6:55:06plane as you go, it's only going to lead
6:55:08towards much more risk and much more
6:55:11change management than what you want to
6:55:13manage. And the negative impact that
6:55:15that can have can be quite devastating
6:55:17on the project from a quality
6:55:20standpoint, from a timeline perspective,
6:55:22and from a budgetary perspective. You
6:55:25may think that you're saving time by
6:55:26erasing through project planning, but in
6:55:28the end it might end up taking you more
6:55:30time than ever.
6:55:32Second, the second thing that is key to
6:55:34project planning is having the right
6:55:36resources involved. Your project team
6:55:38when you're planning may be different
6:55:40than the project team when you're
6:55:41executing. There may be just a few folks
6:55:44who roll over into the escalation or
6:55:46there may just be a few people who roll
6:55:48over into the execution phase of your
6:55:51project. But ensuring that you've got
6:55:54the right resources in planning will
6:55:55help you with that transition and also
6:55:58make sure that the project is staffed
6:56:00correctly from the beginning.
6:56:02And then third is clear understanding of
6:56:04the scope. Part of project planning is
6:56:07doing the work breakdown schedule and
6:56:09setting up the timeline. And if you
6:56:12don't have a clear project scope, then
6:56:13neither of those activities will be
6:56:15successful and your project team will
6:56:17not have a clear vision of what it is
6:56:20that they need to get done. So the three
6:56:23most important things for project
6:56:24planning is one allow sufficient time
6:56:27and don't race through it. Two ensure
6:56:29that you have the proper resources that
6:56:31you need to both plan and execute the
6:56:34project and then three make sure that
6:56:36you have clear understanding of the
6:56:38goals and the scope of work that needs
6:56:40to be done.
6:56:42Impacts of effective project planning
6:56:44can include a change in the scope or
6:56:47stakeholders. the amount of time
6:56:49estimated becomes unfeasible and needs
6:56:52to make changes. A lack of team building
6:56:55and communication can really impact your
6:56:57overall project.
6:56:59>> Well, let me be honest with you. We
6:57:01could probably spend the next hour or
6:57:02two discussing this question because
6:57:04there are plenty of things that can
6:57:06impact the effectiveness of your
6:57:08planning. But let me begin with one of
6:57:10my favorite quotes from Benjamin
6:57:12Franklin. If you fail to plan, you are
6:57:14planning to fail. So here are my top
6:57:17four reasons or impacts if you will.
6:57:20Number one, failure to gain approval of
6:57:24a project charter. Even beyond that,
6:57:27failure to even develop a project
6:57:28charter in the first place. Remember
6:57:31that the project charter is the basis
6:57:33for all planning. It lists the project
6:57:35goals and highlevel objectives. Planning
6:57:38accomplished without the benefit of a
6:57:40project charter will likely lead to
6:57:43scope creep and project failure in the
6:57:46end. A little bit more on that point
6:57:49later. Secondly, another quote, know
6:57:52what you know, know what you don't know,
6:57:54and surround yourself with people who
6:57:55know what you don't know. Ensure you
6:57:58have the subject matter experts
6:57:59available to help you effectively plan.
6:58:02Otherwise, your plan will likely be
6:58:05flawed. failure to have the meeting
6:58:08before the meeting. Share your scope,
6:58:11schedule, and budget with key
6:58:12stakeholders as they are developed. Do
6:58:16not wait until everything is completed.
6:58:19Effective project planning addresses
6:58:21scope first. Once the scope baseline is
6:58:24approved, schedule and budget planning
6:58:27is completed and approved as well.
6:58:30Finally, support planning is completed.
6:58:32Be inclusive and get sign off each step
6:58:35along the way. Finally, assumptions.
6:58:40Definition. Assumptions are factors we
6:58:42believe to be true but have not
6:58:44validated. Remember this. Assumptions
6:58:47lead to risks. Risks lead to issues.
6:58:50Issues lead to problems and potential
6:58:53project failure. Don't assume. Validate
6:58:56your assumptions.
6:59:00[Music]
6:59:07Welcome to expert viewpoints project
6:59:10support planning tips. In this video, we
6:59:13will hear tips and advice from project
6:59:15managers on how to ensure successful
6:59:17project support planning and which
6:59:19aspect of planning is most critical for
6:59:21project success.
6:59:23First off, have a successful internal
6:59:26handover. get to know the actual
6:59:28project, the project charter that's
6:59:30presented, whether you are presenting it
6:59:33or someone else presented it to you. And
6:59:36then from there, a project kickoff
6:59:38that's well thought out, well planned,
6:59:39and worked with others. And then from
6:59:42there, do not skip planning at all. You
6:59:45have to have a great planning strategy
6:59:47in order to move forward. If you rush
6:59:50into something, it will not be done the
6:59:52right way. It's just like a train that
6:59:54has half of a rail. it's not going
6:59:56anywhere.
6:59:58>> Find a good template for project
7:00:00planning that you like to use. Make
7:00:02changes where you need to and get
7:00:04feedback on it from your project
7:00:06managing coach or mentor. Reuse it for
7:00:10projects that are similar and tweak it
7:00:12as you go.
7:00:14Ask yourself what if questions. What if
7:00:17we shorten one phase in order to
7:00:19lengthen another phase? What if we add a
7:00:22resource so we can shorten the phase? or
7:00:24what if we take away a resource? These
7:00:27types of whatif scenarios, if you just
7:00:29jot them down, can help you identify
7:00:32areas where there may be risk, and it
7:00:34may also help you identify areas where
7:00:36change management come into play. So,
7:00:39play around with your whatif scenarios.
7:00:41They're often also good conversation
7:00:43starters with your mentors or with other
7:00:46team project team members that you find
7:00:48inspirational.
7:00:50Document your communication plan and
7:00:53your escalation plan. It's never too
7:00:55early to start on a communication plan.
7:00:58And you should always have an escalation
7:01:00plan as part of your overall project
7:01:02plan. Even if you hope that you don't
7:01:05need to use your escalation plan, have
7:01:07it in place so that you're not
7:01:09floundering around when an escalation
7:01:11does happen.
7:01:14Work on your work back schedule and your
7:01:16work breakdown schedule. Understand the
7:01:19scope of the work that needs to be done
7:01:20and work with your team members so that
7:01:22they understand it too. Start that early
7:01:25on and in the project planning and when
7:01:27you get to execution it'll runs more
7:01:30smooth.
7:01:32Well, first and foremost communicate
7:01:34effectively. Communications is the glue
7:01:36that holds the project together. Ensure
7:01:39all key stakeholders are aware of the
7:01:42current status and are proactively aware
7:01:45and working any issues. Next,
7:01:49understand the project and the skill
7:01:51sets and personnel essential to success.
7:01:54List these required personnel resources
7:01:57in the project charter and gain approval
7:02:00to include these essential subject
7:02:02matter experts in planning. A point
7:02:05worth repeating, the objectives in the
7:02:07project charter are the guidelines to
7:02:10effectively plan the project. If a
7:02:13requirement is in the project charter,
7:02:16plan for its accomplishment. If the
7:02:18requirement is not in the project
7:02:20charter, as we mentioned earlier,
7:02:23planning this requirement will result in
7:02:25scope creep.
7:02:27All aspects of support planning are
7:02:29incredibly critical. The one that I
7:02:32think always bubbles up to the top is
7:02:34communication. Without clear
7:02:36communication that's consistent, that's
7:02:38accurate and that's proactive,
7:02:41everything else in part as part of the
7:02:42project is going to fall apart. You
7:02:44won't be able to manage your
7:02:46stakeholders well. Your leadership of
7:02:48the project is going to run into bumps
7:02:51and as a whole, the project team just is
7:02:53not going to work well together. So the
7:02:55most important part to support planning
7:02:58is having a very clear communication
7:03:00plan. One that you can tailor towards
7:03:03the communication desires of your team.
7:03:05Whether it's your internal team, your
7:03:07management team, your leadership team,
7:03:10or your client team. It's incredibly
7:03:12important to build the rapport with the
7:03:14client through communication in a way
7:03:16that they want. Do they want emails? Do
7:03:19they want chat messages? Are they
7:03:21willing to use their cell phone and text
7:03:23messages? Having a happy client getting
7:03:26the information they need and having it
7:03:28at their fingertips will make the
7:03:29project go a lot better.
7:03:32>> To be successful in support planning,
7:03:35you have to really understand the full
7:03:37scope of the project in order to move
7:03:40forward. From there, you need to
7:03:42identify if you need additional
7:03:44training, whether it's for individuals
7:03:47or those that are going to be joining
7:03:49later on, whether it's external to your
7:03:51customer or just internal for the
7:03:53support team.
7:03:56This is a trick question. The answer is
7:03:58all aspects of support planning are
7:04:00critical. Let's begin by reviewing a
7:04:03brief list of some of the support
7:04:05planning that is required to support a
7:04:07project. after keyword after scope,
7:04:10schedule and budget have been approved
7:04:13and signed off. Number one, quality.
7:04:16Quality assurance and quality control
7:04:18are essential to ensure the project
7:04:20conforms to requirements and provides a
7:04:23fitforuse product or service. A project
7:04:27with no quality assurance or quality
7:04:30control is probably a project that is
7:04:33destined to fail. Secondly,
7:04:35communications planning is essential to
7:04:39ensure the right information gets to the
7:04:42right people at the right time and in
7:04:44the right amount.
7:04:47Please consider developing a
7:04:49communications management plan and
7:04:51following it. Third, you can manage risk
7:04:55or risk will manage you. Ensure all
7:04:58risks are identified and responses are
7:05:01developed. include all stakeholders in
7:05:04effective project risk management. Next,
7:05:08resources include personnel, equipment,
7:05:11supplies, and materials. Ensure you
7:05:14identify the resources you require, when
7:05:16they are required, and gain approval
7:05:19from functional managers who control
7:05:21these resources.
7:05:23key role and responsibility in a
7:05:25project. A functional manager, the
7:05:27individual or group that controls or
7:05:29manages the resources that you need.
7:05:32Finally, plan for any third-party
7:05:34support that is needed. Develop a
7:05:37procurement management plan. There are
7:05:39some times when you are required to
7:05:42outsource certain
7:05:45supplies, certain materials, certain
7:05:48services that cannot be provided
7:05:49internally. And as the project manager,
7:05:52you need to manage and control this
7:05:54process. This concludes this set of
7:05:57questions on project planning. Thank you
7:05:59very much and I hope to see you again in
7:06:01futureme interviews. Have a great rest
7:06:04of your day.
7:06:07[Music]
7:06:16[Music]
7:06:19Hello everyone and welcome to a quick
7:06:21demonstration on a project charter. This
7:06:24is part of your final lab assignment.
7:06:27The project charter is the first
7:06:28document created in the initiation
7:06:30phase. It answers what, why, and who
7:06:33questions about the project. The project
7:06:36charter must be approved by the project
7:06:37sponsor before formal planning can
7:06:40begin. This brief demo shares the blank
7:06:42template you will use for the lab for
7:06:44the scenario provided. In addition, we
7:06:47share an example of a project charter
7:06:49used in a previous lesson for this
7:06:51course. Part one is general information
7:06:54about the project charter and you can
7:06:56see that we have a blank template for
7:06:58you to fill in the blanks. Part two is
7:07:02additional project charter clarifying
7:07:04information and again we provide a blank
7:07:06template for you.
7:07:09Let's go ahead and review briefly what
7:07:12goes into a project charter. And
7:07:14hopefully this brief demo and
7:07:16information will help you during this
7:07:17lab. First of all, every project should
7:07:20have a distinct project name. It does
7:07:23not have to be long. It does not have to
7:07:25be in-depth. For example, this project
7:07:27is the ABC annual new investor dinner
7:07:30project.
7:07:32Every project charter should have a very
7:07:34brief goal, action, and result. the
7:07:37action. Conduct a dinner for 40
7:07:38potential investors. The result, the
7:07:41goal is to win business for the firm.
7:07:44Always include the project value
7:07:46proposition and benefits. Why are we
7:07:49doing this particular project? Four
7:07:52areas that are normally included when
7:07:55taking a look and evaluating the value
7:07:57proposition for a project are finance.
7:08:00Is this project going to be beneficial
7:08:03from a financial standpoint for the
7:08:05company process? Is this project going
7:08:08to help us to become more efficient
7:08:11employee? Is this project going to
7:08:13benefit our potential for employee
7:08:15performance and customer? Are our
7:08:18customers going to be delighted? And are
7:08:20we responding perhaps to something that
7:08:22the customer suggested we do to improve
7:08:25our products or services? A value
7:08:28proposition does not have to include all
7:08:30four of these aspects, finance, process,
7:08:33employee, and customer, but as many as
7:08:35you can find, the greater the impact
7:08:38will be of the project charter. The next
7:08:41area is the problem or opportunity
7:08:43statement. Many projects are wonderful
7:08:46ideas, but why does this project need to
7:08:48be accomplished? Now, the next area is
7:08:51the project charter. Keep it very
7:08:54simple. When are we going to begin our
7:08:56planning? When is the event date? Not a
7:08:59whole lot of detail required here. Start
7:09:01date and an end date often times
7:09:03suffices. Every project should have a
7:09:06single unique project manager assigned
7:09:09and every project should have a sponsor.
7:09:13Part one of this project charter is
7:09:15general information. It can be provided
7:09:17to key stakeholders for review. And if
7:09:20you get signed off on part one, then go
7:09:23to part two of the project charter. In
7:09:25part two of the project charter, we have
7:09:27two areas, assumptions and constraints.
7:09:30Assumptions are things that we believe
7:09:32to be true but have not validated. And
7:09:34constraints are those issues, those
7:09:38problems, those considerations that can
7:09:41impact the project that we need to go
7:09:43ahead and plan around. Always include a
7:09:47proposed solution. And again, much like
7:09:49the schedule prior, keep it simple. Step
7:09:53one, step two, step three. One of the
7:09:55things that you learned in this
7:09:57particular course is the PDCA
7:09:59methodology. Plan, do, check, act.
7:10:02Oftentimes, a proposed solution can
7:10:04follow that methodology quite easily.
7:10:06Plan the event, execute the event, and
7:10:08perform follow-up actions.
7:10:11Project priorities. The project
7:10:13manager's priorities are time, cost, and
7:10:16scope. The ultimate goal is to achieve
7:10:18all three as planned. However, we need
7:10:21to understand which of the three
7:10:24schedule, budget or scope takes priority
7:10:27for this particular project. Schedule is
7:10:29priority one. This particular event is
7:10:32occurring on the 30th of June. We cannot
7:10:34deviate from that. Priority number two
7:10:37is the budget. $14,000 is the goal. We
7:10:41want to meet that particular budget.
7:10:43However, if it comes down to a decision
7:10:45between budget and schedule, then we'll
7:10:48go ahead and sacrifice the budget so
7:10:50that we do not have to sacrifice the
7:10:52schedule.
7:10:54Scope is semiflexible. We want to create
7:10:56the best environment for customers
7:10:58possible. However, not at the expense of
7:11:01meeting the budget and meeting the
7:11:03schedule. Return on investment can be
7:11:06numerical or it can just be a quick
7:11:09overview of what we call the soft
7:11:10benefits. In this particular case, we
7:11:13have a well- definfined cost and a
7:11:15revenue stream potentially to be
7:11:17achieved if we are able to capture 22
7:11:20new clients. However, there may be times
7:11:22when you do not have those numericics
7:11:24available. If that's the case, simply
7:11:26put down the soft benefits such as
7:11:28goodwill, word of mouth advertising,
7:11:31grow the client base, etc.
7:11:34Always define the initial risks. Try to
7:11:37show the risk and the impact. Our first
7:11:40example, the risk is attendees do not
7:11:42show. Well, what is the impact? Reduced
7:11:45revenue opportunities. And in addition,
7:11:48provide a brief overview of the
7:11:49resources that are required. Certainly,
7:11:52a project manager is a great asset to
7:11:55have on a project, but that project
7:11:57manager is singular, one person. It is
7:12:01uncommon for a project to only require
7:12:04one individual to go ahead and plan and
7:12:06implement. Who are the stakeholders that
7:12:09are interested impacted by the project?
7:12:12Who are the stakeholders that you
7:12:13require to be committed to provide
7:12:15support to this particular project so
7:12:17that the project can be successful? Good
7:12:20luck reviewing the scenario in the lab
7:12:23and good luck filling out your project
7:12:25charter and I look forward to seeing you
7:12:28for future demos. Have a great day.
7:12:35[Music]
7:12:43Hello everyone and welcome to a brief
7:12:45demonstration on a tool and technique in
7:12:48project management called a stakeholder
7:12:50register. The purpose of a stakeholder
7:12:53register is to list all key stakeholders
7:12:57and define their particular roles and
7:13:00responsibilities that are required for
7:13:02the project to be successful. You will
7:13:04be asked to complete a stakeholder
7:13:06register as part of your final lab
7:13:09assignment. Here is a blank template
7:13:11that you will be able to use for the lab
7:13:14assignment. Let's take a look at an
7:13:16example and hopefully prepare you to be
7:13:19successful in the lab. First and
7:13:22foremost, try to define the project that
7:13:24the stakeholder register supports.
7:13:27There are probably numerous projects in
7:13:29an organization. So you want to identify
7:13:32the specific project that this
7:13:34particular document is supporting. In
7:13:37the first column we have the name or the
7:13:39position. When you know the name of the
7:13:41individual that is optimal. However,
7:13:43there may be times when you do not have
7:13:45a name assigned as of yet and you only
7:13:47know that there is a position that is
7:13:49required.
7:13:51Organization is the second column. In a
7:13:54large company, this can be a value added
7:13:56entry. In a smaller company, it may not
7:13:59be a required entry at all. The third
7:14:02column is the role. This is very very
7:14:04important. A role may be a title such as
7:14:08project manager and sponsor or a role
7:14:11may be an action such as develop
7:14:13financial training materials and review
7:14:16materials.
7:14:17Roles and responsibilities are defined
7:14:20in terms of RACI or REACY terminology.
7:14:25You noticed on this example that many of
7:14:28these stakeholders have multiple entries
7:14:31under the R, the A, the C, and the I.
7:14:34Let's briefly describe what each of
7:14:36these letters means. If someone is coded
7:14:39in R, it means they're responsible for
7:14:41performing work or tasks. They actually
7:14:44have things that they need to do in
7:14:45support of the project. If someone is
7:14:48coded as an A, they may not necessarily
7:14:51be responsible for doing the work.
7:14:53However, they are accountable for the
7:14:55outcomes. Someone who is coded as a C is
7:14:59a subject matter expert and someone who
7:15:02is coded as an I is someone that we want
7:15:05to continually inform as the project
7:15:07progresses. There is a column in the
7:15:10stakeholder register for comments. There
7:15:12may be times when comments are not
7:15:14applicable. In other cases, you may want
7:15:16to go ahead and add some clarification
7:15:18to the role and responsibilities.
7:15:21Before you publish the stakeholder
7:15:23register, ensure that you use version
7:15:25control, date it, and number the
7:15:28version. This stakeholder register will
7:15:32change as the project progresses and it
7:15:34will require updates. Good luck in your
7:15:37lab and we hope that you are ready to go
7:15:40ahead and prepare an excellent
7:15:42stakeholder register that you can share
7:15:44with your peers. Have a great day and
7:15:47we'll talk to you soon.
7:15:51[Music]
7:16:00Hello everyone. I'd like to go ahead and
7:16:01take a moment and provide a brief
7:16:04demonstration of a tool and technique
7:16:06used in project management called a work
7:16:09breakdown structure. A work breakdown
7:16:12structure is a hierarchial breakout or
7:16:15decomposition of all project work. A
7:16:19work breakdown structure has three
7:16:20levels. Level one is the project level.
7:16:25Level two are the phase levels and level
7:16:29three is where the work is accomplished
7:16:32referred to as the work package level.
7:16:35The work breakdown structure is a
7:16:37critical tool that is used to define
7:16:40scope schedule and also perform budget
7:16:43planning. Each box within the work
7:16:47breakdown structure has a unique number.
7:16:51This is called a code of account
7:16:53identifier.
7:16:55Let's go ahead and take a look at an
7:16:57example of a work breakdown structure
7:16:59for an all hands project. Level one is
7:17:03the project level. We annotate it with
7:17:06the code of account identifier 1.0. The
7:17:09all hands project. Level two is the
7:17:12phase level. For this all hands project,
7:17:15we are breaking out the project into
7:17:17three phases. 1.1 is planning the
7:17:20project. 2.1 is executing the project.
7:17:243.1 is closing the project. Note how we
7:17:28are annotating each activity with action
7:17:32and result. Plan the project, execute
7:17:36the project, close the project. Within
7:17:39level three, we break out each work
7:17:43package that needs to be accomplished to
7:17:46successfully achieve the phase. Within
7:17:49project planning, we need to manage the
7:17:52venue, develop a transportation plan,
7:17:55develop a catering plan, manage
7:17:58speakers, develop an audiovisisual plan,
7:18:01and develop and approve the agenda and
7:18:03the plan. Notice again we are using
7:18:06action and result. Try to go ahead and
7:18:10keep these work packages at a relatively
7:18:13high level. And in addition, try to go
7:18:16ahead and sequence them in the order in
7:18:18which they're going to occur. Once you
7:18:21are complete with the first phase, go to
7:18:23the second phase. Our second phase is to
7:18:26execute the project. We're going to
7:18:28prepare the venue, implement the first
7:18:31part of our transportation plan,
7:18:33implement the catering plan, welcome
7:18:36speakers, verify audiovisisual, and
7:18:39implement the event. Notice how within a
7:18:42work breakdown structure where we have a
7:18:44planning activity for example develop
7:18:47the audiovisisual plan we oftent times
7:18:49have an implementation activity as well
7:18:53verify the audio visual another example
7:18:56in planning we're going to develop the
7:18:59transportation plan in executing we're
7:19:02going to go ahead and implement the
7:19:04transportation plan
7:19:06the third phase is to close the project
7:19:09we're going to close the meeting, close
7:19:12out the venue, implement the
7:19:13transportation plan part two, solicit
7:19:16feedback, and conduct lessons learned.
7:19:20You are going to have an opportunity to
7:19:22develop a work breakdown structure as
7:19:24part of your course lab. A blank
7:19:28template is provided for this lab. If
7:19:31you look at the first tab, we have a
7:19:33blank template that is ready for you to
7:19:36go ahead and complete.
7:19:38Do the best that you can on the lab. Try
7:19:42to complete a work breakdown structure
7:19:44and share it with your peers. And I look
7:19:47forward to seeing you in future
7:19:49demonstrations.
7:19:51Have a great rest of your day.
7:19:55[Music]
7:20:04Hello everyone and welcome to a brief
7:20:06demo video on project network diagrams.
7:20:10You will have an opportunity to develop
7:20:12a network diagram in your final lab for
7:20:14this course.
7:20:16A network diagram is simply a graphical
7:20:19representation of a project's activities
7:20:22or work packages in the order in which
7:20:25they occur. Durations are then added to
7:20:28each activity to determine the critical
7:20:30path. So in other words, determine how
7:20:33long the project will take to complete.
7:20:36There are many tools you can use to
7:20:38build a network diagram. We will use a
7:20:41simple tool that you're looking at right
7:20:43now in Microsoft Excel. So let's begin.
7:20:47The most important step in creating a
7:20:49network diagram happens during scope
7:20:52planning. A network diagram uses
7:20:55activities identified in the work
7:20:57breakdown structure. Remember a work
7:21:00breakdown structure has three levels.
7:21:04There is the project at level one, the
7:21:07phases at level two, and the activities
7:21:10at level three.
7:21:12For a project network diagram, only map
7:21:15out the level three activities.
7:21:18So with that, let's review a simple
7:21:20meeting management network diagram and
7:21:22share the highlights.
7:21:25Step number one is to place all
7:21:27activities in the order in which they
7:21:29will occur.
7:21:31Always begin with a project start. This
7:21:35is usually shown by an oval mapping
7:21:37shape. Dependencies will play a factor
7:21:40in your execution order. In this
7:21:43example, we begin with activity number
7:21:46one. define outcomes. We then reviewed
7:21:50activities two and three. The team
7:21:53determined that these activities could
7:21:56occur simultaneously.
7:21:58Activity 2 and three are not dependent
7:22:01upon one another. Two and three can
7:22:04happen independently of one another.
7:22:07They also determine that activities two
7:22:10and three cannot occur until activity
7:22:13one is complete. Therefore, activities
7:22:16two and three are dependent upon
7:22:20activity number one.
7:22:22Continue mapping all activities all the
7:22:26way until the end. There may be times
7:22:28when you need to add a buffer. We have
7:22:32an example between activities four and
7:22:35activities five of a buffer. A buffer is
7:22:40nonworking waiting time. In this
7:22:43example, the agenda is forwarded in
7:22:46activity 4. It is sent out two days
7:22:49prior to the meeting in activity five. A
7:22:53buffer is depicted by a circle. In step
7:22:57two, we calculate the critical path.
7:23:01When activities are being accomplished
7:23:04concurrently as in 2 and 3 and six and
7:23:087, we select the activity that has the
7:23:12longest duration. Let's take activities
7:23:156 and 7 as our example. They can be
7:23:18accomplished concurrently.
7:23:21Activity 6 takes 1 day. Activity 7 takes
7:23:276 days. Activity 7 is the longest. it
7:23:31becomes part of the critical path.
7:23:34Activity six can be accomplished at some
7:23:37time within the six-day duration of
7:23:39activity 7. It is not on the critical
7:23:43path.
7:23:45A best practice in project management is
7:23:47to color code the critical path in red.
7:23:50As you can see on this example, we have
7:23:53those particular activities colorcoded
7:23:56in red. code activities not on the
7:23:59critical path in blue. You'll notice
7:24:02that we have two such activities. You
7:24:05are not mandated to use these color
7:24:07codes.
7:24:09We can now calculate the critical path.
7:24:12So let's take a look at the critical
7:24:15path. 1 + 2 + 1 + 2 + 1 + 6 equals a
7:24:23total of 13 days. This is the critical
7:24:27path or in other words, how long will
7:24:30this project take? This project will
7:24:32take 13 days.
7:24:35Step three recommends you use separate
7:24:37tabs for each phase or activity stream
7:24:40in your work breakdown structure. This
7:24:43will make your network diagram simpler,
7:24:46easier to analyze and update, and less
7:24:49complicated for those viewing the
7:24:51diagram.
7:24:52Step four is your validation. If there
7:24:56were 12 activities in your work
7:24:58breakdown structure, your network
7:25:01diagram should have 12 total activities.
7:25:05Now, this particular spreadsheet, as you
7:25:07can see, has two tabs. Tab two is the
7:25:10meeting example we have just shared. Tab
7:25:13one is a blank tab. Use the blank tab
7:25:18for your lab assignment. You will notice
7:25:21that there are ample activity buffer,
7:25:24start, end, and arrow symbols on the
7:25:27bottom of this particular blank
7:25:30template. And using these is simply as
7:25:34taking them and moving them up.
7:25:38Have fun with this.
7:25:41Now, I recommended that you do different
7:25:44phases on each particular tab. How would
7:25:48you go ahead and do this? To make a new
7:25:51tab, simply rightclick on the blank tab,
7:25:56select move or copy.
7:26:00Move to the end and create a copy.
7:26:08And there you see it. We now have a
7:26:10second tab for you to go ahead and
7:26:13continue your network diagram in phase
7:26:17number two. Continue with us for sub
7:26:19subsequent phases of your work breakdown
7:26:22structure
7:26:24to complete your network diagram.
7:26:26So with that, enjoy the activity. Good
7:26:29luck on your lab assignment and we look
7:26:32forward to seeing you again in future
7:26:34demos. Have a great rest of your day.
7:26:40[Music]
7:26:48Welcome to a short project budgeting
7:26:50demo. In this demo, we will illustrate
7:26:53tools used in building and presenting a
7:26:55project budget and share a common
7:26:58estimation methodology called
7:27:00threepoint.
7:27:01Let's begin with a two-step approach to
7:27:03build a project budget.
7:27:06Step number one is to begin with a
7:27:08review of the total costs for the
7:27:10project. A simple Excel spreadsheet will
7:27:13often suffice. Break out the costs by
7:27:16direct, indirect, and reserve
7:27:18requirements.
7:27:20A general rule is that contingency
7:27:22reserves are usually 10% times direct
7:27:25costs. Management reserves are for
7:27:28unknown risks. If you suspect there are
7:27:31many unknown risks, add additional
7:27:33contingency under the management
7:27:35reserves. Let's look at a simple
7:27:38example.
7:27:40This is a project for the annual
7:27:43executive meeting support project. We
7:27:47begin by defining our costs. In this
7:27:50particular case, you'll notice we have
7:27:52them categorized by venue, setup and
7:27:55venue, cleanup, audiovisisual, etc.
7:27:59Next, we tried to determine if they are
7:28:01direct or indirect costs. As you notice
7:28:05in the notes, a direct cost is a cost
7:28:07that is charged to the project. So,
7:28:10let's find our first example. You'll
7:28:13notice that under direct cost, setup and
7:28:16venue cleanup, contractor supported,
7:28:19this is a direct costs. This means that
7:28:21the project manager needs to acquire
7:28:24$2,000 and the project will be required
7:28:27to go ahead and disperse those funds to
7:28:30the contractor. But we have another type
7:28:32of costs as well. These are indirect
7:28:35costs. Looking at our notes, indirect
7:28:38costs, these are paid for by an external
7:28:41source. If these costs were not paid by
7:28:44an external source, the project would
7:28:46need to plan and account for them. So
7:28:49let's look at our example. The first
7:28:51indirect cost we come to is $3,000.
7:28:54What is this for? Going across to the
7:28:57cost description. This is for the venue.
7:28:59But you'll notice we have a note. This
7:29:01is going to be paid for by the
7:29:02organization. So while the project is
7:29:05not paying for the venue, this is a cost
7:29:09to the project. It's just being paid for
7:29:12by another third party.
7:29:15In calculating the total costs of a
7:29:18project, we add up all of the direct
7:29:20costs, in this particular case, $6,000,
7:29:24and all of the indirect costs, in this
7:29:26case, $5,000. Our total project costs
7:29:29are $11,000.
7:29:32One last piece of information, we need
7:29:36to go ahead and calculate contingency
7:29:38reserves. Contingency reserves are those
7:29:41extra dollars that are set aside in case
7:29:44risks occur. Normally, contingency
7:29:47reserves are 10% times the direct costs.
7:29:51So, if you look at this illustration, we
7:29:53have $600. We take 10%, we multiply it
7:29:58by 6,000, and we end up with $600. This
7:30:02is dollars that we do not have access to
7:30:06unless we request them. However, they
7:30:08are available in case a risk occurs.
7:30:12Now, let's take a look at step two.
7:30:15Here, we determine when the funds are
7:30:17needed. You need to phase your project
7:30:20funding requirements for a real world
7:30:23project. Allocating costs to each work
7:30:26package or activity in the work
7:30:28breakdown structure and using your
7:30:31network diagram to determine when costs
7:30:33will be incurred is a best practice.
7:30:36Here's how that calculation could work.
7:30:40But remember, only request direct costs.
7:30:43Ensure what you are asking for matches
7:30:46your direct cost requirements in step
7:30:49one. And as a refresher, that was
7:30:52$6,000.
7:30:55So on this particular
7:30:58sheet, we take a look at our direct cost
7:31:00requirements.
7:31:02And now we break them out into phases.
7:31:05Phase one is planning. Phase two is the
7:31:08day of the meeting. And phase three is
7:31:11the post meeting. These dates are
7:31:14February 15th for planning, February
7:31:1820th for the day of the meeting and the
7:31:21post meeting on February 24th.
7:31:25Now, we share the direct costs and we
7:31:28annotate them when these dollars will be
7:31:32required. So, we're going to require
7:31:35$2,500
7:31:36on February 15th to support planning.
7:31:39This will pay for setting up the venue
7:31:42and general supplies. On the day of the
7:31:45meeting, we need $2,500
7:31:48in our account. We're going to pay
7:31:50$1,000
7:31:52to clean up the venue, 500 for
7:31:55beverages, $1,000 for catering. And on
7:31:59February 24th, we will pay the final
7:32:02payment for the catering, $1,000.
7:32:06Notice 2500
7:32:092500 $1,000 equals $6,000.
7:32:13This was our direct cost requirements.
7:32:18This concludes part one of our demo
7:32:20video. We look forward to seeing you
7:32:23again in part two.
7:32:27[Music]
7:32:36Welcome back. We hope you enjoyed part
7:32:38one of our demo. Welcome to part two.
7:32:43Now, you may choose
7:32:46to use a tool called a resource
7:32:48breakdown structure. This is also
7:32:51generally an Excel spreadsheet and it
7:32:55can help accomplish both steps one and
7:32:57two on a single spreadsheet. Let's use
7:33:01the executive meeting project to show
7:33:03how this could work. Costs are captured
7:33:06under categories and work breakdown
7:33:09structure activity numbers. Match the
7:33:12activity numbers to your schedule
7:33:14network diagram to determine when funds
7:33:16are required. Again, only document
7:33:20direct funds. So, let's take a look at
7:33:24this particular spreadsheet. The
7:33:26resource breakdown structure for the
7:33:28annual executive meeting support
7:33:30project.
7:33:32Each work breakdown structure activity
7:33:35has its individual number.
7:33:38The work package explains what is
7:33:41happening in each work breakdown
7:33:43structure activity. For example,
7:33:45activity 111 is to define the venue. 112
7:33:50is to determine attendees.
7:33:53Now, what we need to do is we need to
7:33:56determine during which of these
7:33:58activities will our total of $6,000 be
7:34:02required. So, if you take a look, we
7:34:06have a $1,000 requirement for venue
7:34:09support. If you recall from our previous
7:34:11step, this will occur during planning
7:34:15and the funds will be required on the
7:34:1715th of February.
7:34:20We have general supply requirements that
7:34:22will be required on the 15th of February
7:34:25as well. Now during the actual event, we
7:34:29need to pay for beverages, catering and
7:34:33in addition actual meeting requirements
7:34:38in this case to support the catering.
7:34:40These funds are required on the 20th of
7:34:43February and we're going to pay the
7:34:46outstanding catering invoice on the
7:34:4924th. Again,
7:34:52take a look at the totals. The total
7:34:55requirement is our direct cost of
7:34:57$6,000.
7:35:02Now, one final area that we want to
7:35:06discuss regards estimation. There is a
7:35:09methodology that is commonly used called
7:35:12threepoint estimation.
7:35:15Many project managers use singlepoint
7:35:17estimation. They estimate time and costs
7:35:21by providing their best guess. There are
7:35:24some costs that are set. When this is
7:35:26the case, single point estimation
7:35:29suffices. In most cases, however,
7:35:32estimates may be impacted by a variety
7:35:35of factors.
7:35:38Threepoint averaging requires the
7:35:41project manager and the team to analyze
7:35:43three estimates.
7:35:45The most likely estimate is what the
7:35:48team believes will be the most likely
7:35:50costs. The pessimistic estimate
7:35:53considers risk and the worst case
7:35:55scenario. The optimistic estimate
7:35:58considers opportunities that may reduce
7:36:01costs.
7:36:03There are two ways to calculate
7:36:05threepoint.
7:36:07Note that the threepoint estimation is
7:36:09applicable to both cost and schedule
7:36:12estimates.
7:36:13So looking at threepoint averaging, we
7:36:17have an pessimistic amount of 45. Most
7:36:22likely it's going to cost us 25. And if
7:36:25everything works out perfectly, we may
7:36:29escape with only spending 20.
7:36:32Each one of the pessimistic most likely
7:36:35and optimistic numbers and estimates are
7:36:39multiplied by 1. We multiply the
7:36:43pessimistic 45 * 1 = 45. Most likely 25
7:36:47* 1 = 25. Optimistic 20 * 1 = 20.
7:36:5345 25 and 20 = 90. We divide this 90 by
7:36:593 and the estimate that we're going to
7:37:01go ahead and use is 30.
7:37:06Now we have something called threepoint
7:37:09estimation using per stands for program
7:37:13evaluation review technique. And this
7:37:16method is a little more complicated than
7:37:18the averaging method. The per method
7:37:22weighs the optimistic, most likely, and
7:37:24pessimistic estimates based on
7:37:26statistical norms. Studies have shown
7:37:30that the pessimistic and optimistic
7:37:32estimates will occur one out of every
7:37:35six times. The most likely estimate will
7:37:38occur four out of every six times. This
7:37:42weighted criterion is based on the
7:37:44conclusion that estimation accuracy
7:37:47follows a statistical standard
7:37:50distribution. The most likely falls
7:37:52within one standard deviation of the
7:37:54mean or approximately 67% of the time.
7:37:59The optimistic and pessimistic estimates
7:38:01fall within two or more standard
7:38:03deviations from the mean or
7:38:05approximately 16% for both. Hence the
7:38:10weights 1 4 and one. Use the per method
7:38:14in our example. Let's go ahead and take
7:38:17a look. We have our optimistic most
7:38:21likely and pessimistic
7:38:24estimates. They have not changed.
7:38:26However, the multipliers do. We multiply
7:38:29the pessimistic by 1. 1 * 45 for 45.
7:38:35Why? Because the pessimistic is going to
7:38:37occur one out of every six times. We
7:38:41multiply the most likely estimate of 25
7:38:44* 4 to equal 100. Why? According to the
7:38:48standard distribution, the most likely
7:38:51normally occurs four out of six times or
7:38:5467%.
7:38:56We multiply the optimistic 20 * 1 to
7:38:59equal 20. Why? Because the optimistic is
7:39:02only going to occur one out of every six
7:39:05times or approximately 16%.
7:39:08We add up our totals 45 120 to get to
7:39:13165. However, we're now going to divide
7:39:17165 by 6. When we take 165 and divide it
7:39:23by 6, now the estimate that we're going
7:39:25to use is 27.5.
7:39:31This concludes our overview of project
7:39:34budgeting. As a quick summary, remember
7:39:38we have two steps
7:39:42or we can combine the two steps with one
7:39:46step called the resource breakdown
7:39:48structure.
7:39:50And we learned an estimation technique
7:39:52called threepoint.
7:39:54Thank you for your attention and we look
7:39:57forward to sharing more project
7:39:59management best practices with you
7:40:02in demos to follow. Have a great rest of
7:40:05your day.
7:40:09[Music]
7:40:17Welcome to the project information
7:40:19sharing and risk management course.
7:40:22This course is ideal for beginners or
7:40:25professionals with business experience
7:40:27who want to sharpen their business
7:40:29skills or even transition into a project
7:40:32management role. This course provides
7:40:35information and best practices in three
7:40:38key areas of project management
7:40:40including the importance of life cycles,
7:40:42effective information sharing and risk
7:40:45management. Concepts related to these
7:40:48areas are presented in five modules and
7:40:51the last module will provide you with an
7:40:53opportunity to apply your newly acquired
7:40:56skills in a graded project. Module one
7:40:59introduces different project life cycles
7:41:02and life cycles provide a road map for
7:41:04project managers to follow. A project
7:41:07life cycle provides a step-by-step
7:41:10approach to planning, executing, and
7:41:12implementing a project in a proven way.
7:41:15The proper use of the project life cycle
7:41:18can aid a project manager in preventing
7:41:20project failure. Now it is said that
7:41:23communication is the glue that holds the
7:41:26project together. Well, module 2
7:41:28provides insights into why effective
7:41:31communication is important in project
7:41:33management. The module also introduces
7:41:36different communication styles and
7:41:38provides tips for effective
7:41:40communication. The project management
7:41:43institute or PMI states that the
7:41:46greatest challenge faced by project
7:41:47managers is maintaining stakeholder
7:41:50commitment and motivation to support the
7:41:52project. Module 3 provides an
7:41:55understanding of stakeholder management.
7:41:58The module also introduces tools that a
7:42:00project manager can use to identify
7:42:02stakeholders and gain their commitment
7:42:04and support. You will also be introduced
7:42:07to the team charter, an essential aspect
7:42:10of stakeholder management. Module 4 gets
7:42:14you started with project risk
7:42:15management. This module introduces you
7:42:18to the basic terminology such as risk,
7:42:21threat, opportunity, and issue. The
7:42:24module also initiates you into some key
7:42:27concepts in risk management. Module 5
7:42:30delves into the response strategies that
7:42:33can be used to mitigate risk. You will
7:42:35also be introduced to tools and methods
7:42:38such as risk audits and risk
7:42:40reassessment. Finally, in module 6, you
7:42:44will have the opportunity to apply the
7:42:46concepts you've learned in the course to
7:42:48a project. You will submit your work and
7:42:51also grade your peers and this is
7:42:53followed by a final assessment quiz. Now
7:42:57this course will be an aid if you plan
7:42:59to attain any PMI certifications
7:43:02including certified associate in project
7:43:05management or PMI CAPM, project
7:43:08management professional or PMI PMP or
7:43:12project risk management certification or
7:43:15PMI RMP. You can review the opportunity
7:43:19to qualify and attain these
7:43:20certifications at PMI.org.
7:43:24So, there's a lot to cover here. To get
7:43:26the most from this course, make sure to
7:43:29view each video, check your learning
7:43:31with each quiz, and complete all the
7:43:33hands-on labs. And if you have any
7:43:36trouble with any of the course material,
7:43:38please don't hesitate to contact us in
7:43:41the discussion forum. Thank you for
7:43:43being part of our course and welcome. We
7:43:46look forward to sharing this critical
7:43:48project management knowledge with you.
7:43:53[Music]
7:44:02Welcome to life cycle overview. After
7:44:04watching this video, you will be able to
7:44:07compare predictive and adaptive life
7:44:09cycles, describe the importance of using
7:44:12a project life cycle, and summarize the
7:44:14pitfalls of failing to follow an
7:44:16appropriate project life cycle. So a
7:44:20life cycle is a series of phases a
7:44:22project passes through to meet the
7:44:24project requirements. Now the project
7:44:26management institute or PMI recommends a
7:44:29step-by-step life cycle for product and
7:44:32predictive projects. These life cycles
7:44:35are based on the plan do check act or
7:44:38PDCA cycle developed by W. Edwards Demi.
7:44:42Whereas the adaptive or agile life cycle
7:44:44is based on the plan, do check, learn or
7:44:47PDCL cycle. The product life cycle
7:44:51begins with an idea and that idea is
7:44:54then delivered, grows, matures and
7:44:56retires. The success of each product
7:44:59life cycle depends on well-defined
7:45:01projects and competent project
7:45:04management. The predictive life cycle,
7:45:06also called waterfall projects, is the
7:45:09primary life cycle. The predictive life
7:45:11cycle process groups are initiating,
7:45:14planning, executing, monitoring and
7:45:16controlling and closing. Now, the
7:45:19adaptive life cycles make up the
7:45:21variations of agile and the most popular
7:45:24form of agile is called scrum. Agile
7:45:27defines requirements as user stories.
7:45:30Project managers prioritize the user
7:45:32stories and ready them for project
7:45:34implementation by entering them in the
7:45:37product backlog. They then divide the
7:45:39projects into 15 or 30-day iterations or
7:45:43sprints. Project managers implement,
7:45:45review, and release user stories, then
7:45:48select new user stories from the product
7:45:51backlog for the second iteration.
7:45:53Project life cycles allow a systematic
7:45:56approach to planning, executing,
7:45:58controlling, and closing projects. The
7:46:01top benefits of following a project life
7:46:03cycle are that it provides a structure
7:46:05for project delivery, improves team
7:46:08member communication, enables progress
7:46:10tracking across the organization,
7:46:12provides for progressive evolution of
7:46:15the project, and enables structured
7:46:17reviews to support governance. Now,
7:46:20predictive life cycles are best suited
7:46:22for projects whose stakeholders agree on
7:46:25a clear end goal that is unlikely to
7:46:27change, that require low technological
7:46:30complexity, and that require low needs
7:46:33for creativity and innovation. Adaptive
7:46:36life cycles are best suited for projects
7:46:38whose stakeholders are at a moderate to
7:46:40low level of agreement on how they will
7:46:42measure project success, that have
7:46:45multiple changes in specifications as
7:46:47the project evolves, that require high
7:46:50technological complexity, and that
7:46:52require high needs for creativity and
7:46:55innovation.
7:46:56Project managers use five criteria to
7:46:59determine success after a project. Using
7:47:02a life cycle allows the project team to
7:47:05ensure the following. The team completes
7:47:07the project scope according to the
7:47:09objectives developed and approved in the
7:47:11project charter. On-time completion of
7:47:14the project according to the approved
7:47:16schedule baseline. The team completes
7:47:18the project within budget. The project
7:47:21meets the project management plan and
7:47:23avoids scope creep which is the
7:47:25inclination to exceed project
7:47:27requirements. and the final product or
7:47:30service is fit for use by the customer.
7:47:34In this video, you learned that a life
7:47:36cycle is a series of phases a project
7:47:39completes to meet requirements and a
7:47:41systematic approach to project planning,
7:47:44executing, controlling, and closing.
7:47:47Predictive life cycles are best for
7:47:49projects that have a clear unchanging
7:47:52end goal and low needs for technological
7:47:54complexity, creativity, and innovation.
7:47:58Adaptive life cycles are best for
7:48:00projects that have an unclear goal and
7:48:02high needs for technological complexity,
7:48:05creativity, and innovation. And using a
7:48:08life cycle ensures five criteria for
7:48:11project success.
7:48:15[Music]
7:48:21Welcome to expert viewpoints life cycle
7:48:24selection management. In this video, we
7:48:27will hear from project managers
7:48:28discussing common project life cycles
7:48:30they use in their organization and how
7:48:32they would use the life cycles in a
7:48:34project.
7:48:36And based on my experience, I just
7:48:38really want to share three of them. One
7:48:40of them is the traditional waterfall
7:48:42model. This is wonderful for events,
7:48:45straightforward projects. You simply
7:48:48plan. Once you have your plan, you
7:48:50implement the plan. You do it. You check
7:48:52to make sure that the plan is working
7:48:54and you follow up and you deliver the
7:48:57product or the service or you go back
7:48:59and fix it. I do an awful lot of process
7:49:02development and process improvement work
7:49:04as well. And another common life cycle
7:49:06that I like to use is what we call the
7:49:08deic model. Deic stands for define,
7:49:11measure, analyze, implement, and
7:49:13control. If you ever study for six
7:49:16sigma, if you're looking to become a
7:49:18green belt or perhaps even a black belt,
7:49:21you will be asked to go ahead and
7:49:23implement a six sigma project, a process
7:49:26development or process improvement pro
7:49:28project and you will get an opportunity
7:49:30to use that DMIC or deic model. The last
7:49:34model that I want to go ahead and share
7:49:36is an agile model, but in particular
7:49:39scrum. I enjoy using Scrum when we need
7:49:44some kind of an iterative process, when
7:49:46the customer is looking for quick
7:49:48deliveries, and when we anticipate an
7:49:51awful lot of change.
7:49:54A common life cycle that we use in our
7:49:56organization includes initiating,
7:49:59planning, executing, monitoring, and
7:50:01controlling and closing. In practice, in
7:50:05my organization, I work closely with our
7:50:07Google partnership. We initiate our
7:50:09project with Google but this can apply
7:50:11to any project by really discovering the
7:50:15scope of what needs to be accomplished
7:50:17through the project. So if they want to
7:50:20make refresh a certificate for example
7:50:24then we have a conversation with Google
7:50:26to understand well which components are
7:50:27we refreshing um what is our timeline
7:50:32where what's our budget and from there
7:50:35we move on to selecting a vendor and
7:50:38when we talk to the vendor we let them
7:50:39know the scope of the project then and
7:50:42if and give them more granular details
7:50:44of what needs to be accomplished and
7:50:47then come back to us with their proposed
7:50:49timeline as well as their um proposed
7:50:52deliverables based on what Google needs.
7:50:55Um which then moves us over to planning
7:50:57and planning is very collaborative. in
7:50:59my particular instance involves Google
7:51:02and vendors. And that's where we really
7:51:04get through finalizing the timeline,
7:51:07finalizing the smaller the more granular
7:51:11chunks of a specific timeline when we
7:51:13want to have specific deliverables like
7:51:15videos, assessments, readings, etc. And
7:51:18then when we also want to time a lot
7:51:20time for QA and review, then that moves
7:51:23us over to executing. And in the
7:51:25execution phase, that's when we really
7:51:27get into putting our heads down and
7:51:29doing the work. And that brings us over
7:51:32to monitoring and controlling. I think
7:51:34there are different ways to handle
7:51:36monitoring and controlling. I personally
7:51:38like to have weekly check-ins and then
7:51:41also disperse larger check-ins between
7:51:44the vendor and Google and myself where
7:51:47we really delved into the details of the
7:51:49project. However, I do have colleagues
7:51:52that do something more like um daily
7:51:54stand-ups, which I have done in the past
7:51:56as well, and then something more like
7:51:58bi-weekly meetings. I think it really
7:52:00just depends on the cadence of your or
7:52:03your desired cadence as well as how
7:52:06everyone works together. And then
7:52:08finally, that brings us over to closing
7:52:10of the project. Assuming everything goes
7:52:12well, and you always hope that it does,
7:52:14um you close right on time. And if it
7:52:16does not, then you uh figure out where
7:52:18you have room to extend your deadline.
7:52:21And at closing, I think it's always fun
7:52:23to celebrate the project, celebrate
7:52:25milestones, and then also do a recap of
7:52:27what went well and what did not go well.
7:52:30>> There's a gentleman named Ralph Stacy
7:52:31who came up with a wonderful model that
7:52:34is a best practice in project selection
7:52:37today. Stacy said that take a look at
7:52:40two key aspects of a project. One of
7:52:43them is technical complexity and the
7:52:46other is the level of agreement and by
7:52:48agreement I mean agreement among the
7:52:50stakeholders in terms of what does
7:52:52success look like at the end of the day.
7:52:55When the technology is extremely complex
7:52:57and there is minimal agreement which
7:52:59means the majority of the stakeholders
7:53:02really have no clue what they want in
7:53:04the end then agile is probably the best
7:53:07way to go. However, if the technology is
7:53:10relatively straightforward, you don't
7:53:12anticipate a lot of problems and there
7:53:15is general agreement among the
7:53:16stakeholders that regardless of how long
7:53:19this particular project takes, at the
7:53:21end of the day, this is what we want,
7:53:23then probably waterfall is your best
7:53:25bet.
7:53:28[Music]
7:53:34Welcome to adaptive life cycles. After
7:53:37watching this video, you will be able to
7:53:40identify artifacts used in adaptive
7:53:42projects, define the purpose and makeup
7:53:45of a user story and a product backlog,
7:53:48and explain the adaptive flow through
7:53:50planning, execution, and closure. Now,
7:53:54artifacts are templates, documents,
7:53:56outputs or deliverables. And in adaptive
7:54:00projects, there are three common
7:54:02artifacts to remember and be aware of.
7:54:05product backlog, sprint backlog and
7:54:07product increments. The product backlog
7:54:10is a list or repository for all project
7:54:13requirements which the product owner
7:54:15develops and maintains. In adaptive
7:54:18project management, the product owner
7:54:21defines and documents requirements as a
7:54:24user story. The product owner then adds
7:54:27and prioritizes user stories to the
7:54:30backlog and works with the team to
7:54:32determine which user stories the team
7:54:34will accomplish in a single iteration or
7:54:37sprint. A product launch may have a few
7:54:40or many user stories. In addition, a
7:54:43product backlog may include user stories
7:54:46for single or multiple product launches.
7:54:49A minimal viable product or MVP is an
7:54:53increment the team produces in a single
7:54:55sprint. Next, the agile team develops
7:54:58the sprint backlog. The team selects a
7:55:01set number of user stories for
7:55:03implementation in each sprint. The
7:55:06sprint backlog breaks each user story
7:55:08into tasks the team must accomplish. The
7:55:12project owner lists tasks in the order
7:55:14in which they occur and assigns them to
7:55:17individual team members. The team uses
7:55:20the sprint backlog to stay on track and
7:55:22reduce the potential for scope creep.
7:55:25And in a traditional predictive project,
7:55:27the sprint backlog has the same
7:55:29characteristics as a work breakdown
7:55:32structure or WBS.
7:55:34Now, product increments are deliverables
7:55:37from each iteration the team produces
7:55:39and delivers to the customer for
7:55:41feedback through a product demo or
7:55:44review. Every sprint should provide the
7:55:46value as an increment. However, this
7:55:49increment does not necessarily represent
7:55:51the final product. During an agile
7:55:54project, the team builds a product one
7:55:57part at a time, and the final product
7:55:59will typically require multiple sprints
7:56:01before launching the finished product.
7:56:04There are two parts to a user story.
7:56:07Part one of the user story is the
7:56:09requirement description the product
7:56:11owner completes with the customer. And
7:56:13the user story requirement contains
7:56:16three statements. The role or who needs
7:56:19this requirement, the need or what the
7:56:21specific need of the customer is, and
7:56:24the business value of satisfying the
7:56:26need. Part two of the user story is the
7:56:29acceptance criteria. The product owner
7:56:32collaborates with the agile team and
7:56:34determines solutions to satisfy the user
7:56:37story. The product owner shares
7:56:39solutions with the customer, gains
7:56:42signoff, and then includes the user
7:56:44story in the backlog. Now, product
7:56:47owners should follow the deep or de
7:56:50model when creating a product backlog.
7:56:54Detail. The product owner should ensure
7:56:56they include enough detail in each user
7:56:59story to allow the team to build the
7:57:01solution successfully. Estimate each
7:57:04user story requirement and solution
7:57:07definition must be specific and
7:57:09measurable to the point where a team can
7:57:11determine the time and cost required
7:57:14emerge. The product backlog will change
7:57:17after each sprint. Customers may wish to
7:57:20add or modify requirements due to
7:57:23feedback the team receives at the demo.
7:57:25And finally, prioritize. Product owners
7:57:29should prioritize all user stories for
7:57:31the team to accomplish them. And product
7:57:34owners prioritize user stories on value
7:57:37and the logical order of product
7:57:39completion. Now, the agile project
7:57:42management overview process consists of
7:57:45nine steps. Step one, the product owner
7:57:48meets with the customers to determine
7:57:50their product requirements and discuss
7:57:52schedules and budget considerations.
7:57:55Step two, the product owner develops
7:57:58user stories to satisfy all product
7:58:00requirements with the customer. Step
7:58:02three, the product owner meets with the
7:58:05team who reviews each user story and
7:58:07proposes the acceptance criteria to
7:58:10develop an increment or MVP. Step four,
7:58:14the product owner shares the user story
7:58:16acceptance criteria with the customer
7:58:18which validates the user story. Step
7:58:21five, the product owner places all user
7:58:24stories in the product backlog and
7:58:26prioritizes them in the order in which
7:58:29they occur. Step six, the team meets
7:58:32with the product owner and determines
7:58:34how many user stories the team will
7:58:36accomplish in the first sprint. The team
7:58:39selects the user stories and develops a
7:58:41sprint backlog. Step seven, the team
7:58:44works to complete the user story MVP.
7:58:47Remember that agile sprints are time
7:58:49boxed and the norm is 15 or 30 days. If
7:58:53the team cannot complete all user story
7:58:56requirements, the team carries the user
7:58:58story over to the next sprint. The agile
7:59:01sprints do not extend. Step eight, the
7:59:05team provides a demo at the end of the
7:59:07sprint for customer feedback. The
7:59:09product owner refineses or updates the
7:59:12product backlog. The team meets for a
7:59:14retrospective meeting to discuss what
7:59:17went well and what change makes the most
7:59:19sense to implement in the next sprint.
7:59:22And finally, step nine. The team
7:59:25continues to repeat this process from
7:59:27step six until the team completes all
7:59:30sprints to produce a final product.
7:59:33In this video, you learned artifacts are
7:59:36templates, documents, outputs, or
7:59:38deliverables. And there are three common
7:59:41artifacts. The product backlog is a list
7:59:44of all project requirements the product
7:59:46owner develops and maintains. The sprint
7:59:49backlog is the specific tasks from the
7:59:52user story that the agile team develops.
7:59:54And the product increment is
7:59:56deliverables from each sprint that the
7:59:59team provides to the customer for
8:00:01feedback. A user story is the
8:00:03requirement description and acceptance
8:00:05criteria. The product backlog follows
8:00:08the deep model and the nine stepbystep
8:00:11overview of the agile project management
8:00:14process.
8:00:17[Music]
8:00:26Welcome to project initiation. After
8:00:29watching this video, you will be able to
8:00:32summarize the project initiation phase,
8:00:35explain the roles and responsibilities
8:00:37of the project manager, describe the
8:00:39project charter and stakeholder
8:00:41register, and explain the project
8:00:43charter approval process.
8:00:46Now, the project initiation phase
8:00:48provides an opportunity to define a
8:00:51project for stakeholder approval and to
8:00:53begin effective project planning. The
8:00:56steps for correctly initiating the
8:00:58project include the problem or
8:01:00opportunity is identified. The initial
8:01:03business case with a benefits analysis
8:01:06or statement of work s is approved. The
8:01:10project charter is developed. The
8:01:12stakeholder register is developed. The
8:01:14pre-baseline is approved by stakeholders
8:01:17and the project charter is approved for
8:01:20planning. The benefits of using the
8:01:22project initiation phase include
8:01:25ensuring the project meets the
8:01:26organization's needs, gaining agreement
8:01:29on project objectives, mapping the
8:01:32project to the programs and portfolio,
8:01:35identifying and informing stakeholders
8:01:37of responsibilities, and it authorizes
8:01:40the project manager to proceed to the
8:01:42planning phase. The key roles project
8:01:45managers must complete in the initiation
8:01:48phase include the following. working
8:01:50closely with program and portfolio
8:01:53managers to understand the business
8:01:55needs and benefits of the project.
8:01:57Reviewing the business case driving the
8:02:00project if applicable. Understanding the
8:02:02role of a business analyst to develop a
8:02:05business case in the event a business
8:02:07analyst is not part of the project.
8:02:10working with stakeholders to ensure
8:02:12understanding of the project objectives
8:02:14and presenting the project charter to
8:02:17the project sponsor in a pre-baseline
8:02:20presentation.
8:02:21Here are the key responsibilities of
8:02:23project managers during the initiation
8:02:26phase. Developing and staffing key
8:02:28documents for approval including a
8:02:31business case, project charter or
8:02:33stakeholder register. Determining key
8:02:36stakeholders required to achieve project
8:02:38success. Also documenting roles and
8:02:41responsibilities and gaining stakeholder
8:02:43commitment to the project, gaining
8:02:46project charter approval before moving
8:02:48to the planning phase and working with
8:02:51the project team to determine if the
8:02:53project adds value to the problem. A
8:02:56project charter may include an approval
8:02:58or recommendation to defer or cancel a
8:03:01project. So, the project charter and
8:03:04stakeholder register are part of a
8:03:06four-step process to achieve project
8:03:09success. Steps one and two define what
8:03:12and why and are accomplished in the
8:03:15project charter. Step three defines who
8:03:18needs to be involved and is accomplished
8:03:20in the stakeholder register. And step
8:03:23four defines how and is accomplished in
8:03:26the planning phase. Now the project
8:03:29charter is completed by the project
8:03:31manager in a straightforward process.
8:03:34Understand the business case and project
8:03:36benefits. Develop the project charter
8:03:39and stakeholder register with
8:03:41stakeholders. Present the charter to the
8:03:43project sponsor in a pre-baseline
8:03:46presentation with a recommendation to
8:03:48approve, defer, or cancel the project
8:03:51and share the charter with stakeholders
8:03:54and begin project planning.
8:03:57In this video, you learned that the
8:03:59project initiation phase defines the
8:04:02project for stakeholder approval. The
8:04:04key roles and responsibilities of the
8:04:07project manager during the initiation
8:04:09phase include understanding business
8:04:11needs of the project, developing key
8:04:14documents for approval, identifying
8:04:16stakeholders and gaining their
8:04:18commitment, working with stakeholders to
8:04:21understand objectives, and presenting a
8:04:23pre-baseline presentation to the project
8:04:26sponsor for approval. The project
8:04:28charter defines the what and why of a
8:04:31project. And finally, the stakeholder
8:04:33register defines who is involved in the
8:04:36project.
8:04:39[Music]
8:04:47Welcome to project planning. After
8:04:50watching this video, you will be able to
8:04:52describe the importance of the project
8:04:54planning phase, explain the roles and
8:04:57responsibilities of the project manager,
8:05:00describe the importance of an organized
8:05:02project planning approach, and explain
8:05:05the project management approval process
8:05:07and kickoff meeting. The project
8:05:10management life cycle aligns with the
8:05:12plan, do check, act or PDCA methodology.
8:05:16The project management institute or PMI
8:05:20framework outlines 49 steps recommended
8:05:22to plan and deliver a project
8:05:25successfully and 24 of those steps fall
8:05:28in the planning phase. This is close to
8:05:3050% of the total project steps. So
8:05:34planning is critical. The project
8:05:36manager guides and controls the endtoend
8:05:39planning process. The project manager
8:05:42enlists the support of the project team
8:05:44but is ultimately responsible for the
8:05:46project results. If the project fails,
8:05:49the project manager is held accountable.
8:05:53Now the key responsibilities of the
8:05:55project manager include ensuring subject
8:05:58matter experts or SMEES are documented
8:06:00and approved in the project charter,
8:06:03documenting personnel support needs in
8:06:05the stakeholder register, ensuring key
8:06:08support personnel have the skills and
8:06:10capacity to support the project,
8:06:12developing and following a comprehensive
8:06:15project management plan, working with
8:06:17the planning team and supporting their
8:06:20needs, including addressing blockers.
8:06:22and being inclusive in the planning
8:06:25process, staffing each major part of the
8:06:27plan and getting buyin before moving
8:06:30forward. Now, the project management
8:06:33plan consists of a series of smaller
8:06:35plans compiled to provide an overall
8:06:38view of the project. Understanding the
8:06:40steps involved in developing a
8:06:42comprehensive project management plan
8:06:44for the certified associate in project
8:06:47management or CAPM test is essential. So
8:06:51once the project charter is approved,
8:06:53the project management plan steps are to
8:06:56define the scope, define the schedule
8:06:58and budget, complete support planning,
8:07:01approve the project plan, conduct a
8:07:03kickoff meeting, and create a project
8:07:06baseline. The first planning step is to
8:07:09plan the scope of the project. The scope
8:07:11should reflect all requirements listed
8:07:14and approved in the project charter.
8:07:16Even if there are not enough time and
8:07:18budget to implement the total scope of
8:07:20the project, we still plan the full
8:07:23scope at this step. Project managers may
8:07:26conduct negotiations if the scope needs
8:07:28reduction and stakeholders and sponsors
8:07:31receive the proposed scope during a
8:07:34meeting before the meeting. The next
8:07:36step for the project manager is to
8:07:38develop a project schedule and budget to
8:07:41meet the total scope needs of the
8:07:43project. The project manager may need to
8:07:46balance the triangle if there is not
8:07:48enough time or budget to meet the
8:07:50comprehensive needs of the project. The
8:07:52triangle represents scope, time, and
8:07:55cost. Project managers negotiate the
8:07:59scope, schedule, and funding to
8:08:01determine an acceptable solution for
8:08:03project implementation.
8:08:05The team may need to revisit scope
8:08:08planning to downsize the scope in order
8:08:10to meet realistic plans and budget
8:08:12resources.
8:08:14Now, after the project manager develops
8:08:17the scope, schedule, and budget, the
8:08:19project sponsor signs off on these
8:08:21plans, then the project manager
8:08:24establishes the project scope baseline,
8:08:26the schedule baseline, and the cost
8:08:28baseline. The term baseline indicates
8:08:32that the project sponsor and critical
8:08:34stakeholders approve of the plan. Next,
8:08:37the project manager begins the support
8:08:40planning stage, which is made up of
8:08:42several planning elements. The quality
8:08:45assurance or QA and quality control
8:08:48planning activities ensure the project
8:08:50conforms to quality requirements.
8:08:52Resource planning ensures the correct
8:08:55number of resources are available when
8:08:57needed and resources primarily include
8:09:00personnel, materials, supplies, and
8:09:03equipment. Communications planning
8:09:05ensures all team members are aware of
8:09:08their roles and responsibilities.
8:09:10Project risk management planning ensures
8:09:12risks are known in advance. Procurement
8:09:15management planning may be needed if
8:09:18third-party support from an external
8:09:20seller is required to achieve the scope
8:09:22and stakeholder engagement planning
8:09:25ensures that stakeholder commitment and
8:09:27engagement remains high. The project
8:09:30manager presents the final project plan
8:09:32to the project sponsor and then the
8:09:35sponsor will either approve or request
8:09:37revisions to the program. If the project
8:09:40manager has included the sponsor in the
8:09:42initial planning, it is more likely that
8:09:45the sponsor will support the plan. So
8:09:48once the sponsor signs off on the final
8:09:50project plan, the next step is to
8:09:52schedule a kickoff meeting. The goal of
8:09:55a kickoff meeting is to share the
8:09:57approved project management plan with
8:09:59project stakeholders and the project
8:10:01team to gain their approval and
8:10:04commitment to move the project to the
8:10:06executing phase. Now there is no
8:10:09established method to conduct a kickoff
8:10:11meeting. The PMI states that the meeting
8:10:14is to be scheduled before executing
8:10:17begins and there are six topics to
8:10:20address in this kickoff meeting. Project
8:10:22background. Why is the project necessary
8:10:25and what is the value of the project?
8:10:28Project scope. The stakeholders should
8:10:30agree on what will be accomplished by
8:10:32the project. the timeline, the risk
8:10:35management plan, the key roles and
8:10:37responsibilities, and defining the
8:10:40tools, templates, and standards used in
8:10:42the project.
8:10:44In this video, you learned that the
8:10:47planning phase is critical as it
8:10:49includes 24 out of the 49 steps to
8:10:52deliver a project. The project manager
8:10:55guides the end-to-end planning process
8:10:57and the project management life cycle
8:10:59plan includes the project charter
8:11:02approval, defining the scope, defining
8:11:05schedule and budget, completing the
8:11:07support plan, approving the project
8:11:09plan, conducting the kickoff meeting,
8:11:12and creating the project baseline.
8:11:17[Music]
8:11:26Welcome to project executing.
8:11:29After watching this video, you will be
8:11:31able to summarize the importance of the
8:11:34project executing phase, examine the
8:11:37roles and responsibilities of the
8:11:39project manager, and identify skills
8:11:42essential to project executing phase
8:11:44success. In the project executing phase,
8:11:48also called the implementation phase,
8:11:50the team completes tasks identified
8:11:53during the previous planning phase. The
8:11:55executing phase begins when the project
8:11:58management plan is approved by the
8:12:00sponsor and accepted by key
8:12:02stakeholders. And during this phase, the
8:12:05team produces the product or service
8:12:08which is delivered to the customer. Now
8:12:11certain processes should be followed to
8:12:13ensure a successful executing phase. The
8:12:16project manager implements the following
8:12:19nine processes during the executing
8:12:21phase. Acquire resources laid out in the
8:12:25project plan to support the project
8:12:27management plan. If resources are not
8:12:30acquired, project schedule may change.
8:12:33Send statements of work or SA to
8:12:36eligible sellers to find the best fit
8:12:38and develop a contract. If contracts are
8:12:41not finalized quickly, again, the
8:12:44schedule may change. Implement the
8:12:46communications management plan and keep
8:12:48it up to date and working as
8:12:51communication requirements will change
8:12:53throughout the process. You will learn
8:12:55about the communications management plan
8:12:57in another lesson. ensure quality
8:13:00assurance activities are implemented.
8:13:03Quality assurance or QA focuses on
8:13:06preventing issues and defects in the
8:13:08deliverables and ensures key executing
8:13:11processes and standards are being
8:13:13followed and manage project knowledge
8:13:16via status reporting and lessons
8:13:18learned. Now the remaining four
8:13:21execution process phases the project
8:13:23manager should follow are assist team
8:13:26members to develop their skills and
8:13:28provide constructive feedback to improve
8:13:31performance, manage the team and address
8:13:34issues as they occur and communicate
8:13:36effectively. Implement risk responses
8:13:39and work with risk owners to recognize
8:13:42when risks occur or are about to occur.
8:13:45And finally, maintain stakeholder
8:13:47engagement by implementing strategies to
8:13:50keep stakeholders motivated.
8:13:53So the project manager plays a critical
8:13:56role during the executing phase. The
8:13:58following roles and responsibilities
8:14:01should be followed by the project
8:14:02manager. Be accessible to the team and
8:14:06meet with them often to be aware of any
8:14:08issues. Manage effective meetings to
8:14:11ensure communication to the team. Manage
8:14:14change via the integrated change
8:14:16management system and ensure
8:14:18stakeholders adhere to it to avoid scope
8:14:21creep. Conduct and share lessons learned
8:14:24to assist future project managers by
8:14:26recommending solutions to problems
8:14:28encountered and monitor project support
8:14:31activities and ensure key quality
8:14:34procurement and risk management
8:14:36activities are accommodated and
8:14:39completed. Project management is most
8:14:42critical in the project executing phase
8:14:45for a successful completion. The project
8:14:47management institute or PMI defines 11
8:14:51key interpersonal skills essential to
8:14:54success. effective communication,
8:14:57leadership, motivation, conflict
8:15:00management, negotiation, coaching,
8:15:03political and cultural awareness,
8:15:05influencing, decision-m, team building,
8:15:09and finally trust building. In this
8:15:12video, you learned the project executing
8:15:15phase begins after the project
8:15:17management plan is approved. The team
8:15:20produces the product, service, or
8:15:22deliverables. During the executing
8:15:24phase, the key processes of the
8:15:27executing phase, the roles and
8:15:29responsibilities of the project manager,
8:15:32and the 11 interpersonal skills
8:15:34identified by the PMI for a successful
8:15:37executing phase.
8:15:41[Music]
8:15:50Welcome to project monitoring and
8:15:52controlling. After watching this video,
8:15:55you will be able to summarize the
8:15:58importance of the project monitoring and
8:16:00controlling phase, describe the
8:16:02integrated change control process,
8:16:05examine the roles and responsibilities
8:16:07of the project manager, and identify
8:16:10essential skills to project monitoring
8:16:13and phase success. Now the monitoring
8:16:16and controlling phase begins when the
8:16:18team produces the first deliverable. In
8:16:21this phase, the team verifies that all
8:16:23deliverables meet the specifications the
8:16:26project manager documents in the project
8:16:28management plan. In addition, the
8:16:30customer accepts the project
8:16:32deliverables. Integrated change control
8:16:35is also a part of the monitoring and
8:16:37controlling phase. Now there are eight
8:16:40monitoring and controlling phase
8:16:42processes. The quality control team
8:16:45inspects and verifies each deliverable
8:16:47the team produces and the team must
8:16:50correct deliverables with defects before
8:16:52transferring them to the customer. The
8:16:55project team validates the scope. The
8:16:57phrase the customer is always right
8:17:00holds true in project management. The
8:17:02deliverable is not complete until the
8:17:05customer accepts it. The project manager
8:17:08and team control the scope, schedule,
8:17:11and cost to meet the baseline
8:17:13commitments made in the project
8:17:15management plan. And the project manager
8:17:18controls resources and resource
8:17:20requirements may change as the project
8:17:23progresses. The project manager must
8:17:26communicate resource needs to the
8:17:28functional managers who oversee the
8:17:30resources. Let's now learn about the
8:17:33four remaining monitoring and
8:17:34controlling phase processes. The project
8:17:37manager monitors communications via the
8:17:40communications management plan which is
8:17:42kept up to date throughout the project.
8:17:45The project manager and team monitor
8:17:47risks and risks must be identified and
8:17:50acted upon if they occur. The project
8:17:53manager controls procurements,
8:17:55communicates with vendors or sellers and
8:17:58monitors them to ensure they produce
8:18:00what is outlined in the contract. And
8:18:03finally, the project manager monitor
8:18:06stakeholder engagement by implementing
8:18:08strategies to keep stakeholder
8:18:10commitment throughout the project. Now,
8:18:13the project manager and team develop an
8:18:16integrated change control process to
8:18:18ensure project change management. If the
8:18:21team does not control change, scope
8:18:23creep may occur. The integrated change
8:18:26control program is part of the project
8:18:28management plan. Sponsors and
8:18:31stakeholders approve this plan and the
8:18:33project manager enforces it.
8:18:35Stakeholders should commit to following
8:18:37this process to ensure a quality end
8:18:40product. So according to the project
8:18:43management institute or PMI, any
8:18:46project's two primary quality goals are
8:18:49to conform to requirements and provide a
8:18:53deliverable that is fit for use. There
8:18:56are three components of an integrated
8:18:58change control program. Process unique
8:19:00to the project. Change log and change
8:19:03form. The roles and responsibilities of
8:19:06the project manager during the
8:19:08monitoring and controlling phase include
8:19:11being accessible to the team and meeting
8:19:14often to stay on top of any issues or
8:19:17defects in the product. Managing
8:19:19effective meetings to ensure
8:19:21communication. Quality control and
8:19:23deliverable acceptance meetings are
8:19:26critical during this phase. Managing
8:19:28change with the integrated management
8:19:30system to ensure all stakeholders adhere
8:19:33to it. Sharing periodic lessons learned
8:19:36whether the product is a success or if
8:19:39there are issues and ensuring defective
8:19:43deliverables are not given to the
8:19:45customer and identifying and correcting
8:19:48defects as soon as possible. To ensure a
8:19:51successful project monitoring and
8:19:53controlling phase, the project manager
8:19:56must do the following. Perfect the 11
8:19:59critical interpersonal skills the PMI
8:20:01defines as essential to success. And we
8:20:05do cover these in another lesson, but as
8:20:07a review, these include effective
8:20:10communication, leadership, motivation,
8:20:13conflict management, negotiation,
8:20:15coaching, political and cultural
8:20:18awareness, influencing, decision-m, team
8:20:21building, and trust building. And the
8:20:24project manager must also understand and
8:20:27acknowledge external stakeholders and
8:20:29customers needs and develop
8:20:31collaboration skills to ensure a
8:20:33successful interaction with both.
8:20:37In this video, you learned that the
8:20:39monitoring and controlling phase begins
8:20:42when the team produces the first
8:20:44deliverable. The customer accepts
8:20:46deliverables that meet the
8:20:47specifications in the project management
8:20:50plan. The integrated change control
8:20:52program has three components. Process
8:20:55unique to the project change log and
8:20:58change form. The project manager and
8:21:01team develop an integrated change
8:21:03control process to ensure project change
8:21:06management. And the project manager's
8:21:09roles and responsibilities in this phase
8:21:12include the 11 PMI interpersonal skills
8:21:15and understanding stakeholders and
8:21:18customers needs.
8:21:22[Music]
8:21:29Welcome to expert viewpoints project
8:21:32failure. In this video, we will hear
8:21:34from project managers discussing what
8:21:36causes project failures and how to
8:21:38overcome these challenges.
8:21:42>> Problem number one, lack of planning.
8:21:45There's a feeling amongst some managers
8:21:47that projects are so simple, all we have
8:21:51to do is just do it. And unfortunately,
8:21:53many, many projects kick off without a
8:21:56true understanding of the customer's
8:21:58requirements and expectations. Before
8:22:01you begin your planning, the first
8:22:03planning step is to sit down with your
8:22:05customer, sit down with the end users.
8:22:07Sit down with the individuals who are
8:22:09going to be impacted by this product or
8:22:11service and truly understand their
8:22:14expectations. What is the current ASIS
8:22:17state and what is the best to be state?
8:22:20And understand where you want to go
8:22:23before you try to get there. The second
8:22:25area that I want to go ahead and discuss
8:22:27is what we call a lack of inclusion.
8:22:30Oftenimes project managers and the team
8:22:33plan in a vacuum. They get to the end of
8:22:35planning. They present the project plan
8:22:37to all of the key stakeholders and the
8:22:39key stakeholders have one reaction. Huh?
8:22:42That is not the reaction that you are
8:22:44looking for. Keep the stakeholders and
8:22:47the key stakeholders informed as the
8:22:49planning occurs. Your mantra should be
8:22:52no surprises. Have the meeting before
8:22:54the meeting. You're going to have to go
8:22:57ahead and get formal sign off from the
8:22:59sponsor and the stakeholder on all of
8:23:01the project plans, but the meeting
8:23:03before the meeting is informal. Get that
8:23:06okay before you go into that formal
8:23:08meeting. And hopefully that formal
8:23:10meeting is a rubber stamp and everybody
8:23:12is happy.
8:23:14>> Some common causes of project failure
8:23:16that I have encountered are poor
8:23:19planning and poor scoping from the
8:23:20get-go, a lack of staffing, and poor
8:23:24leadership.
8:23:25The most common cause of project failure
8:23:27that I've seen over the years is simply
8:23:30a lack of regular, predictable
8:23:32communication by the project manager.
8:23:34It's really easy to get distracted and
8:23:36swept up in fire drills and other
8:23:38people's priorities. Maybe a weekly
8:23:40status report doesn't go out to the
8:23:42client or a team meeting has to be
8:23:44skipped. This, of course, is going to
8:23:46happen from time to time, but if it
8:23:48starts happening a lot, you'll notice
8:23:50that the project team starts to slowly
8:23:52fall apart. Maybe they'll go quiet or
8:23:55there's some confusion on what they
8:23:56should do next. This also makes clients
8:23:59really anxious when they don't know the
8:24:01status of project tasks and they start
8:24:03to feel that things are not in control.
8:24:05All these factors are going to lead to
8:24:07churn and cause huge delays. Probably
8:24:10the top reason projects fail is uh
8:24:13because the right people are not in
8:24:15place to do the jobs that they've been
8:24:16assigned. So what I mean by that is a
8:24:19lot of times I work with teams and
8:24:20there's very talented people but
8:24:22sometimes they're misplaced. So a person
8:24:24may be doing for example project
8:24:27management when he or she should be
8:24:29doing a different type of job um some
8:24:31sort of development or uh you know
8:24:33working with creative um that happens
8:24:35quite a bit in teams um and you'll see
8:24:39projects not functioning properly
8:24:41because people are not in the roles that
8:24:43they should be in. Um, another big cause
8:24:46of project failure is um a lack of
8:24:48vision, a lack of clarity on where the
8:24:50project is going. So, a lot of times I I
8:24:53will see um people that get really
8:24:56excited at the beginning of the project
8:24:57and they think they have a sense of what
8:24:59they need to be delivering. Um but
8:25:01either the scope changes, so upper
8:25:03management or someone on the team will
8:25:05add um new features that need to go into
8:25:07the into the project or um they'll
8:25:10change scope without telling the team
8:25:12and then the team is constantly failing
8:25:14because they're not meeting the demands
8:25:15of the project. um or people just don't
8:25:18know uh what they're supposed to be
8:25:20working on and why they're working on
8:25:21it. So that lack of constant reminding
8:25:24the team and this is the vision, this is
8:25:26what we're doing, this is why we're
8:25:27doing it. Um I think is really important
8:25:29and when that doesn't happen, you see uh
8:25:31projects start to go off the rails and
8:25:33and sometimes fail.
8:25:36The best tips that I can provide you is
8:25:38to be open, have no secrets, communicate
8:25:42effectively. Sometimes
8:25:44at the risk of overcommunicating,
8:25:47give people the information. It's better
8:25:50to give people information twice than
8:25:52not at all. And by all means, do not
8:25:55assume. What is an assumption? Something
8:25:58we believe to be true but have not
8:26:00validated. Assumptions become risks.
8:26:02Risks become issues. And issues become
8:26:05project killers. You may think
8:26:07everything is fine, and that's good. But
8:26:10before you move forward, make sure that
8:26:12you get with somebody and you validate
8:26:14the fact that everything quote unquote
8:26:17is fine.
8:26:19>> And in order to overcome these
8:26:21challenges, well, first it's always
8:26:22really important to understand the full
8:26:24scope of the project before you even
8:26:26begin. And your failure to do so will
8:26:28result in your ultimate failure. And at
8:26:31the onset of a project, you want to
8:26:33really make sure you understand every
8:26:35detail of it. So that means and I like
8:26:38to start from um understanding what the
8:26:40end goal is. So if there's a specific
8:26:42launch date then it's really important
8:26:44to make sure that you understand what
8:26:46that launch date is, what the budget is
8:26:49and then when you move on to resourcing
8:26:51know what resources are required to get
8:26:54through every piece of that project and
8:26:57make sure you have those resources
8:26:59actually available that people have the
8:27:01capacity to fulfill the needs of the
8:27:03project. And lastly, leadership. Um,
8:27:06it's always important to, and I think
8:27:08that can come from um different levels
8:27:12of an organization. If you have
8:27:14leadership above you, it's important to
8:27:17make sure that you have the guidance
8:27:18necessary for you. But if it comes down
8:27:21to yourself, that you are making sure
8:27:23you're accountable for your deliverables
8:27:25and also checking in on the different
8:27:28parts of your team to make sure that
8:27:30everything is on track. At the start of
8:27:33a project, it's good to recommend a
8:27:35communication cadence and format to your
8:27:37client and get their feedback on it. You
8:27:40want to make sure that it's customized
8:27:42to their needs because they are likely
8:27:44circulating that information up to their
8:27:46leadership and they're going to get
8:27:48evaluated on that report. Then always,
8:27:51always, always uh stick to the same
8:27:53predictable cadence and format every
8:27:55time. You're likely going to come across
8:27:57surprises and challenges in your
8:27:59project, but consistent communication
8:28:01should never be one of them because that
8:28:03is in your control. Your clients will
8:28:06feel more at ease and want to work with
8:28:08you again if you show this commitment to
8:28:10predictable behaviors.
8:28:14[Music]
8:28:22Hello and welcome to communications
8:28:24basics. After watching this video, you
8:28:27will be able to summarize the
8:28:30communications model, define technology
8:28:32factors that can impact effective
8:28:34communications, and define various
8:28:37communications methods. Now, the
8:28:40communications model illustrates the
8:28:42complexity of achieving effective
8:28:44communications. It is essential that the
8:28:46project manager understands the
8:28:48communications model in order to reduce
8:28:51the risk of poor or inadequate
8:28:53communications that can lead to project
8:28:55failure. Let's look at four lessons we
8:28:58can learn from the communications model.
8:29:00Lesson one is to encode each message so
8:29:03the receiver can understand it. The
8:29:06project manager should ensure that the
8:29:08message sent is the message received.
8:29:10And this requires both audience analysis
8:29:13and an understanding of how the receiver
8:29:15prefers to communicate. Lesson two is to
8:29:18select the correct medium. Some people
8:29:20prefer to communicate with email while
8:29:23others prefer texts and some
8:29:25stakeholders may not even respond unless
8:29:28you meet face to face. Lesson three is
8:29:31to ensure that all communications have a
8:29:33purpose. The project manager should
8:29:36ensure ahead of time what type of
8:29:38feedback they require and adjust the
8:29:40message as needed. And if no feedback is
8:29:43necessary, the project manager may
8:29:46re-evaluate the purpose of the
8:29:48communications.
8:29:49And finally, lesson four is to be aware
8:29:52of communication blockers. This is the
8:29:55project manager's greatest communication
8:29:57challenge. The project manager should
8:30:00identify blockers and plan to overcome
8:30:03them. Some examples of blockers include
8:30:06culture, language, or the individual's
8:30:08readiness to receive the communication.
8:30:11The Project Management Institute or PMI
8:30:15identifies technology factors that can
8:30:17jeopardize effective communications.
8:30:20First, how urgent is the need to share
8:30:22information? Project managers should try
8:30:25to avoid the priority one syndrome and
8:30:28instead focus on sending the right
8:30:30information at the right time in the
8:30:33right amount to the right person. Every
8:30:35message does not need to be urgent.
8:30:38Second, the availability and reliability
8:30:41of the technology are important. For
8:30:44example, if the project team uses
8:30:46Microsoft SharePoint, the project
8:30:48manager should ensure that all key
8:30:50stakeholders have access to this
8:30:52software and understand how to use it.
8:30:56Third, the project environment plays a
8:30:58big part in effective communications.
8:31:01The project manager should consider how
8:31:03the project team will accomplish
8:31:05communications. Face-to-face
8:31:07communications are the most effective.
8:31:10However, the team may be dispersed in
8:31:12different time zones. In this case,
8:31:15virtual communications may be the only
8:31:17option. And finally, project managers
8:31:20should understand sensitivity and
8:31:23confidentiality considerations by
8:31:25safeguarding communications and ensuring
8:31:28the right audience is targeted. Now the
8:31:31PMI identifies three primary
8:31:34communications methods that project
8:31:36managers should consider and each method
8:31:39requires communications planning and a
8:31:41situational approach. The first primary
8:31:44communications method is interactive
8:31:47communication. Interactive communication
8:31:50occurs between two parties and can be
8:31:53very challenging. The project manager
8:31:56needs to understand the other
8:31:57individual's perspective. preferred
8:31:59communication style, level of knowledge,
8:32:02attitude and more. The second method is
8:32:06push communications. In this method, the
8:32:09project manager sends communications to
8:32:11one or multiple parties without
8:32:13receiving any acknowledgement that the
8:32:15communications were read or understood.
8:32:18The manager should use this type of
8:32:20communication only after reaching a
8:32:22consensus with stakeholders that they
8:32:25understand the purpose of the
8:32:26communication and commit to the process.
8:32:30And finally, the last primary
8:32:32communication method is pull
8:32:33communications. Here the project manager
8:32:37needs to determine and plan for
8:32:39stakeholder communications access needs.
8:32:42Pull communications involve access to
8:32:44information by stakeholders on an
8:32:47ondemand basis.
8:32:49In this video, you learned that the
8:32:52communications model illustrates four
8:32:54lessons the project manager should
8:32:56understand to avoid project failure.
8:32:59Encoding communications, using the
8:33:01correct medium, having a purpose, and
8:33:04being aware of blockers. The PMI
8:33:07identifies four technology factors that
8:33:10can impact effective communications,
8:33:12including urgency, availability, and
8:33:15reliability, environment, and
8:33:17sensitivity, and confidentiality.
8:33:20And the three primary communications
8:33:22methods managers should consider using
8:33:25are interactive, push, and pull
8:33:27communications.
8:33:32[Music]
8:33:40Welcome to communications planning.
8:33:43After watching this video, you will be
8:33:45able to identify the importance of
8:33:48effective communications in a project,
8:33:51describe a three-step approach to
8:33:53managing communications, examine
8:33:55communications management planning
8:33:57techniques, and identify key
8:33:59communications activities for project
8:34:02success.
8:34:03Effective communications can make or
8:34:06break a project. The greater the
8:34:08communications effectiveness, the higher
8:34:10the potential for project success. Let's
8:34:13look at the project manager
8:34:15communication responsibilities
8:34:17throughout the project management
8:34:18institutes or PMI life cycle. First,
8:34:22project managers should ensure that all
8:34:24stakeholders understand the life cycle
8:34:27they will use in the project. Then
8:34:29managers should communicate the location
8:34:32of all critical documents and ensure the
8:34:34team and stakeholders can access them.
8:34:37Managers should also provide an
8:34:39understanding of project roles,
8:34:41responsibilities, and collaboration
8:34:44strategies. Project managers are
8:34:46responsible for conducting problemolving
8:34:49and decision-making communications when
8:34:51needed. In addition, managers should
8:34:54communicate essential tasks to the team
8:34:56and explain the purpose and value the
8:34:59project deliverables provide to the
8:35:01organization. Finally, the project
8:35:04manager should ensure all stakeholders
8:35:06understand the current project status
8:35:08and next steps. It is important to note
8:35:12that the PMI states the communications
8:35:14impact 90% of a project manager's job
8:35:18and if they fail to communicate
8:35:20effectively, the project may fail. The
8:35:23PMI has a simple but effective
8:35:25three-step process to manage project
8:35:28communications and this process follows
8:35:30the plan do check act or PDCA
8:35:34methodology. The first step in this
8:35:37process is to plan communications. Here
8:35:40the project manager develops a
8:35:42communications management plan which
8:35:44defines crucial activities, assigns
8:35:46leads, determines audiences, documents
8:35:49media and timing and describes the
8:35:52purpose of the communications items. The
8:35:55next step is to manage communications.
8:35:58Once the project sponsor approves the
8:36:00communications management plan, the
8:36:03manager can then implement the plan and
8:36:05the team can communicate in accordance
8:36:07with the plan.
8:36:09Now the third step in this PDCA
8:36:11methodology is to monitor
8:36:14communications. In this final step, the
8:36:17team monitors and adjusts communication
8:36:19methods as needed. The project manager
8:36:22monitors and resolves issues and updates
8:36:25the communications management plan as
8:36:27the project progresses and they also
8:36:30assess work performance information and
8:36:32share it in a work performance report.
8:36:35The communications management plan
8:36:37provides a road map and a rhythm to
8:36:40communication. Let's examine the
8:36:42nine-step process to develop and approve
8:36:45a communications management plan. In the
8:36:48first step, the project manager
8:36:50determines if the organization uses a
8:36:52standard communications management plan
8:36:55template. If so, the manager uses the
8:36:58template. In step two, the manager and
8:37:01team brainstorm the project. And since
8:37:04every project is different, the group
8:37:06should determine the essential
8:37:07communications they must execute to
8:37:10ensure success. For step three, the
8:37:13project manager must determine who is
8:37:15included in communications. A best
8:37:18practice is for the manager to review
8:37:20the project's stakeholder register as a
8:37:23starting point. And in almost all cases,
8:37:26someone on this register has a role that
8:37:29requires communications.
8:37:31In step four of developing a
8:37:33communications management plan, the
8:37:35manager documents and defines the
8:37:37purpose of each communications item and
8:37:40its audience. In step five, the project
8:37:43manager determines the best team member
8:37:46to manage the communications item. After
8:37:49confirming the roles and
8:37:50responsibilities of the item lead with
8:37:52the team member, the manager adds the
8:37:55assignment details to the plan. Step six
8:37:58requires the project manager to analyze
8:38:01the audience to determine the most
8:38:03appropriate communications medium and
8:38:05enter this description into the plan.
8:38:08Options of communications mediums
8:38:10include email, messenger, virtual or
8:38:13face-to-face meetings. For step seven,
8:38:16the project manager determines the ideal
8:38:19frequency for each communications item
8:38:22and completes the frequency section of
8:38:24the plan. In step eight, the manager
8:38:27shares a copy of the initial plan with
8:38:29all potential recipients, confirming
8:38:32that they agree and support the
8:38:34communications items that impact them.
8:38:36And finally, in step nine, the project
8:38:39manager shares the communications
8:38:41management plan and ensures version
8:38:43control on past documents as the plan
8:38:46will require updates throughout the
8:38:48project. So while every project is
8:38:52different, there are common activities
8:38:54that the project manager should document
8:38:56in the communications management plan.
8:38:59Let's look at some examples. Managers
8:39:02post status reports and identify when
8:39:04and where the project team will hold
8:39:07meetings. The sponsor and manager
8:39:09discuss the project status and issues in
8:39:12periodic sponsor one-on- ons. An
8:39:16essential activity of building a team is
8:39:18team meetings. The project manager must
8:39:21plan meetings to ensure this interaction
8:39:24happens. Vendor and change management
8:39:26communications are essential to ensure
8:39:29how project managers will accomplish
8:39:31vendor management and how they will
8:39:34review and approve change requests. For
8:39:37larger projects, the team needs to meet
8:39:39periodically to perform risk
8:39:41reassessments, monitor risks, and share
8:39:44issues that occur and the plans to
8:39:47resolve them. Some projects require
8:39:49specific meetings to discuss financial
8:39:52status and resource needs. And finally,
8:39:56resource requirements may change for a
8:39:58variety of reasons. So, it's important
8:40:00that the team periodically meets and
8:40:03validates the resource plan to address
8:40:05shortages and overallocations.
8:40:09In this video, you learned that the
8:40:11project manager's communications
8:40:13responsibilities throughout the PMI life
8:40:16cycle include ensuring stakeholder
8:40:18understanding of the project life cycle,
8:40:21communicating documents to the team,
8:40:23conducting problem solving and
8:40:25decision-making communications and
8:40:28confirming stakeholder understanding of
8:40:30the next steps. Communications impact
8:40:3490% of a project manager's job. The PMI
8:40:38three-step process to manage project
8:40:40communications is planning, managing,
8:40:43and monitoring communications.
8:40:46There are nine steps a project manager
8:40:48should follow to develop and approve a
8:40:51communications management plan. And
8:40:53despite differences in projects, there
8:40:56are common activities that the project
8:40:58manager should always document in the
8:41:00communications management plan.
8:41:05[Music]
8:41:12Welcome to expert viewpoints
8:41:14communications planning. In this video,
8:41:17we will hear from project managers
8:41:19discussing how to effectively
8:41:20communicate.
8:41:23>> I'm going to talk about two key
8:41:25documents. One of them is the
8:41:27stakeholder register. A stakeholder
8:41:29register is a list of key stakeholders
8:41:32that the project manager and the team
8:41:34should develop very early in the
8:41:36project. You identify all stakeholders
8:41:38early. You assign roles and
8:41:40responsibilities. And the key to this
8:41:43document is to gain their commitment to
8:41:45support the project. The second aspect
8:41:48or document that I want to go ahead and
8:41:50talk to is what we refer to as a
8:41:52communications management plan. Once we
8:41:55get into the planning
8:41:57phase, what we're going to do is we're
8:42:00going to take a look at that stakeholder
8:42:02register and we're going to determine
8:42:03who needs to be communicated with. In
8:42:06the communications management plan, we
8:42:08define a number of things. Number one,
8:42:10what do we want to communicate? Number
8:42:12two, to whom are we going to
8:42:13communicate? Number three, when are we
8:42:15going to communicate? Number four, how
8:42:17are we going to communicate? And very
8:42:20importantly, number five, why are we
8:42:22going to communicate
8:42:24this particular information to these
8:42:26stakeholders? As a rule, anyone who's on
8:42:29the stakeholder register should show up
8:42:31in the communications management plan.
8:42:33If they're important enough to have a
8:42:35role and responsibility, they're
8:42:37important enough to be able to receive
8:42:39information.
8:42:41To plan to effectively communicate with
8:42:43key stakeholders in a project, it's
8:42:46important to establish what cadence you
8:42:48want to use first. So, for example, at
8:42:52the onset of a project, I like to
8:42:53establish whether or not we'll be
8:42:55checking in weekly or bi-weekly or if
8:42:59they need a larger check-in at any
8:43:01period of the month. basically establish
8:43:03what cadence you want to be able to have
8:43:06and then how how ingrained in the
8:43:08details um other stakeholders want to
8:43:10be.
8:43:12At the start of any project, I always
8:43:14create a communication plan detailing
8:43:17key stakeholders, their role, and how
8:43:19and when they're being communicated to.
8:43:22And the time and the effort I spend on
8:43:23this always matches the size of the
8:43:25project and the needs and the
8:43:26expectations of the stakeholders. So for
8:43:29example, maybe a small project might
8:43:32require just a quick table and a
8:43:34PowerPoint slide as the communication
8:43:36plan. But for a big project like a
8:43:39product launch moment, it might require
8:43:41a racy chart in Excel or in PM software.
8:43:45And that might need formal interviews um
8:43:48conducted across multiple stakeholder
8:43:50groups to really understand how your
8:43:52project reports are being socialized and
8:43:54who depends on them.
8:43:58Setting up a communication plan for a
8:44:00project um is a little can be a little
8:44:02tricky because each project may demand a
8:44:05certain set of communication tools and
8:44:07for each project you're working with a
8:44:09different set of stakeholders and a
8:44:11different set of people that are
8:44:13actually doing the work. So, you know,
8:44:15this is really about um you know,
8:44:16stakeholder communicate uh communication
8:44:19um and really understanding who your
8:44:22stakeholders are is going to be a an
8:44:24important factor in figuring out how
8:44:26best to communicate.
8:44:28>> Once again, I'm going to point you to
8:44:30the stakeholder register and
8:44:31communications plan. But more than just
8:44:34developing them, you want to go ahead
8:44:36and have the meeting before the meeting.
8:44:38Pre-coordinate these. Make sure that
8:44:40anyone who's on the stakeholder register
8:44:42with a role and responsibility or anyone
8:44:45who is in the communications management
8:44:47plan realizes that they have a role to
8:44:49play and there are certain aspects of
8:44:51communications that they have to be
8:44:53aware of as well. Have that standard
8:44:56stakeholder register communications
8:44:58management plan and make sure that they
8:45:01are available and accessible to all of
8:45:04the different stakeholders as well. In
8:45:06addition, I'm going to introduce a new
8:45:08acronym to you, MBWAT.
8:45:12I learned this a long time ago. It
8:45:13stands for management by walking and
8:45:16talking. And while MBWAT, management by
8:45:19walking and talking, may not necessarily
8:45:21be a tool. It is a very very strong
8:45:24technique. You can have multiple issues
8:45:27impact you in a project. And if you do
8:45:30not get out and see the people, visit
8:45:33the stakeholders, build those
8:45:34relationships, those issues may catch
8:45:38you by surprise. In addition, some
8:45:40project managers will try to manage
8:45:42issues via email. Don't get me wrong,
8:45:45email is a great methodology. However,
8:45:48you can accomplish more in one
8:45:50face-to-face meeting than you probably
8:45:52can through a number of different emails
8:45:54as well.
8:45:56>> I have used different types of software.
8:45:59I have used ASA, I have used Smart
8:46:02Sheets, I have in some instances used
8:46:04Jira, but ultimately you'll want to find
8:46:06the software that makes sense for you.
8:46:09My preference for those types of
8:46:10software is that it's really easy to
8:46:12have different watchers on specific
8:46:15types of a project. So, you can tag
8:46:18certain stakeholders, you can create
8:46:20reports, you can um create tickets and
8:46:24resolve them from there. So, those are
8:46:27some tools that I like. It's really
8:46:28important to research and take a look at
8:46:30tools that you'd want to use for your
8:46:32own project as well.
8:46:35It's hard to recommend a specific tool
8:46:37or technique for stakeholder
8:46:38communication because clients and their
8:46:40needs are always going to be so
8:46:41different depending on the project and
8:46:44the company. So, the best advice that I
8:46:46can give is just to be comfortable with
8:46:48a wide range of PM tools so you can
8:46:50adapt to what's needed. For example, I'm
8:46:53a visual person. I love PowerPoint
8:46:56decks, but I know that some clients only
8:46:58want to see numbers in a PowerBI report,
8:47:00and so I cater to their needs. It's
8:47:03critical to interview clients at the
8:47:05start of a project to understand what
8:47:07their specific style is. What do they
8:47:09want to see? What has worked well for
8:47:11them in the past and why?
8:47:15[Music]
8:47:22Welcome to manage communications part
8:47:25one. After watching this video, you will
8:47:28be able to describe key communication
8:47:31methods and identify key communication
8:47:34challenges.
8:47:35So managing communications occurs after
8:47:38the communications management plan has
8:47:41been approved. Note the communication
8:47:43plan is discussed in another video.
8:47:46Communication activities must be
8:47:48effective as the project moves into the
8:47:51execution phase.
8:47:52Now there are different communication
8:47:54methods a project manager might need to
8:47:57use on a project. These include
8:47:59interpersonal communication, small
8:48:02groupoup communication, and large or
8:48:04public group communication. A project
8:48:07manager is responsible for selecting
8:48:09methods that meet the needs of the
8:48:11project and stakeholders. Let's look at
8:48:14some tips to make these methods
8:48:15effective. Interpersonal communication
8:48:18is necessary and is an exchange between
8:48:21two individuals. It is critical to
8:48:24understand various communication styles
8:48:27and the needs of all members of the
8:48:29project team to ensure communications
8:48:31are satisfactory and yield results. Some
8:48:35stakeholders are analytical and want to
8:48:37get to the point. Others are structural
8:48:40and want to be organized. Some may be
8:48:43social and go with the motto, let's work
8:48:45together. And some others may be
8:48:47conceptual and say, "Let's explore the
8:48:50opportunities."
8:48:52Small group communication is also a
8:48:54common method to share information. And
8:48:57in a small group communication, the
8:48:59project manager determines who needs to
8:49:02be in a meeting or on a chat, invites
8:49:04only those who need to be at the
8:49:06meeting, shares an agenda, sets clear
8:49:09goals and objectives, and shares minutes
8:49:12and action items when the meeting is
8:49:14complete. Finally, a project manager may
8:49:18need to communicate with a large group
8:49:20or publicly. Here, careful preparation
8:49:23is essential. The project manager must
8:49:26ensure the communication portrays
8:49:28information that was reviewed and serves
8:49:31the needs of the organization. Methods
8:49:34that work for some stakeholders may not
8:49:36work for others. They must understand
8:49:39the audience, understand their
8:49:41information needs, and plan
8:49:43communications accordingly.
8:49:45So, we've reviewed different
8:49:47communication methods. Now, let's
8:49:49discuss a few types of communication
8:49:51mediums. The medium types include
8:49:54face-to-face conversations, instant
8:49:56messaging, emails, and video calls.
8:50:00Select the medium that best meets the
8:50:02needs of stakeholders. For example, if
8:50:05team members work remotely, face-toface
8:50:07is not the best option. Select a call or
8:50:10video conference. And you also need to
8:50:13decide if the meeting is impromptu or
8:50:16scheduled. Remember, a method or medium
8:50:19that works for some stakeholders may not
8:50:21work for others. Share the right
8:50:24information with the right people using
8:50:26an appropriate medium. Understand the
8:50:29audience. Understand their information
8:50:31needs and plan your communications
8:50:34accordingly. A one-sizefits-all
8:50:36communication methodology will not
8:50:39always yield positive results. So while
8:50:42communication must be effective, it is
8:50:45arguably a difficult interpersonal skill
8:50:47to perfect, anticipate communication
8:50:50challenges as the project progresses.
8:50:53The most common challenges include
8:50:55insufficient competence in
8:50:57communication, inability to comprehend
8:51:00communication styles and nonverbal
8:51:02communication, dealing with commitment
8:51:05issues, and providing feedback to team
8:51:08members. Communication competence
8:51:10includes tailoring communication,
8:51:13ensuring the purpose of communications
8:51:15is clear, building effective
8:51:17relationships to enhance communications
8:51:20success, and displaying proper
8:51:22leadership behavior to support
8:51:24communications. Strive to improve your
8:51:27communication competence whenever
8:51:29possible. Now, since different
8:51:31stakeholders have different
8:51:33communication styles, the PMI recommends
8:51:36that all project managers consider
8:51:38completing an assessment of their
8:51:40communication style and be aware of the
8:51:43styles of others. Also, be aware that
8:51:46messages are not simply covered with
8:51:49words. A project manager also
8:51:51communicates non-verbbally through
8:51:54expressions, gestures, and tone of
8:51:56voice. Ensure you are aware of your
8:51:59non-verbal mannerisms and take the next
8:52:02step to self-manage them. Now, the high
8:52:05level of excitement present when a
8:52:07project is initiated often decreases
8:52:10over time. A project manager must detect
8:52:13when the team's commitment levels drop
8:52:15and take action to motivate the impacted
8:52:18stakeholders and team. And a project
8:52:21manager also needs to hold stakeholders
8:52:24accountable for commitments to achieve
8:52:26project goals. Now, a project manager
8:52:29should provide feedback to the team.
8:52:32Feedback mitigates the risk of poor
8:52:34performance and accentuates and rewards
8:52:37the positive. When feedback is not
8:52:40provided, team members assume they are
8:52:42performing adequately when perhaps
8:52:45performance is lacking. Remember to
8:52:47provide positive feedback. Positive
8:52:50feedback reinforces good behaviors and
8:52:52skills and is a great tool for
8:52:55motivating team members.
8:52:58In this video, you learned that managing
8:53:00communications occurs after the
8:53:03communications management plan is
8:53:04approved. Three types of communication
8:53:07methods include interpersonal, small
8:53:10groupoup, and large group communication.
8:53:13And five key communication challenges
8:53:15include communication competence,
8:53:18communication style comprehension,
8:53:20nonverbal communication comprehension,
8:53:23commitment management, and providing
8:53:25feedback.
8:53:29[Music]
8:53:36[Music]
8:53:39Welcome to manage communications part
8:53:42two. After watching this video, you will
8:53:45be able to explain key communication
8:53:48skills essential to succeed. So there
8:53:51are various interpersonal and team
8:53:54skills that are essential to improve
8:53:56communication as shared by PMI. These
8:53:59include conducting effective meetings,
8:54:02active listening, conflict management,
8:54:06networking, and cultural and political
8:54:09awareness.
8:54:11Now, meetings are a constant for a
8:54:13project manager, and numerous studies
8:54:15cited meetings as a huge time waster in
8:54:18the opinion of managers. Project
8:54:20managers must learn how to mitigate this
8:54:23risk. Ensure meetings are well planned,
8:54:26have an agenda with a well-defined
8:54:28outcome, and are conducted in an
8:54:30organized and efficient manner. Only
8:54:33have meetings when necessary, and ensure
8:54:36the right people are invited and
8:54:38available. Active listening is another
8:54:41key to your success. Techniques that
8:54:43help with active listening include
8:54:45acknowledging the conversation,
8:54:47clarifying, and confirming that you
8:54:50understand. Paraphrasing is also a great
8:54:53tool to show understanding. Perfecting
8:54:55your active listening skills will
8:54:57improve the quality of communication,
8:55:00enhance your relationships, and garner
8:55:02additional levels of respect. So,
8:55:05conflict occurs when two or more parties
8:55:08have differing opinions or ideas.
8:55:11Conflict can be categorized as
8:55:13functional or dysfunctional. Functional
8:55:16conflict occurs when there are
8:55:17conflicting ideas that when discussed
8:55:20lead to a better solution. Dysfunctional
8:55:23conflict occurs when conflicting ideas
8:55:25lead to anger, frustration, and lost
8:55:28time. Now, conflict will occur. So, a
8:55:32project manager must establish a safe
8:55:34environment where all stakeholders feel
8:55:36free to share ideas in a constructive
8:55:39manner.
8:55:40Effective networking provides access to
8:55:43multiple information sources such as
8:55:46establishing cross team collaboration
8:55:48and garnering expertise in the
8:55:50organization from outside the project
8:55:53team. Networking helps solve problems
8:55:55and influence stakeholder support.
8:55:58Lastly, understanding the differences
8:56:01between individuals, groups, and
8:56:03organizations is critical. In addition,
8:56:06recognition of the project environment
8:56:08and power dynamics, both formal and
8:56:11informal, can impact success.
8:56:14In this video, you learned that the five
8:56:17key interpersonal and team skills
8:56:20essential to effective communications as
8:56:22shared by PMI are conducting effective
8:56:25meetings, active listening, conflict
8:56:28management, networking, and cultural and
8:56:31political awareness.
8:56:35[Music]
8:56:43Welcome to manage communications tools
8:56:46and techniques. After watching this
8:56:49video, you will be able to summarize
8:56:52active listening, explain the importance
8:56:54of effective conflict management, and
8:56:57explain the concept of cultural and
8:56:59political awareness when sharing
8:57:01information.
8:57:03Now, active listening is a critical
8:57:05skill essential to effective
8:57:07communication. So, let's look at seven
8:57:09steps that summarize active listening.
8:57:12And this is also a great guide to
8:57:14improve active listening skills. Being
8:57:17attentive. The project manager should
8:57:19give the other party their full
8:57:21undivided attention. Asking open-ended
8:57:24questions. Active listening enables the
8:57:27project manager to learn about various
8:57:29subjects in depth. Asking probing
8:57:32questions, understanding the basic
8:57:34premise of the conversation, and asking
8:57:36follow-up questions ensures effective
8:57:39communication. Requesting clarification.
8:57:42The project manager should ensure that
8:57:44the message sent was the message
8:57:46received. Paraphrasing by repeating what
8:57:50they understood, the project manager can
8:57:52ensure everyone is on the same page.
8:57:56Being attuned to and reflecting
8:57:58feelings. Project managers should watch
8:58:01the non-verbal cues, listen to voice
8:58:03tone, and reflect passion where
8:58:06appropriate. And finally, summarizing.
8:58:09Project managers reflect on the
8:58:11conversation and ensure mutual
8:58:14understanding of the next steps
8:58:15discussed.
8:58:17Now, conflicts will happen and may be
8:58:19caused by resource availability,
8:58:22scheduling, budget, priorities, personal
8:58:25work styles, personalities, and more.
8:58:28Proactively recognizing and dealing with
8:58:30conflict can lead to greater
8:58:32productivity and fewer issues. And
8:58:35conflict can be both functional and
8:58:38dysfunctional. Ways to reduce the risk
8:58:40of dysfunctional conflict and encourage
8:58:43functional conflict include setting
8:58:46ground rules and norms, having a solid
8:58:49and agreed upon communications
8:58:51management plan, having well-defined
8:58:53roles and responsibilities, and having
8:58:56productive team meetings.
8:58:59The Project Management Institute or PMI
8:59:02states five potential techniques for
8:59:04resolving conflict. Collaborate, problem
8:59:07solve. With this favored conflict
8:59:10method, also known as win-win, project
8:59:13managers incorporate multiple
8:59:15viewpoints, show a cooperative attitude,
8:59:18and strive for consensus and commitment.
8:59:21Compromise reconcile. This technique is
8:59:24not preferred, but is often necessary
8:59:26when the collaborate problem solve
8:59:28technique is not possible. also known as
8:59:31lose-lose. Each party receives something
8:59:34with this technique but must also give
8:59:36up something in return. Then we have
8:59:40force direct also known as win-lose. In
8:59:43this technique, one viewpoint is pushed
8:59:45at the expense of another so that the
8:59:47second party may not have a say in the
8:59:50matter and this method is preferred
8:59:52during emergencies but should not be the
8:59:54default conflict management mode.
8:59:57Withdraw avoid. Now, this method is not
9:00:00preferred long-term as it involves
9:00:02retreating or postponing a decision
9:00:05though this can sometimes be positive as
9:00:08it can reduce emotions and allow for
9:00:10better preparation to move forward. And
9:00:13finally, we have smooth accommodate. The
9:00:16areas of agreement are emphasized rather
9:00:19than the differences. Needs are
9:00:21postponed to maintain harmony and
9:00:23relationships. And while this technique
9:00:26may be effective in certain situations,
9:00:28it is not long-term.
9:00:31Project managers should adapt
9:00:33communications to accommodate
9:00:35individual, group, and organizational
9:00:37differences and minimize understandings
9:00:40and miscommunication.
9:00:42The benefits of improving cultural
9:00:44awareness include increasing
9:00:47communication, increasing respect and
9:00:49understanding of the advantages a
9:00:51diverse culture can provide, enhancing
9:00:54the ability to lead effectively,
9:00:56improving the workspace environment, and
9:00:59ensuring successful globalization.
9:01:02Now a project manager can potentially
9:01:04possess many forms of power and some
9:01:07powers are based on position while other
9:01:10powers must be earned. This PMI area of
9:01:14focus includes five powers. Formal
9:01:17authority or position power is based on
9:01:19the position. A project manager has
9:01:22authority over the project charter to
9:01:24plan and execute the project and may
9:01:27request resources for project planning.
9:01:30Reward power is the project manager's
9:01:33ability to gain support from the team
9:01:35and stakeholders due to the project
9:01:38manager's ability to provide salary
9:01:40promotions or future work assignments.
9:01:44Penalty power is the project manager's
9:01:46ability to take punitive action when
9:01:48team members or stakeholders do not
9:01:51perform satisfactorily and this power
9:01:54should be used sparingly and with
9:01:56caution. The project manager gains
9:01:59expert power when the team and
9:02:01stakeholders perceive the project
9:02:03manager as knowledgeable. The team must
9:02:06perceive this knowledge as functional
9:02:08expertise that they consider essential.
9:02:12Project managers must earn expert power.
9:02:15And finally, reference power is the
9:02:18ability of the project manager to gain
9:02:20support because the team and
9:02:22stakeholders feel personally attracted
9:02:24to the project manager or the project.
9:02:28In this video, you learned that active
9:02:30listening is a skill essential to
9:02:32effective communication. Project
9:02:35managers can reduce dysfunctional
9:02:37conflict and encourage functional
9:02:39conflict. The five techniques the PMI
9:02:42recognizes for resolving conflict are
9:02:45collaborate, problem solve, compromise,
9:02:48reconcile, force, direct, withdraw,
9:02:50avoid, and smooth accommodate. Project
9:02:54managers should be culturally and
9:02:56politically aware and project managers
9:02:59can possess powers. And we reviewed five
9:03:02powers the PMI emphasizes.
9:03:07[Music]
9:03:16Welcome to monitor communications.
9:03:19After watching this video, you will be
9:03:21able to summarize communications
9:03:24monitoring responsibilities, summarize
9:03:26effective meeting management techniques,
9:03:29describe best practices in virtual
9:03:31communications, and identify how the
9:03:34project management institute or PMI code
9:03:37of ethics impacts effective
9:03:39communications.
9:03:41Communication requirements change as a
9:03:43project progresses. The project manager
9:03:46has several responsibilities to maintain
9:03:48good communication practices throughout
9:03:50the project. We will look at seven of
9:03:52these responsibilities.
9:03:54The first three are continuing to
9:03:57monitor work performance information
9:03:59impacting the project and communicating
9:04:01important information out, ensuring
9:04:04stakeholders follow the integrated
9:04:06change control process as all changes
9:04:09must be approved before implementation
9:04:11to avoid scope creep and keeping the
9:04:14communications management plan up to
9:04:16date and ensuring version control is
9:04:19maintained.
9:04:21Let's now look at the last four project
9:04:23management communication
9:04:24responsibilities.
9:04:26Updating the stakeholder register,
9:04:28especially if new stakeholders are
9:04:30identified to support the project.
9:04:32Stakeholders whose support is no longer
9:04:34needed should be thanked and removed
9:04:36from the plan. Managing and updating the
9:04:39issue log and proactively addressing
9:04:41issues. Issues may be project or
9:04:44personnel related and include blockers,
9:04:47stakeholder questions or problems that
9:04:50need a solution. Continuing to develop
9:04:52and manage the team with meetings and
9:04:55discussions. While email is convenient,
9:04:58it should not be the primary
9:04:59communications method. Face-to-face
9:05:02communication is preferred. And lastly,
9:05:05conveying the importance of conducting
9:05:07and documenting lessons learned to
9:05:10assist future projects. communicating
9:05:12successes and disappointments with
9:05:14stakeholders.
9:05:16Now, meetings are necessary and the
9:05:18project manager should ensure all
9:05:20meetings are meaningful and provide
9:05:22value to participants by following 10
9:05:25meeting rules. Let's look at the first
9:05:27five meeting rules. Rule one, meeting
9:05:30goals are clear and actionable. Rule
9:05:33two, an agenda should always be shared.
9:05:36A best practice for agendas is the 4824
9:05:40rule, meaning the agenda should be sent
9:05:42out 48 hours prior to the meeting and
9:05:45the meeting minutes or notes should be
9:05:47sent out no later than 24 hours after
9:05:50the meeting. Rule three, publish minutes
9:05:53to act as a reminder on the next steps
9:05:55and so that action items are defined.
9:05:58Rule four, share the purpose of the
9:06:00meeting with attendees. Evaluate who
9:06:03should be at the meeting and who does
9:06:05not need to be. Some members may be able
9:06:07to review minutes for needed
9:06:09information. And rule five, share
9:06:12materials and pre-work 48 hours before
9:06:15the meeting. Many meetings fail to
9:06:17achieve objectives due to stakeholders
9:06:20guessing what the meeting is about
9:06:21during the meeting. Now, let's look at
9:06:24the remaining five meeting rules a
9:06:26project manager should employ to ensure
9:06:28meetings are meaningful and valuable.
9:06:31Rule six, provide opportunities to team
9:06:34members to facilitate certain meetings.
9:06:37Rule seven, hire a notetaker when
9:06:39comprehensive notes are required to
9:06:41ensure the project manager can focus on
9:06:43the meeting. Rule eight, assign owners
9:06:47to action items and ensure stakeholders
9:06:49leave the meeting with an understanding
9:06:51and commitment to accomplishing their
9:06:53tasks. Rule nine, practice
9:06:56nonattribution.
9:06:58A meeting environment should allow
9:06:59stakeholders to feel comfortable and
9:07:02safe sharing ideas and opinions that may
9:07:04contradict others. There may be times
9:07:07when stakeholders want to discuss issues
9:07:10not pertinent to the current meeting.
9:07:12And when this occurs, use what is called
9:07:14a parking lot method to provide a space
9:07:16for comments, discussions, or questions
9:07:19that are not related to the current
9:07:21meeting's agenda. By placing these
9:07:23topics to the side, they are not being
9:07:26ignored, but will be dealt with later.
9:07:29And finally, rule 10, end the meeting
9:07:31early if the objectives are met. Meet
9:07:34for purpose, not just to fill up time.
9:07:37So, virtual communication requirements
9:07:40are a necessity in today's global
9:07:42environment where stakeholders and team
9:07:44members may not be able to meet face to
9:07:47face. The Project Management Institute
9:07:49or PMI recognizes the following best
9:07:53practices for virtual communication.
9:07:56Planning regular and clear
9:07:57communications to avoid communication
9:07:59gaps. Defining roles and
9:08:02responsibilities early in the project.
9:08:05Using best meeting practices such as
9:08:07agendas and publishing the minutes.
9:08:10Developing meeting norms and ground
9:08:12rules and sticking with them. Striving
9:08:15to have a shared vision, outcome, and
9:08:17sense of purpose. Promoting an open team
9:08:20culture where all team members are
9:08:22listened to, respected, and comfortable
9:08:25asking others for help. Building
9:08:27relationships, rapport, and trust.
9:08:30Understanding team members perspectives
9:08:32and how they prefer to work. Using
9:08:35familiar technology and providing
9:08:37technology training when necessary.
9:08:40requesting virtual meeting members
9:08:42activate their camera when speaking,
9:08:44promoting use of screen sharing
9:08:46technology, and finally using a common
9:08:49repository that all can easily access.
9:08:53Now, PMI defines four values that drive
9:08:56effective communications in their code
9:08:58of ethics, which are responsibility,
9:09:01respect, fairness, and honesty. PMI
9:09:04defines responsibility as the duty to
9:09:07take ownership for the decisions we make
9:09:09or fail to make, the actions we take or
9:09:12fail to take, and the consequences that
9:09:15result. Project managers have a duty to
9:09:18set a positive example and to accept
9:09:20accountability for the project. PMI
9:09:23defines respect as duty to show a high
9:09:26regard for ourselves, others, and the
9:09:29resources entrusted to us. Project
9:09:32managers who show respect for others
9:09:34receive respect in return. PMI defines
9:09:38fairness as duty to make decisions and
9:09:41act partially and objectively. A project
9:09:44team is a close-knit group and project
9:09:47managers should strive to create an
9:09:49environment of fairness. And finally,
9:09:52PMI defines honesty as duty to
9:09:55understand the truth and act in a
9:09:58truthful manner both in our
9:09:59communication and in our conduct.
9:10:02Project managers should be honest and
9:10:05truthful to the team.
9:10:07In this video, you learned the primary
9:10:10responsibilities of a project manager
9:10:12when monitoring communications, 10
9:10:14meeting rules for effective meetings,
9:10:17PMI's best virtual communication
9:10:20practices, and PMI's four values to
9:10:23drive communication.
9:10:28[Music]
9:10:34Welcome to Expert Viewpoints, Monitoring
9:10:36and Controlling Communications. In this
9:10:39video, we will hear from project
9:10:41managers discussing monitoring and
9:10:43controlling communications.
9:10:46I could probably spend hours on this
9:10:47particular subject, but I'm going to
9:10:49narrow it down to two key tips. Tip
9:10:52number one, know your audience. Not
9:10:54everybody is the same. Different people
9:10:56have different communication styles. You
9:10:59as a project manager need to understand
9:11:01what that communication style is, how
9:11:04people are most comfortable
9:11:05communicating, and whenever possible,
9:11:08try to adapt your style to fit the needs
9:11:11of the audience. In addition, adjust
9:11:14your media. What is the definition of
9:11:16insanity? You've probably heard this
9:11:18before. It's doing the same thing over
9:11:20and over again and getting the same
9:11:22unsatisfactory or poor results. So,
9:11:25here's a case in point. Say you send out
9:11:27three emails and the stakeholder does
9:11:29not respond. Don't send out that fourth
9:11:32email. Try a different media to go ahead
9:11:35and reach them.
9:11:38To ensure the quality of communication
9:11:40remains constant throughout a project,
9:11:42it's important to establish what cadence
9:11:45of communication you're going to have at
9:11:48the beginning of the project. Whether
9:11:50that means scheduling daily standups,
9:11:52weekly check-ins, larger check-in
9:11:55meetings after having weekly check-ins
9:11:58is up to you and the rest of the project
9:12:00stakeholders. But it's important to
9:12:02ultimately establish what that cadence
9:12:04is going to be and stick through it. And
9:12:06then in order to make sure that that
9:12:08cadence is stuck through, it's helpful
9:12:10to have those reoccurring meetings set
9:12:12from the beginning. Just put it on the
9:12:14Google calendar, set a recurring meeting
9:12:15time, and it's there. And then with
9:12:17that, I also like to include writing
9:12:19meeting notes. So I use Google Docs. And
9:12:23within that, I like to have all of our
9:12:25meeting notes in there for every single
9:12:27time that we meet with our vendors and
9:12:30stakeholders, so we have a record of
9:12:31what we've discussed. And then it also
9:12:33gives us a good template to follow
9:12:35through for the rest of our meetings.
9:12:37It's also really helpful to have uh
9:12:39weekly email check-ins as well. I find
9:12:42uh it's good to send an end of the week
9:12:46recap that just runs through what the
9:12:48accomplishments are, what any blockers
9:12:50are, if there are any blockers, what are
9:12:52we doing to solve for those blockers,
9:12:54and also call out if there's any piece
9:12:56of the project that needs to be
9:12:58escalated.
9:13:00When you have a communication plan, uh
9:13:03it can be very easy to let that
9:13:04communication plan slip as a project is,
9:13:06you know, well underway and people are
9:13:08doing their jobs and they get the a
9:13:10sense of what's happening. You might
9:13:12find yourself, particularly over a
9:13:14couple of milestones in a project,
9:13:15repeating the same information. I'm
9:13:17going to send out the status report.
9:13:19Nothing has really changed because our
9:13:20milestones are a couple of weeks out.
9:13:22So, we're having the same um essentially
9:13:24the same information uh over and over
9:13:27again. And that can get a little um
9:13:29tedious, but what it does do, I think,
9:13:32is build discipline. So, if you have a
9:13:34plan, I'm going to send out status twice
9:13:36a week. Um you send you should send out
9:13:39status twice a week. If you're going to
9:13:41do a daily recap of the day's work, do a
9:13:44daily recap of the day's work and just
9:13:46be disciplined about it. And sometimes
9:13:48if the information hasn't changed that
9:13:50much, you can copy and paste from the
9:13:52last status report and then just make
9:13:54minor modifications as needed. The other
9:13:57technique that I found that really helps
9:13:59is that as soon as I send out a status
9:14:01report, I start the next one. So, I'll
9:14:03create a template. I if it's a word
9:14:05document or even if it's a message, you
9:14:07know, something in a message board, I'll
9:14:09start something in a notepad um in a
9:14:12digital notepad and I'll start my next
9:14:14status report. And as things change in
9:14:16that whatever that cadence is for your
9:14:18communications, as things change, I
9:14:21write them down. And then by the time
9:14:23it's, you know, that the the moment
9:14:25comes to send out that next status
9:14:26report, you've essentially created it
9:14:28because you've been doing it um over the
9:14:30course of a few days
9:14:32>> to make sure that everything is
9:14:33consistent with communication throughout
9:14:35a project. It's great to already have
9:14:37processes in place. This is where your
9:14:40PMO organization is super helpful for
9:14:43you. First off, if you already have
9:14:46pre-planned out templates on what your
9:14:49status reports will look like, your
9:14:52weekly reports, whatever it might be, or
9:14:54even presentations, that way, everyone
9:14:57already knows what they're expecting.
9:15:00When you have that expectation, they're
9:15:02able to easily reference it for future
9:15:05and they know what's coming. Be timely
9:15:07about your communications as well.
9:15:09If I'm using
9:15:11data as part of my communications, I
9:15:15like to always make sure that I'm
9:15:17pulling that data from the same place so
9:15:19that week after week um my data points
9:15:22don't look different. I'm not reporting
9:15:24on man hours one week and team hours
9:15:27another week or I'm not reporting on
9:15:30number of tasks done versus number of
9:15:33project objectives met. I'm always
9:15:36constantly communicating the same data
9:15:38and the same information to the
9:15:41stakeholders. So again, they know what
9:15:43to expect. They know what to look for.
9:15:45They can think through what questions
9:15:46that they want to ask. And it just helps
9:15:48keep the quality of the communications
9:15:52consistent.
9:15:53>> The stakeholder register and
9:15:55communications management plan. As the
9:15:57project evolves, things are going to
9:15:59change. Stakeholders are going to come
9:16:01and they're going to go ahead and go.
9:16:03The different communication requirements
9:16:05early in the project are going to change
9:16:08as the project progresses. Stay a breast
9:16:11of those changes. Update your
9:16:13stakeholder register. Update your
9:16:15communications management plan and make
9:16:17sure that all of the key stakehold
9:16:19stakeholders are aware of those
9:16:21adjustments and updates. In addition,
9:16:24people are people. Sometimes personal
9:16:26issues are are going to occur. As a
9:16:29project management manager, going back
9:16:31to MBWAT, management by walking and
9:16:34talking, you need to get out and meet
9:16:36your people. If there is an issue,
9:16:39chances are pretty good that issue is
9:16:40not going to come to you. Sometimes you
9:16:43have to go out and find it. And in
9:16:45addition, if you suspect that there are
9:16:47going to be some personnel issues, some
9:16:49resource challenges, have a backup plan.
9:16:53Do your best to go ahead and support
9:16:55your people, but also have a backup plan
9:16:57just in case to go ahead and support
9:17:00your project.
9:17:02Number one is a lack of commitment. This
9:17:05is a huge risk. You need to take time to
9:17:08determine the required levels of
9:17:10commitment from each particular
9:17:12stakeholder and then determine a
9:17:15strategy to go ahead and get them to
9:17:17where they may be need to be. There may
9:17:21be some stakeholders that only require
9:17:24support. There may be others who need to
9:17:26be leading. You need to identify what
9:17:29that level of commitment is and those
9:17:31strategies that you employ need to be
9:17:32effective in moving them in that right
9:17:35direction. Number two, poor
9:17:38collaboration. Again, develop that
9:17:40stakeholder register. Develop that
9:17:42communications management plan. Make
9:17:45sure that all of the key stakeholders
9:17:47understand their roles and
9:17:48responsibilities and commit to these
9:17:50roles and responsibilities before you
9:17:53finalize that particular document. Make
9:17:55sure that they they understand it and
9:17:57make sure that they're ready to go ahead
9:17:59and commit and follow through so that
9:18:02you can meet the goals of the project.
9:18:04You can meet your needs and you can meet
9:18:07their needs as well. Um, I think it's
9:18:09worth saying that you don't want to do
9:18:12too much in a communication plan because
9:18:14if you are going to remain consistent,
9:18:17the more you overburden your
9:18:18communications, the more difficult it is
9:18:21going to be to do it regularly and
9:18:23consistently.
9:18:25The more you overburden your
9:18:26communications, the more difficult it's
9:18:28going to be to do regularly and
9:18:30consistently. So, if your communication
9:18:32plan always involves taking a number of
9:18:34screenshots or filling out a spreadsheet
9:18:36and creating a word doc and you're
9:18:38trying to do that multiple times a week
9:18:40or even once a week, the more friction
9:18:43that you put in front of yourself for
9:18:44your communication plan, the less you're
9:18:46going to be inclined to do it. So, I
9:18:47would say, you know, you can also
9:18:49mitigate risk by keeping your plan um
9:18:52fairly simple, uh fairly, you know,
9:18:55succinct and and and concise. Um, and
9:18:59that will also help you remain
9:19:00consistent so that you're you're it's
9:19:02easy easy to do. If you can templatize
9:19:04things, whether it be a document or um a
9:19:07slack message or even a spreadsheet,
9:19:09keep it templatized and then you just,
9:19:11you know, easily fill in those lines in
9:19:13a spreadsheet or fill in that template
9:19:15in a document.
9:19:17>> To make sure communication is effective,
9:19:20it must be clear. Unclear messages just
9:19:23cause miscommunication.
9:19:26From there also we have a lack of
9:19:28transparency.
9:19:29Give a responsible reasonable timeline.
9:19:33If you're saying it's going to be done
9:19:34next week and it's really going to be
9:19:36done about a month from now because
9:19:38there's potential risk that are
9:19:39involved, do not say it's going to be
9:19:42next week just to make your boss happy.
9:19:45Lack of responsiveness.
9:19:47This is a huge one. Communication has to
9:19:49be an open door and it also has to be
9:19:52done timely.
9:19:56[Music]
9:20:04Welcome to identify stakeholders. After
9:20:08watching this video, you will be able to
9:20:11identify potential questions from a
9:20:13stakeholder perspective at the time of
9:20:15project proposal. Summarize the purpose
9:20:17of a stakeholder register. Explain the
9:20:20structure of a stakeholder register.
9:20:22Describe the key tools and techniques
9:20:24used to identify stakeholders and
9:20:27explain the steps to effectively
9:20:29identify stakeholders and gain
9:20:31commitment.
9:20:33After the initial project proposal
9:20:35phase, there are four questions on the
9:20:37minds of stakeholders. And these
9:20:39questions need to be answered in a
9:20:41logical order to move forward with the
9:20:44project. Questions one and two are basic
9:20:47including what is the project and why
9:20:50does the project matter? A project
9:20:52stakeholder can find answers to these
9:20:54questions in the project charter.
9:20:57Question three is who are the
9:20:59stakeholders and stakeholders include
9:21:02customers, end users, sponsor, team,
9:21:05subject matter experts or SMEES and so
9:21:08on. A project stakeholder can find
9:21:10answers related to stakeholders in the
9:21:13stakeholder register. And the fourth and
9:21:16final question is how will we execute
9:21:18the project? A detailed response to this
9:21:21question can be found in the project
9:21:23plan that a project manager creates
9:21:26during the planning phase. So let us now
9:21:29understand the purpose of the
9:21:31stakeholder register. A stakeholder
9:21:33register is a critical project document
9:21:36that includes stakeholder details such
9:21:39as name, role, area of expertise and so
9:21:42on. The stakeholder register forms an
9:21:45input into various project activities
9:21:48including project planning,
9:21:50communications, and project governance.
9:21:53Now, a project manager must create a
9:21:55stakeholder register at project
9:21:57initiation in conjunction with the
9:22:00project charter. When the sponsor and
9:22:03senior management approve the project
9:22:05charter, the project manager also
9:22:07finalizes the stakeholder register. And
9:22:10the project charter and stakeholder
9:22:12register enable the project manager to
9:22:14start with the project planning phase.
9:22:17Most project managers develop a
9:22:19stakeholder register using Microsoft
9:22:22Excel or Word and it can be in tabular
9:22:25format. The stakeholder register capture
9:22:28several key pieces of information. Let's
9:22:31review that required information.
9:22:33Identify each stakeholder by name.
9:22:36Though there may be times when the
9:22:38project manager may not know the name of
9:22:40the stakeholder. For example, if the
9:22:43project manager has not been able to
9:22:45identify and assign a SME to the
9:22:47project, simply leave the name blank.
9:22:50Specify the organization name, which is
9:22:53important when multiple organizations,
9:22:55including contracting agencies,
9:22:57participate in the project. And note,
9:23:00you can ignore this detail for small
9:23:02projects with only one organization.
9:23:05Next, provide a brief description of the
9:23:08role that the stakeholder place in the
9:23:10project and list the responsibilities
9:23:12using RECI designators. Let's quickly
9:23:16review these. R indicates responsible.
9:23:19The stakeholder will take the
9:23:20responsibility of completing the
9:23:22specified project work or tasks. A
9:23:26represents accountable. The stakeholder
9:23:28will be held accountable for certain
9:23:30work on the project and accountable
9:23:33implies that the stakeholder needs to
9:23:35ensure the work is accomplished though
9:23:38they may not necessarily perform the
9:23:40work. C indicates consult. The
9:23:43stakeholder must be available to provide
9:23:46expertise and guidance and I indicates
9:23:50inform. The stakeholder will be informed
9:23:52about the specified work as the project
9:23:55progresses.
9:23:56And the final key piece of information
9:23:58on the stakeholder register is comments.
9:24:02Document additional information,
9:24:04references or clarification which are
9:24:07helpful to the project. Now there are a
9:24:10number of tools and techniques used to
9:24:12identify stakeholders. Here are a few
9:24:15recommendations by the project
9:24:17management institute or PMI.
9:24:20Expert judgment is a technique where the
9:24:22project manager consults with experts
9:24:25who can share the stakeholder
9:24:26requirements for the project.
9:24:28Identification meetings are another
9:24:30technique. Invite all stakeholders that
9:24:33might be impacted by or interested in
9:24:36the project and strive to have a
9:24:39representative for each stakeholder
9:24:41group. Stakeholder mapping is a
9:24:43technique to identify stakeholders based
9:24:46on their relative power and interest in
9:24:48the project. The stakeholder mapping
9:24:51technique places each stakeholder into
9:24:54one of four quadrants and provides
9:24:56management guidance for each. Note, if
9:24:59you plan to attempt the CAPM exam, you
9:25:02must know this model. Now, document
9:25:05analysis is another PMI recommended
9:25:08technique. Review initial project
9:25:10documents such as the business case,
9:25:13contracts, and service level agreements.
9:25:16You will discover stakeholders in these
9:25:18documents. And PMI also recommends using
9:25:22brainstorming as a technique to identify
9:25:24stakeholders. Use brainstorming to pose
9:25:27a question and facilitate the free flow
9:25:30of ideas.
9:25:32So, we've discussed the tools and
9:25:34techniques that PMI recommends for
9:25:36identifying stakeholders. Let's now
9:25:38review the steps to develop and
9:25:40communicate the stakeholder register to
9:25:43all stakeholders.
9:25:44The first step is to determine
9:25:46stakeholders by using PMI recommended
9:25:49tools and techniques. Next, complete the
9:25:52initial stakeholder register and
9:25:54document the key components such as
9:25:56name, organization, and role. Then
9:26:00analyze each role in terms of
9:26:02responsibilities using REI designators.
9:26:05Some stakeholders may have a single
9:26:08responsibility such as an R or C while
9:26:11other stakeholders may have multiple
9:26:13responsibilities such as RC. The next
9:26:17step is to have the meeting before the
9:26:19meeting. Collaborate with each
9:26:21stakeholder to determine if they can
9:26:24satisfy the role and responsibilities
9:26:26assigned and document any issues such as
9:26:30limited capacity in the comment section.
9:26:33After documenting the details, share the
9:26:35stakeholder register with the sponsor.
9:26:38Make sure to get confirmation from the
9:26:40sponsor on the stakeholder details
9:26:43before moving to the planning phase. If
9:26:46what, why, and who questions are
9:26:49answered and the project remains
9:26:51feasible, then move to the planning
9:26:53phase.
9:26:55In this video, you learned that
9:26:57questions asked after project proposal
9:27:00include what is the project? Why does
9:27:03the project matter? Who are the
9:27:05stakeholders? And how will we execute
9:27:08the project? The purpose of a
9:27:10stakeholder register is to capture
9:27:12stakeholder information. The stakeholder
9:27:15register captures several key
9:27:17stakeholder details including name,
9:27:19organization, role, responsibility, and
9:27:22comments. Responsibility is captured
9:27:25using RECI designators, responsible,
9:27:28accountable, consult, and inform. PMI
9:27:32recommends using various tools and
9:27:34techniques to identify stakeholders
9:27:36including expert judgment,
9:27:38identification meetings, stakeholder
9:27:41mapping, document analysis, and
9:27:43brainstorming.
9:27:45And finally, follow the recommended
9:27:47process to develop and communicate the
9:27:49stakeholder register.
9:27:54[Music]
9:28:02Welcome to plan stakeholder engagement.
9:28:05After watching this video, you will be
9:28:08able to summarize the purpose of a
9:28:10stakeholder engagement plan, explain the
9:28:12structure of a stakeholder engagement
9:28:14plan, describe key strategies to receive
9:28:17desired stakeholder commitment, and
9:28:20explain why a stakeholder engagement
9:28:22plan is a close hold plan. Planning
9:28:26stakeholder engagement is essential for
9:28:28project success. The stakeholder
9:28:30engagement plan documents current and
9:28:33desired levels of engagement for key
9:28:36stakeholders identified in the
9:28:37stakeholder register. And in addition to
9:28:40engagement levels, the stakeholder
9:28:42engagement plan outlines strategies to
9:28:45help sustain positive levels and move
9:28:48other stakeholders to expected levels.
9:28:51Now, project managers develop a
9:28:53stakeholder engagement plan using
9:28:55Microsoft Excel, Microsoft Word, or
9:28:58Microsoft PowerPoint. A stakeholder
9:29:00engagement plan should be in tabular
9:29:03format and captures key information like
9:29:06the following. A key entry is the
9:29:09stakeholder name or position. Remember
9:29:12that not all stakeholders on the
9:29:14stakeholder register need to be
9:29:16annotated in the stakeholder engagement
9:29:18plan. The stakeholder engagement plan
9:29:21targets critical stakeholders who are
9:29:23generally external and are not directly
9:29:26associated with project planning.
9:29:29Another key piece of information is the
9:29:31current level of commitment. The Project
9:29:34Management Institute or PMI provides
9:29:37recommended commitment levels and the
9:29:39five commitment levels include unaware,
9:29:42resistant, neutral, supportive, and
9:29:45leading as documented in the stakeholder
9:29:48engagement assessment matrix tool from
9:29:51PMI. So the project manager maps the
9:29:54current commitment levels of key
9:29:56stakeholders in each phase of the
9:29:58project management life cycle. For
9:30:01example, if the stakeholder is not open
9:30:03to committing to the project work, map
9:30:06them to commitment level resistant. Or
9:30:09if a stakeholder must influence others
9:30:11to commit, map the stakeholder to
9:30:13commitment level supporting. Also,
9:30:16include the desired commitment level
9:30:18from the stakeholder to support project
9:30:20objectives. Finally, add strategies to
9:30:23sustain or achieve desired levels of
9:30:26commitment in the stakeholder engagement
9:30:28plan. Let's now look at some strategies
9:30:31recommended by PMI to engage
9:30:33stakeholders and gain commitment.
9:30:36Influencing is a critical interpersonal
9:30:39skill to engage stakeholders. For
9:30:41example, if a project manager is able to
9:30:44influence a resistant stakeholder with
9:30:47project values, there is a greater
9:30:49possibility of that stakeholder becoming
9:30:52supportive. Engage stakeholders early.
9:30:55The project manager should engage with
9:30:57stakeholders as soon as the stakeholder
9:30:59register is approved. Late
9:31:02identification often leads to
9:31:04frustration, anger, or lost support.
9:31:07Another strategy is to share and discuss
9:31:10the project charter with stakeholders.
9:31:13Ensure all key stakeholders review the
9:31:15project charter. When stakeholders
9:31:18understand project objectives and value,
9:31:21commitment often increases.
9:31:24Asking questions is another strategy.
9:31:27Ask relevant questions and try to
9:31:29understand the perspective of other
9:31:31stakeholders. Use active listening
9:31:34skills. Some inputs may be valuable
9:31:37while others may not. Be open to
9:31:39suggestions and improvements.
9:31:42Getting stakeholders to collaborate is
9:31:44another good strategy. Collaboration
9:31:47helps address issues as early as
9:31:49possible. For example, capacity issues
9:31:52may be discovered through a simple
9:31:54conversation or meeting. Integrity is
9:31:58another strong strategy. Lead with
9:32:00integrity and commitment may follow. For
9:32:03example, if you set a positive example,
9:32:06others may follow. Include stakeholders
9:32:09in planning. Share scope, schedule, and
9:32:12budget recommendations before the
9:32:14project management plan is presented.
9:32:17Keep people informed and avoid
9:32:19surprises. Surprises can lower
9:32:22commitment levels. Build the team. An
9:32:25effective project manager works with the
9:32:27team to identify issues and lagging
9:32:30commitment levels. For example, a team
9:32:33member will disclose more in a simple
9:32:35conversation than in numerous emails.
9:32:38Manage expectations. Clearly defined
9:32:41roles and responsibilities and
9:32:43well-defined and value added project
9:32:46objectives go a long way to help gain
9:32:49commitment. Look for triggers early that
9:32:51may lead to lowered commitment. Rewards
9:32:54matter. Recognize stakeholders who
9:32:57perform at a high level and if your
9:32:59budget is limited, at minimum say thank
9:33:02you. And finally, communicate
9:33:05effectively. Remember, communication is
9:33:0890% of a project manager's job.
9:33:11Effective communication is often the
9:33:14difference between sustained or lost
9:33:16commitment.
9:33:18So, the stakeholder engagement plan is a
9:33:20unique document that must be
9:33:22accomplished. At the same time, the
9:33:25stakeholder engagement plan is only
9:33:27shared with select stakeholders. But why
9:33:30only select stakeholders? The answer is
9:33:34that many stakeholders might take
9:33:35offense if they are publicly documented
9:33:38as resistant or neutral. Hard feelings
9:33:41can develop and bridges may be burned
9:33:43that can never be repaired. So the
9:33:46stakeholder engagement plan therefore
9:33:48needs to be closehold and only used by
9:33:51the project manager and core project
9:33:54team.
9:33:56In this video, you learned that the
9:33:58stakeholder engagement plan contains key
9:34:00stakeholder engagement details,
9:34:02including current and desired commitment
9:34:05levels and engagement strategies for key
9:34:08stakeholders. The stakeholder engagement
9:34:10plan can be in tabular format using
9:34:14Microsoft Excel, Word, or PowerPoint.
9:34:17Strategies for engagement include
9:34:19influencing, direct impact on
9:34:22stakeholders, engage early, share and
9:34:25discuss, ask questions, collaborate,
9:34:28integrity, involvement, build a team,
9:34:31manage expectations, rewards, and
9:34:34effective communication.
9:34:36And the stakeholder engagement plan is a
9:34:39close hold document and is only shared
9:34:42with select stakeholders.
9:34:47[Music]
9:34:53Welcome to expert viewpoints stakeholder
9:34:56management tools. In this video, we will
9:34:59hear from project managers discussing
9:35:01project management tools. What are some
9:35:03common tools and techniques you use to
9:35:05effectively manage stakeholders?
9:35:08>> Hello again everyone. My name is Dan
9:35:10Yman's and today I have the pleasure of
9:35:13sharing a few more questions and answers
9:35:15that are pertinent to your project
9:35:18management journey through this
9:35:19particular course. The first question I
9:35:22want to go ahead and respond to is what
9:35:25are some common tools and techniques you
9:35:27use to effectively manage stakeholders?
9:35:31The first one, and you've probably heard
9:35:33this before if you've listened to any of
9:35:35my prior interviews, is a stakeholder
9:35:37register. This is the one of the first
9:35:39documents that you go ahead and create.
9:35:42A stakeholder register is a list of key
9:35:44stakeholders who are essential to the
9:35:47success of the project. A stakeholder
9:35:50register lists all of these key
9:35:52stakeholders by name or position and
9:35:55assigns them a designator using RACI or
9:35:59REI terminology. R stands for
9:36:02responsible. Who are the stakeholders
9:36:04who are going to be required to do the
9:36:06work? A is accountable. Who are the
9:36:09stakeholders who are going to be
9:36:10accountable for the final results of a
9:36:12deliverable or the project as a whole? C
9:36:15stands for consult. Who are those
9:36:17subject matter experts whose expertise
9:36:19you're going to be dependent upon to
9:36:21complete the project successfully? And I
9:36:24is inform. Who are those individuals who
9:36:26require information that you're going to
9:36:28go ahead and keep in the loop.
9:36:31The second document that I want to go
9:36:33ahead and share is a stakeholder
9:36:35engagement plan. What we do with the
9:36:38stakeholder engagement plan is we take
9:36:40this list that we had on the stakeholder
9:36:42register of the key stakeholders and
9:36:44then we assign them a designator in
9:36:47terms of their current level of
9:36:48commitment and their desired level of
9:36:51commitment or your desired level of
9:36:53commitment that is required for them to
9:36:55successfully satisfy the needs of the
9:36:58particular project. We take the current
9:37:01level of commitment and desired level of
9:37:03commitment and we analyze where they're
9:37:05at and where they need to be and we
9:37:08develop strategies that we will
9:37:09implement a little bit later in the
9:37:11project. The project management
9:37:13institute has five categorizations that
9:37:16they often use for the current and
9:37:18desired level of commitment. One of them
9:37:21is you unaware. If someone's unaware,
9:37:23you develop a strategy to make them
9:37:25aware. Another is resistant. If someone
9:37:28is resistant, normally you want to spend
9:37:31a little bit of time sharing the benefit
9:37:33of the project, the value proposition of
9:37:35the project, and hopefully try to win
9:37:36them over. Someone who is neutral, which
9:37:39is coded as N, is someone who's on the
9:37:42fence. They see some merit in the
9:37:43project, but they also see some problems
9:37:45in the project. Go ahead and embrace the
9:37:48merit and try to go ahead and dispel the
9:37:50problems. S stands for supportive. This
9:37:53is someone who supports the project,
9:37:55who's willing to go ahead and do what it
9:37:57takes to evangelize the project. And L
9:38:00is leading. These are people who are
9:38:02actually going to be required to
9:38:03actually do something for the project.
9:38:06>> Hi, my name is Paul Partardi. Um, I've
9:38:09had uh a few titles in my career. I've
9:38:12served as a software development manager
9:38:15as well as a content manager for some
9:38:18fairly large teams. Um, and while I've
9:38:20never had the role of project manager
9:38:23per se, I've done a lot of project
9:38:24management in both of my roles in my
9:38:26career. So, a lot of my work involved
9:38:29ensuring that my team was on track and
9:38:31motivated, that they knew what their
9:38:33schedules and deliverables were, and
9:38:35then ensuring that uh once those
9:38:37deliverables were met, that I was
9:38:38communicating with upper management. So,
9:38:40did a lot of the same uh roles and and
9:38:42uh some of the same tasks as a project
9:38:44manager. In my experience, um, tools
9:38:47that work the best in managing
9:38:49stakeholders, um, have been something as
9:38:51simple as a spreadsheet. Um, seems like
9:38:54everybody could knows how to read
9:38:55spreadsheets. Most people know how to
9:38:57read spreadsheets today. There's a lot
9:38:58of new tools that have come out in some
9:39:01of the um, the team management software
9:39:03like Microsoft Teams. Even Slack has
9:39:06like a lot of interesting um,
9:39:08stakeholder management tools that allow
9:39:09you to communicate broadly to an
9:39:11audience. um collaborate with
9:39:14stakeholders so they can you know update
9:39:16uh um documents or rows in a spreadsheet
9:39:19or even uh little widgets on a page um
9:39:22task widgets. Uh so those tools can be
9:39:25effective. However, um you know it
9:39:27really depends on the stakeholders that
9:39:29you're working with, how uh inclined
9:39:31they are to use technology and whether
9:39:33they're technical. Um that can that can
9:39:35be a little bit uh polarizing if you
9:39:37have a team or stakeholders that are not
9:39:40um that are not technical. Um in terms
9:39:43of techniques uh techniques I I found
9:39:46you know you you want to work with your
9:39:48stakeholders as partners um generally
9:39:51when I set up a project I I try to
9:39:54ensure that it's not the project manager
9:39:57trying to drive everybody to get the
9:39:59project done or it's not the project
9:40:01manager that is um you know kind of
9:40:04antagonistic with the stakeholders right
9:40:07um what I try to do is is ensure that
9:40:10you know we're all on the same side
9:40:11working towards the you know the end
9:40:13goal and the enemy is not with the
9:40:16stakeholders. The enemy is not with the
9:40:18team. The enemy tends to be time. The
9:40:20enemy tends to be money. And all of us
9:40:23together, the stakeholders, the people
9:40:25doing the actual work and the project
9:40:27manager are all on the same side against
9:40:29those those things that can cause
9:40:31friction and cause problems. And I try
9:40:34to set that up early so that if if I
9:40:36encounter a problem in the project, I
9:40:39can go to the stakeholders and say, "How
9:40:41are we going to solve this?"
9:40:43>> Hello, my name is Katherine Brooks. I'm
9:40:45an engineering project manager at Tech
9:40:47Systems for Apple. I am my PMP and my
9:40:50MBA from UNC Chapel Hill. I have 12
9:40:52years experience
9:40:55to effectively manage stakeholders.
9:40:57First, I use communication planning
9:41:00methods, then stakeholder mapping and
9:41:04engagement plans and risk and issue
9:41:06plans.
9:41:08Hi, my name is Erikica Maldonado and I'm
9:41:10a program manager at Corsera.
9:41:13To plan to effectively communicate with
9:41:16key stakeholders in a project, it's
9:41:18important to establish what cadence you
9:41:20want to use first. So, for example, at
9:41:24the onset of a project, I like to
9:41:25establish whether or not we'll be
9:41:27checking in weekly or bi-weekly or if
9:41:31they need a larger check-in at any
9:41:33period of the month. Basically,
9:41:35establish what cadence you want to be
9:41:37able to have. And then how how ingrained
9:41:40in the details um other stakeholders
9:41:42want to be and some specific tools and
9:41:46techniques that I like to use. I have
9:41:49used different types of software. I have
9:41:51used ASA, I have used Smart Sheets, I
9:41:55have in some instances used Jira, but
9:41:58ultimately you'll want to find the
9:41:59software that makes sense for you. My
9:42:01preference for those types of software
9:42:03is that it's really easy to have
9:42:05different watchers on specific types of
9:42:08a project. So, you can tag certain
9:42:11stakeholders, you can create reports,
9:42:14you can um create tickets and resolve
9:42:17them from there. So, those are some
9:42:19tools that I like. It's really important
9:42:21to research and take a look at tools
9:42:23that you'd want to use for your own
9:42:24project as well.
9:42:27>> What are common stakeholder management
9:42:29challenges you encounter and how do you
9:42:31overcome them?
9:42:33>> To talk about two areas briefly. Number
9:42:35one, issues management. What is an
9:42:37issue? An issue is a problem or a
9:42:39question that a stakeholder has that is
9:42:41a potential blocker and is stopping them
9:42:44from doing what they need to do. And
9:42:46motivation and commitment. What is
9:42:48motivation and commitment? Motivation is
9:42:51that passion from within that drives you
9:42:54to do the right thing to do what you
9:42:57need to do to support the project. And
9:42:59commitment is your ability to go ahead
9:43:02and stick with it. So let's go ahead and
9:43:04talk about issues first. First of all,
9:43:06where there are issues, you may not find
9:43:09them. Oftentimes issues come to you very
9:43:12late and you have to be very very
9:43:15reactive and try to figure out how to
9:43:17solve them. Try to interact with the
9:43:19team as much as possible. Face to face
9:43:22is best. But if you can't meet people
9:43:24face to face in a virtual environment at
9:43:27minimum strive for voice contact.
9:43:30Sometimes a face-to-face meeting or just
9:43:32a quick conversation will help you to
9:43:35understand what some of those issues
9:43:36are. Whereas if you're strictly reliant
9:43:39upon email or other technical systems
9:43:42such as that, you may not get the
9:43:44information until it's too late. And in
9:43:46terms of motivation and commitment,
9:43:48there is a term called WFM
9:43:51with them. It stands for what's in it
9:43:53for me. One of the things that you
9:43:56really want to do in these face-to-face
9:43:58meetings or voice-tovoice meetings is
9:44:00continually remind stakeholders of the
9:44:03value of the project both to the
9:44:05organization and to them as well. Try to
9:44:08do everything in your power to give
9:44:10stakeholders a reason to stay the course
9:44:13and care. And again, that comes in two
9:44:15ways. Some people are very
9:44:17organizationally focused. How is this
9:44:19project going to help the organization?
9:44:22Others are individually focused. How is
9:44:24this project going to allow you to grow
9:44:26and to enhance your career?
9:44:29>> What are common stakeholder management
9:44:31challenges you encounter and how do you
9:44:34overcome them?
9:44:37Stakeholder management mistakes and
9:44:40barriers that I definitely have
9:44:42encountered in my previous projects. One
9:44:45would be communication barriers. By
9:44:47using multiple communication channels,
9:44:49you're able to actually break down a lot
9:44:52of those barriers, make sure it works
9:44:54best for that particular stakeholder.
9:44:57Lack of alignment or conflicting
9:45:00interest. By minimizing these, have a
9:45:03clear stakeholder strategy plan. Lack of
9:45:06engagement. This has honestly been the
9:45:09biggest one that I've run into with very
9:45:11large stakeholders like leadership.
9:45:13either it's the customer leadership,
9:45:15personal leadership, make sure to
9:45:18provide regular updates, engage the
9:45:20stakeholders when needed and in a
9:45:23meaningful way. So, if it's a decision-m
9:45:26process that's going to really impact a
9:45:28project, pull them in.
9:45:31In my experience, the biggest problem
9:45:33that I've had in dealing with and
9:45:35working with stakeholders has been um
9:45:38stakeholders feeling like um the the
9:45:42people involved in the project um are
9:45:46working against each other. So there's a
9:45:48lot of lot of times where you're working
9:45:50on a project and one stakeholder will
9:45:52have a specific point of view or a
9:45:54specific set of goals and that point of
9:45:56view or those goals are opposite or
9:45:59different than other stakeholders on the
9:46:01team. So you know in those situations
9:46:04you know what you what you try to what I
9:46:06try to do is really try to find that
9:46:08common ground. Um you know go back to
9:46:12first principles. What are we what are
9:46:13we building this for? So, it's it's
9:46:15using those techniques to really try to
9:46:18get people to work in the same direction
9:46:20rather than seeing um each person on the
9:46:23team as antagonistic. And and if you do
9:46:26encounter a situation where you can't
9:46:28get your stakeholders to agree, that's
9:46:30probably time to bring it to the next
9:46:32level of conversation with, you know,
9:46:34upper management or with other people
9:46:36that can help make those decisions.
9:46:39[Music]
9:46:49Welcome to monitor stakeholder
9:46:50engagement and ground rules. After
9:46:53watching this video, you will be able to
9:46:56summarize methods to maintain
9:46:58stakeholder support, describe the
9:47:00Tuckman ladder and situational
9:47:02leadership model, and recognize key
9:47:05motivation theories to shape stakeholder
9:47:07engagement strategies.
9:47:09Maintaining stakeholder support and
9:47:11commitment through the planning and
9:47:13execution of a project can be difficult.
9:47:17The project manager should always
9:47:19collaborate effectively to keep
9:47:20stakeholders moving in a positive
9:47:23direction. A project manager must be
9:47:25able to organize the project, be an
9:47:28effective communicator, be a positive
9:47:30influencer, and be accessible to the
9:47:33team and stakeholders.
9:47:35In 1965, Bruce Tuckman developed the
9:47:39Tuckman ladder, and this ladder shares a
9:47:41four-step process for team development.
9:47:44Then, Paul Hershey and Ken Blanchard
9:47:47developed the situational leadership
9:47:49model in 1982, and this model shares
9:47:52strategies to gain commitment and
9:47:55support depending on an individual's
9:47:57readiness state. We combine these two
9:48:00models to adopt a successful approach to
9:48:02building a team. When a team first comes
9:48:05together, productivity is low and it
9:48:08takes time to move the team to a state
9:48:10where productivity is high. Let's look
9:48:13at the stages the team moves through and
9:48:16how the project manager can guide the
9:48:18team to success. First, the team comes
9:48:22together in the form stage of the
9:48:24Tuckman ladder. Project managers should
9:48:26use a tell strategy of the situational
9:48:29leadership model by telling the team
9:48:31what the project is, why it's important,
9:48:34and explaining the roles and
9:48:36responsibilities of each team member.
9:48:39Next, in the storm stage of the latter,
9:48:42team members may begin to have doubts
9:48:44and feel the project is not a good fit
9:48:46for them. They may have reservations
9:48:49about their skills, roles, and
9:48:51responsibilities and questions about the
9:48:54project itself. Productivity is low
9:48:57during the storm stage. Here a project
9:49:00manager should employ a sell strategy of
9:49:03the situational leadership model by
9:49:05selling the team on the project and
9:49:08selling the team on themselves by
9:49:10addressing areas of doubt, answering
9:49:13questions and assuring team members that
9:49:16they have value and belong. A team can
9:49:19weather the storm stage. In the norm
9:49:22stage of the latter, the team begins to
9:49:24focus on project work and productivity
9:49:27increases. Now, the team may still have
9:49:30questions and some reservations. The
9:49:32project manager should cease using the
9:49:35telling and selling strategies and
9:49:37switch to a participation strategy by
9:49:40being available, accessible, and ready
9:49:42to support the team. Finally,
9:49:45productivity peaks in the perform stage
9:49:47of the ladder. The team can now
9:49:50self-organize, and self-direct
9:49:52themselves. The project manager should
9:49:54use a delegate strategy and allow the
9:49:57team to work independently and
9:49:59self-correct. And if an issue occurs,
9:50:02the project manager can repeat any of
9:50:05the rungs on the Tuckman ladder. The
9:50:08Project Management Institute or PMI
9:50:11shares four motivational theories that a
9:50:13project manager should understand and
9:50:16leverage to motivate their team. The
9:50:18first of the four motivational theories
9:50:21is the expectancy theory. The team
9:50:24evaluates the work depending on the
9:50:26level of effort it will require to
9:50:28accomplish it. If the potential reward
9:50:31justifies the level of effort, the team
9:50:33member performs at a high level.
9:50:36However, if the reward does not justify
9:50:38the level of effort, the team member's
9:50:41performance may not be adequate. The
9:50:44second theory is the Herzburg hygiene
9:50:46and motivational factors theory. This
9:50:49theory was developed by Frederick
9:50:51Herzburg who categorizes motivational
9:50:54factors as hygiene and motivational
9:50:56factors. Hygiene factors such as company
9:51:00policies, salary and the work
9:51:02environment decrease motivation if they
9:51:05are absent and motivational factors such
9:51:08as achievement, growth and advancement
9:51:11opportunities increase motivation when
9:51:13they are present. Now the third theory
9:51:16is intrinsic versus exttrinsic
9:51:19motivation. Daniel Pink developed this
9:51:22theory in which he categorizes
9:51:24motivational factors as being either
9:51:27exttrinsic or intrinsic. Exttrinsic
9:51:30motivators are short-term and diminish
9:51:33over time such as salary. Intrinsic
9:51:36motivators are broken into three
9:51:38categories. Autonomy, which is the
9:51:41desire to direct one's own life.
9:51:43Mastery, which is the ability to
9:51:45improve, learn, and excel. and purpose
9:51:49which is the need and desire to make a
9:51:52difference. And finally, the fourth
9:51:54theory is the theory of needs. David
9:51:58Mlelen states that people are generally
9:52:00motivated by three needs, achievement,
9:52:03power, and affiliation. And the strength
9:52:07of these three needs in an individual
9:52:09varies depending on the individual's
9:52:12experiences, values, and culture.
9:52:16In this video, you learned that a
9:52:18project manager must be able to organize
9:52:21the project, be an effective
9:52:23communicator, be a positive influencer,
9:52:26and be accessible to the team and
9:52:29stakeholders. The Tuckman ladder model
9:52:31states the team's move through the form,
9:52:34storm, norm, and perform stages. A
9:52:37project manager employs the situational
9:52:40leadership model, the tell, sell,
9:52:42participate, and delegate strategies
9:52:45through each ladder stage to keep their
9:52:47team on task. And the four motivational
9:52:50theories are the expectancy theory, the
9:52:53Herzburg hygiene and motivational
9:52:55factors theory, the intrinsic versus
9:52:58exttrinsic motivation theory, and the
9:53:00theory of needs.
9:53:05[Music]
9:53:13Welcome to expert viewpoints ground
9:53:16rules and norms. In this video, we will
9:53:19hear from project managers discussing
9:53:20ground rules and norms. They explain
9:53:23when using ground rules is most
9:53:24beneficial, examples of successful
9:53:27implementation of ground rules and norms
9:53:29and advice for when stakeholders fail to
9:53:31follow ground rules and norms.
9:53:34Well, the Project Management Institute
9:53:36came up with a tool called a team
9:53:38charter. And within this team charter,
9:53:41they define six different areas where
9:53:44ground rules and norms are probably
9:53:46quite important. I want to go ahead and
9:53:49pick the two that I think are really
9:53:51important. Number one, meeting norms.
9:53:54Let's be honest, meetings are a huge
9:53:56time waster. Try to get with your team
9:54:00and determine what are norms and ground
9:54:03rules that will ensure that your team
9:54:06applies effective meeting management.
9:54:08Here's a couple of quick examples.
9:54:10Number one, publish an agenda.
9:54:13A meeting without an agenda is like a
9:54:16journey without a road map. And publish
9:54:20the minutes. Ensure there is a record of
9:54:22discussions and action items. Without
9:54:25minutes, you may very well encounter a
9:54:27term that I like to refer to as
9:54:29selective amnesia. What does selective
9:54:32amnesia means? It means that the next
9:54:34day, the individual who made commitments
9:54:36at the meeting has no understanding or
9:54:38remembrance of the commitments that they
9:54:40made. I want to go ahead and close out
9:54:43meeting ground rules with a rule that I
9:54:46was informed of that I really think is
9:54:49good. It's the rule of 48 and 24. Get
9:54:52the agenda out 48 hours ahead of time.
9:54:55Why 48 hours? It gives people enough
9:54:57time to go ahead and do the pre-work and
9:55:00to try to understand what this meeting
9:55:02is all about and get the minutes out
9:55:04within 24 hours of the end of the
9:55:06meeting to avoid that selective amnesia
9:55:09that I just shared a moment ago. The
9:55:11second area, team values. I like to
9:55:14refer to team values sometimes as the
9:55:16elephant in the room.
9:55:19Ensure you treat each other with
9:55:21respect. And here's the key. Respect may
9:55:24mean different things to different
9:55:25people. When you're determining what
9:55:27those ground rules and norms are, define
9:55:30what respect means to the team. What
9:55:33does it mean to the group? Come up with
9:55:35a standard definition that everyone can
9:55:37agree upon. Avoid hurtful and derogatory
9:55:41language. Some people may think they're
9:55:43very funny, but sometimes language can
9:55:46be very, very painful. Try to determine
9:55:48what those boundaries are and where you
9:55:51don't want to cross those particular
9:55:53boundaries. Be inclusive and treat
9:55:56everyone equitably and embrace
9:55:59diversity. Don't fight it. These are
9:56:03very important ground rules, meetings
9:56:05and team values that I think if you
9:56:07hammer out and everyone can come up with
9:56:10an agreement on the team, I think you'll
9:56:13progress very very well through the
9:56:14project.
9:56:16Whenever I start a project, I like to
9:56:18really make sure to set the expectations
9:56:21and to be clear at the very beginning
9:56:24and to prevent any ambiguity where
9:56:26everybody is concerned or stressed. We
9:56:29don't want that at the beginning of a
9:56:30project. So, I will typically go ahead
9:56:33and have one-on- ones with each
9:56:35individual preset expectation,
9:56:37especially with communication, and then
9:56:39redo that again as a whole teams just to
9:56:42make sure everybody understands. It
9:56:45gives them the opportunity for Q&A as
9:56:47well.
9:56:49>> Well, I mentioned that team charter
9:56:50document just a couple of minutes ago. A
9:56:53team charter is a document that defines
9:56:55ground rules and norms in six key areas.
9:56:58So, now I'll give you the project
9:57:00management institutees six areas. Those
9:57:03six areas that you want to consider
9:57:04having ground rules and norms in are
9:57:07team values, which we talked about a
9:57:09second ago. Communications guidelines.
9:57:12What's an example of that? Perhaps for
9:57:15emails if it is urgent we will put
9:57:18urgent in the subject line and everyone
9:57:20will agree to get back within 24 hours.
9:57:23Decision making process and criteria.
9:57:26How are decision make how are decisions
9:57:29going to be made? Is there a process and
9:57:31how can you be inclusive in that
9:57:33particular process? Conflict resolution
9:57:36process. Conflict means people have a
9:57:39different idea, different thoughts,
9:57:41different opinions. When that occurs,
9:57:43how do we resolve them? We talked just a
9:57:46minute ago about meeting guidelines.
9:57:48Definitely that rule of 4824 is one of
9:57:50my favorites. And team agreements. What
9:57:53do we agree to do in terms of supporting
9:57:56each other?
9:57:58>> Sometimes we'll have stakeholders who
9:58:01say, "Yeah, yeah, I'll do it." Or, "I
9:58:03totally agree with everything." And all
9:58:05of a sudden you see that they're not
9:58:07really participating or they're not
9:58:09agreeing to your ground rules. What you
9:58:12need to do first is have a one-on-one
9:58:15with them. Reset those expectations and
9:58:18to find out why they're not agreeing to
9:58:20it or what is going on. Is there
9:58:22something else in the background? For
9:58:24example, they don't have enough training
9:58:26or something like that. Find out the why
9:58:29addition to resetting those
9:58:30expectations. If that doesn't work out
9:58:33and you have taken the time to really
9:58:36push those ground rules and make sure
9:58:38that they understand they have all the
9:58:40training, then you need to go to
9:58:42management. Sometimes you actually do
9:58:43need to escalate as well.
9:58:47[Music]
9:58:55Hello everyone. For the next couple of
9:58:58minutes, we want to take a moment to
9:59:00review a key tool and technique that is
9:59:03used in project management called a team
9:59:05charter. We're going to quickly review a
9:59:08team charter process, share with you a
9:59:11template that was developed by the
9:59:12project management institute, and
9:59:14provide you some examples of norms and
9:59:17ground rules that you may want to
9:59:19include in your team charter. As a quick
9:59:22review, the goal of a team charter is to
9:59:25develop team norms and ground rules to
9:59:28guide effective project team behavior.
9:59:32To build and develop a team charter, use
9:59:36a four-step approach. Step number one is
9:59:39brainstorming. Any member on the team
9:59:42can propose a norm and ground rule at
9:59:45any time. Once a norm and ground rule is
9:59:48proposed, have a vote. Ask the entire
9:59:52team to put their thumbs up if they
9:59:55agree with the ground rule or norm, put
9:59:58their thumbs down if they disagree with
10:00:00the norm or ground rule, and put their
10:00:03thumb sideways if they want to have more
10:00:05conversation or discussion regarding the
10:00:08proposal.
10:00:10Step number three is finalize all agreed
10:00:13upon entries. only put those norms and
10:00:17ground rules in the team charter where
10:00:20everyone ultimately agrees that they can
10:00:24follow and commit to that norm and
10:00:26ground rule. Once the conversation is
10:00:29complete and all of the norms and ground
10:00:31rules have been included, each team
10:00:34member should sign the team charter and
10:00:36the project manager should maintain the
10:00:39signed team charter for any future
10:00:42reference.
10:00:43Of note, this is not a formal project
10:00:47management plan entry. A team charter is
10:00:50a document that belongs to the team. It
10:00:53need not be shared outside of the team.
10:00:57Now, let's turn our attention to the
10:01:00template and format of a team charter.
10:01:03The project management institute
10:01:05developed a team charter format that
10:01:07includes six categories of norms and
10:01:11ground rules. Let's briefly walk through
10:01:13each one and share some examples. The
10:01:16first category is team values. We
10:01:20already have a potential norm and ground
10:01:22rule included in this team charter. Show
10:01:25respect for others opinions. Allow them
10:01:27the opportunity to finish their thoughts
10:01:29without interruption.
10:01:31If this particular norm and ground rule
10:01:34was proposed by a team member, we would
10:01:37have the discussion. If everyone
10:01:39eventually after discussion put their
10:01:42thumbs up and agreed to commit to this
10:01:44norm, then it becomes part of the team
10:01:47charter. What's another example of a
10:01:50potential norm that might fit under this
10:01:54particular
10:01:55heading of team values? Avoid the use of
10:01:59disrespectful or hurtful language.
10:02:01Again, a team member would propose this
10:02:03norm. conversation would entail. And if
10:02:07you can get 100% thumbs up among the
10:02:10team, then this norm is listed in the
10:02:13team charter. And once it is listed,
10:02:16everyone on the team agrees to go ahead
10:02:19and commit to following this particular
10:02:22norm or ground rule. The second category
10:02:25is communications guidelines. Brief
10:02:28example, commit to replying to all
10:02:30urgent emails within 24 hours. That's
10:02:34personally one of my favorite norms.
10:02:36What would be another potential example
10:02:39of a norm in this area? Develop a
10:02:42communications management plan and
10:02:43commit to follow it. Third category,
10:02:47decision-making criteria and process. An
10:02:51example, inform the team of all
10:02:53management decisions impacting the
10:02:55project prior to execution when
10:02:57possible. What's another potential
10:03:00example in this category?
10:03:03Define the decision-making criteria
10:03:05ahead.
10:03:07Conflict resolution is the fourth
10:03:09category proposed by the project
10:03:11management institute. An example of a
10:03:14norm or ground rule in this category.
10:03:16Share thoughts and opinions without fear
10:03:19of repercussion.
10:03:20What's another potential example that
10:03:23could fit into this particular category?
10:03:26Work to find a compromise as much as
10:03:29possible.
10:03:30The next category is meeting guidelines.
10:03:34Start every meeting with an agenda.
10:03:36Stick to the agenda. Another potential
10:03:39example in this category could be
10:03:41publish your meeting minutes within 24
10:03:44hours. Finally, team agreements. An
10:03:48example of a norm. Let the team know if
10:03:50a commitment cannot be met before the
10:03:52commitment is due. Another potential
10:03:55norm that you may want to include in
10:03:57this area is do not commit to work you
10:04:00cannot fulfill.
10:04:03Once the team charter is complete, once
10:04:06all proposed norms and ground rules have
10:04:08been approved 100% by the team, the team
10:04:11charter is now ready for implementation.
10:04:15And what do we mean ready for
10:04:16implementation? It means that every
10:04:19member of the team is aware of these
10:04:21norms and ground rules and willing to go
10:04:24ahead and abide by them and commit to
10:04:26following through on each and every one
10:04:28of them. We hope that you will use a
10:04:32team charter to go ahead and define
10:04:34norms and ground rules for your team and
10:04:37we look forward to future demos. Thank
10:04:40you.
10:04:42[Music]
10:04:51Welcome to project risk management
10:04:53overview. After watching this video, you
10:04:56will be able to identify the need for
10:04:59effective project risk management.
10:05:01Describe the steps in the project risk
10:05:03management life cycle. List five primary
10:05:06reasons that lead to project failure and
10:05:09explain key project risk management
10:05:11roles and their responsibilities.
10:05:15Risk is any event that can impact a
10:05:17project. For example, miscommunication
10:05:20among team members might introduce a
10:05:23project delay. Recent productive project
10:05:25management statistics reveal that over
10:05:2850% of projects fail. A prominent reason
10:05:31for project failure is allowing risk to
10:05:34manage you rather than you managing the
10:05:37risk. The project manager and team must
10:05:40be aware of impacts on the project. Now,
10:05:44every project has a level of uncertainty
10:05:47and these uncertainties can lead to five
10:05:49primary reasons that may cause a project
10:05:52to fail. They include failure to achieve
10:05:55an on-time product or service delivery,
10:05:58cost overruns that negate project value,
10:06:01inability to achieve project objectives
10:06:04developed when the project was approved,
10:06:06failure to satisfy requirements as
10:06:09stated by customers and key
10:06:10stakeholders, and delivering products or
10:06:13services with little or no value at
10:06:16project end. The Project Management
10:06:19Institute or PMI states, "An effective
10:06:22riskmanagement program can increase
10:06:25chances of a successful project by 90%."
10:06:29PMI shares a five-step approach or life
10:06:32cycle to manage project risk. Plan risk,
10:06:36identify risk, analyze, respond, and
10:06:39control. In this approach, the first
10:06:41step is plan risk. In this step, the
10:06:44project manager creates a riskmanagement
10:06:47plan and this plan provides an overview
10:06:49of how risk management will be
10:06:51accomplished for the project. Note that
10:06:54another video covers the riskmanagement
10:06:56plan in detail. The next step is to
10:06:59identify risk. So the project manager
10:07:02and team develop a risk register. The
10:07:05risk register documents all risks
10:07:08identified using a method called risk
10:07:10metal language. Risk metal language
10:07:13provides a three-part structured
10:07:15description of a risk which includes
10:07:17cause, risk, and effect. Again, a
10:07:20different video covers risk metal
10:07:22language in more detail. The third step
10:07:25in the project risk management life
10:07:27cycle is analyze. Each risk must be
10:07:30analyzed in a qualitative and
10:07:32quantitative manner. Analysis is
10:07:35essential as all risks do not have
10:07:37similar impact potential. After analyze
10:07:41comes respond. The project manager and
10:07:44team develop risk responses and some
10:07:46responses may be implemented before risk
10:07:49occurs while others may be implemented
10:07:52after the fact. And finally, control.
10:07:55Risks must be continually reviewed and
10:07:58controlled through project end.
10:08:00Remember, risk is not a one-time
10:08:03occurrence.
10:08:04Successful project risk management
10:08:07depends on establishing a team and this
10:08:09team should be compromised of different
10:08:11roles including a project manager, risk
10:08:15owner, sponsor and subject matter expert
10:08:18or SMEI. Let's look at responsibilities
10:08:21for each role. The project manager must
10:08:24be part of the risk management team. The
10:08:26project manager is responsible for
10:08:29managing project risk management program
10:08:31activities including planning,
10:08:33implementing, monitoring and
10:08:35controlling. The risk owner is
10:08:37responsible for managing an identified
10:08:40risk. A risk owner analyzes the risk,
10:08:43determines risk priority, develops and
10:08:46manages responses, and monitors and
10:08:49controls the risk. A sponsor approves
10:08:52the risk management plan for the
10:08:53project. A sponsor also approves,
10:08:56designates, and authorizes reserves.
10:08:58Reserves refer to the contingency funds
10:09:01that may be used if a risk response
10:09:03requires funding. And finally, the SMEI
10:09:07is a stakeholder who can be consulted
10:09:09for any technical aspects of a risk.
10:09:12In this video, you learned that
10:09:14effective risk management can help with
10:09:17preventing project failure. Five reasons
10:09:20a project may fail include failure to
10:09:22meet schedule, cost overruns, inability
10:09:25to achieve objectives, failure to
10:09:28satisfy requirements, and delivering
10:09:30little or no value. The five steps in
10:09:33the project risk management life cycle
10:09:36include plan risk, identify risk,
10:09:39analyze, respond, and control. And a
10:09:42project risk management team should
10:09:44include a project manager, risk owner,
10:09:47sponsor, and SME.
10:09:52[Music]
10:10:00Welcome to risk defined. After watching
10:10:03this video, you will be able to describe
10:10:06key takeaways from PMI's uncertainty
10:10:08performance domain. Explain risk
10:10:11categories, describe risk types, and
10:10:14define the term issue. So, as discussed
10:10:17in another video, risk is defined as any
10:10:20potential event that can impact a
10:10:22project positively or negatively. For
10:10:25example, every person on the project
10:10:28uses a computer and there is a
10:10:30possibility that some computers may not
10:10:32have all the required software loaded.
10:10:35So, this will limit accessibility.
10:10:38This is a risk, a potential event. PMI
10:10:42added the uncertainty performance domain
10:10:44in the project management body of
10:10:46knowledge or pinbook to address
10:10:48activities and functions associated with
10:10:51risk and uncertainty. Here are some key
10:10:53takeaways. The current business
10:10:55environment is filled with uncertainty.
10:10:58Technical, social, political, market,
10:11:00and economic events can impact a
10:11:03project. A project manager and team must
10:11:06proactively identify potential events
10:11:08that can impact a project and plan
10:11:11accordingly. There are multiple
10:11:13variables in a project and every action
10:11:16you take may have an impact on different
10:11:19aspects of the project. You must
10:11:21identify cause and effect variables for
10:11:24every aspect. All risks are not equal.
10:11:28Some risks have greater potential than
10:11:30others to impact the project. Constant
10:11:33analysis and prioritization are key.
10:11:36Conditions impacting a project will
10:11:38likely change. Effective risk management
10:11:41is critical from project beginning to
10:11:43end. Remember, effective risk management
10:11:46identifies both positive and negative
10:11:49events and risk can impact both
10:11:52schedules and budget. Closely monitor
10:11:54the plan schedule and budget reserve.
10:11:58Now based on their impact on the
10:12:00project, we can broadly categorize risks
10:12:02into threats and opportunities. A risk
10:12:06with a negative impact is referred to as
10:12:08a threat. When a threat occurs, it can
10:12:11have a negative impact on scope,
10:12:13schedule, and budget. The project
10:12:16manager and team need to identify and
10:12:19plan for potential threats to ensure
10:12:21minimal impact on the project. Now, when
10:12:24a risk has a positive impact, it is
10:12:26called an opportunity. And there may be
10:12:29potential events that can lead to
10:12:31positive impacts, such as the ability to
10:12:34add product functionality, accelerate
10:12:36schedules, or cost savings. Effective
10:12:39risk management looks for potential
10:12:41opportunities to improve project
10:12:44performance. Risks can be divided into
10:12:47two types, known and unknown. Known
10:12:50risks are risks the project management
10:12:52team and stakeholders have identified.
10:12:55If a threat or an opportunity has been
10:12:57identified by the team, it will be a
10:13:00known risk. Unknown risks are those yet
10:13:03to be identified. Any unidentified
10:13:05threat or opportunity is an unknown
10:13:08risk. A key goal of project risk
10:13:11management is to identify as many risks
10:13:14as you can before they occur. This
10:13:17includes both threats and opportunities.
10:13:20The sooner you identify a risk and make
10:13:22it known, the sooner you can develop
10:13:24appropriate responses to address it.
10:13:27Now, managing risks is critical to the
10:13:30success of a project and risk management
10:13:32begins on day one of the project. Risks
10:13:36are identified and documented as
10:13:38planning progresses and are initially
10:13:40identified during the project charter
10:13:42development process. Additional risks
10:13:45are identified during scope, schedule,
10:13:47and budget planning. Support planning
10:13:50will also likely lead to additional risk
10:13:52identification. Note, another video
10:13:55covers the end-to-end risk planning
10:13:57process and associated activities. All
10:14:00identified risks must be added to a risk
10:14:03register. The risk register is a
10:14:06document used to add and track risks.
10:14:08The risk register also includes
10:14:11information such as the likelihood of
10:14:13the risk occurring and risk impact. And
10:14:16the risk register should be updated
10:14:18every time a risk is identified. If a
10:14:22risk becomes an actual event, it is
10:14:25referred to as an issue and the project
10:14:27manager must keep track of issues in an
10:14:30issue log. An issue log is a document
10:14:33containing a list of issues along with
10:14:35details required to track the issue such
10:14:38as issue description, current status,
10:14:41and priority. Note that another video
10:14:44covers issue logs in detail.
10:14:47In this video, you learned that risk is
10:14:50an inherent part of any project that is
10:14:52impacted by many variables. Project
10:14:55managers should identify positive and
10:14:57negative risks and prioritize how to
10:15:00handle them. based on their potential
10:15:02impact on budget and schedule. Two
10:15:05categories of risk include threat, which
10:15:08has a negative impact on the project,
10:15:10and opportunity, which has a positive
10:15:12impact on the project. Two types of risk
10:15:15include known risks, which have been
10:15:18identified by the project manager, and
10:15:21unknown risks, which have not yet been
10:15:23identified. And if a risk becomes an
10:15:26actual event, it is called an issue.
10:15:31[Music]
10:15:38Welcome to risk metal language. After
10:15:41watching this video, you will be able to
10:15:44explain the need for a risk metal
10:15:46language statement, identify parts of
10:15:48the risk metal language statement, and
10:15:51describe parts of the risk metal
10:15:53language statement. Documenting risks is
10:15:56mandatory and the quality of the risk
10:15:58statement is equally important. For
10:16:01example, consider the risk statement
10:16:03weather is unpredictable. This risk
10:16:05statement is ambiguous and does not
10:16:08provide a clear view of why the
10:16:10unpredictability is a risk or what will
10:16:13happen if the weather changes. An
10:16:15ambiguous statement can be difficult to
10:16:18decipher and this can result in a
10:16:20project manager taking an incorrect
10:16:22action to manage the risk. Now risk
10:16:25metal language is an industry best
10:16:28practice that helps with writing
10:16:29unambiguous and accurate risk
10:16:32statements. The risk metal language
10:16:34breaks the risk statement into three
10:16:36parts cause event and impact. The
10:16:40project management institute or PMI does
10:16:43not define risk metal language by name.
10:16:46However, PMI states that the initial
10:16:49risk entries in a risk register should
10:16:52include risk cause and effect
10:16:54statements. Part one of the risk metal
10:16:56language maps to cause. Parts two and
10:17:00three constitute the effect and
10:17:02subsequent impact. The metal language
10:17:05structure has three parts. So let's
10:17:07understand each part in detail. The
10:17:10first part of the structure is risk
10:17:12cause. Risk cause is a situation or
10:17:16condition that exists. Bad weather and
10:17:19good weather are two examples of risk
10:17:21cause. Event is the second part. Event
10:17:25defines what can potentially occur due
10:17:28to the cause. For example, bad weather
10:17:30could result in rain and in this
10:17:32example, rain is the event. And
10:17:35similarly, good weather may result in
10:17:38sunshine and sunshine is the event. The
10:17:41last part of risk metal language is
10:17:44impact. Impact answers the question, why
10:17:47does the event matter? Now, using the
10:17:50weather example, the impact of rain may
10:17:53result in a delay in external work and
10:17:56schedules may slip. The impact of
10:17:58sunshine, however, may allow the team to
10:18:01work longer and make up for any loss
10:18:04time due to the rain. Let's now rewrite
10:18:07the statement weather is unpredictable
10:18:10in a way that it will appear in the risk
10:18:12register.
10:18:14In this video, you learned that
10:18:16ambiguous risk statements can result in
10:18:19confusion and chaos. Risk metal language
10:18:22provides a structure to develop risk
10:18:25statements. And risk metal language
10:18:27breaks the risk into three parts. Cause
10:18:31which is a situation or condition that
10:18:33exists. Event which defines what can
10:18:36potentially occur due to the cause and
10:18:40impact which provides a response to the
10:18:42question why does the event matter?
10:18:46[Applause]
10:18:48[Music]
10:18:56Hello everyone and welcome to a quick
10:18:58demonstration on a SWAT analysis. SWAT
10:19:02stands for strengths, weaknesses,
10:19:05opportunities, and threats. A SWAT
10:19:07analysis is a very commonly used risk
10:19:10identification tool. Let's begin with a
10:19:13quick definition of strengths,
10:19:16weaknesses, opportunities, and threats.
10:19:18Let's begin with strengths and
10:19:20opportunities. A strength in SWAT refers
10:19:23to internally controlled features that
10:19:25are positive. Opportunities in SWAT
10:19:29result from existing strengths and
10:19:31document external events that may occur
10:19:34as a result. Turning our attention to
10:19:37weaknesses and threats. Weaknesses in
10:19:40SWAT refer to internally controlled
10:19:42factors that are negative and threats in
10:19:44SWAT result from existing weaknesses and
10:19:47document external events that may occur
10:19:50as a result. Today for this SWAT
10:19:53analysis demonstration, we're going to
10:19:55feature a process improvement project. A
10:19:58team gathered together and identified
10:20:01two strengths and associated
10:20:03opportunities and two weaknesses and
10:20:05associated threats. Let's take a look at
10:20:08what they identified.
10:20:13The first strength that the team
10:20:15identified was a reliable supply chain.
10:20:19Now you may be asking yourself, how is
10:20:22this an internal consideration?
10:20:26You're the organization. You determine
10:20:28who is going to partner with you in the
10:20:31supply chain. If the supply chain is
10:20:33satisfactory, you are empowered to go
10:20:36ahead and maintain these partnerships.
10:20:39If the supply chain is not satisfactory,
10:20:42you are empowered to go ahead and
10:20:44change. The second strength that was
10:20:47identified by the team was
10:20:52high customer satisfaction. So we had
10:20:55two strengths. The next step was to take
10:20:57a look and determine what are the
10:21:00external opportunities that may result
10:21:02from these two strengths. So we take a
10:21:05look first of all at the reliable supply
10:21:08chain. The teams determined that with
10:21:11this reliable supply chain there was a
10:21:13high potential for supplier willingness
10:21:16to adapt to any improvements and changes
10:21:18that were made.
10:21:20The high customer satisfaction was
10:21:23analyzed and the team determined that
10:21:26based on this high customer
10:21:28satisfaction, the customers may be
10:21:30willing to partner with us and hopefully
10:21:34expedite the implementation of any
10:21:36improvements. A win-win situation for
10:21:39the organization and the customer.
10:21:42However, there were two weaknesses that
10:21:44were identified by the team as well. The
10:21:47first weakness that was identified was
10:21:49there were many manual operations in the
10:21:52current process. And the second was
10:21:56there was employee complacency.
10:21:59Their employees had learned to live with
10:22:04a very ineffective and very inefficient
10:22:07process.
10:22:09The next step was to evaluate the
10:22:11threats. They took a look once again at
10:22:13many manual operations and determined
10:22:16that the primary threat was limited
10:22:18improvement opportunities. As a result
10:22:21of the manual operations, many of the
10:22:24improvement solutions may not be able to
10:22:27be implemented. And for employee
10:22:30complacency, they took a look and
10:22:33determined that
10:22:35there might be some resistance to
10:22:37change.
10:22:39They completed their SWAT analysis and
10:22:41then went to the next step. They took
10:22:44their strengths and opportunities,
10:22:46weaknesses and threats, and they
10:22:48completed their risk register. After
10:22:50they documented the information that
10:22:53they had attained during the SWAT
10:22:55analysis, they defined the impact of
10:22:58each of the opportunities and impact of
10:23:00each of the threats. They assigned
10:23:03probability and impact numbers to each
10:23:05opportunity and each threat and
10:23:07calculated a risk score.
10:23:10This concludes our brief overview of
10:23:13SWAT analysis. Hopefully, you have
10:23:16gained a better understanding of SWAT
10:23:19analysis, its purpose, and the
10:23:22methodology to go ahead and complete
10:23:24this analysis. Thank you for your
10:23:26attention, and we look forward to seeing
10:23:28you in future demos.
10:23:32[Music]
10:23:40Welcome to the risk management plan.
10:23:43After watching this video, you will be
10:23:45able to define the purpose of a
10:23:47riskmanagement plan and describe the
10:23:50different sections of a riskmanagement
10:23:52plan. A riskmanagement plan describes
10:23:55how riskmanagement activities will be
10:23:58structured and performed for the
10:24:00project. The riskmanagement plan
10:24:02provides instructions and a roadmap for
10:24:05how risk management for a project will
10:24:07be conducted. After the riskmanagement
10:24:10plan is approved, it becomes part of the
10:24:13overall project management plan. Now the
10:24:16risk management plan contains different
10:24:19sections and these include risk
10:24:21management team definitions of
10:24:23probability and impact probability and
10:24:26impact matrix risk assessment schedule
10:24:29risk contingency reserves and
10:24:32clarification and comments. Let's look
10:24:35at each of these in detail. The risk
10:24:38management plan should have details
10:24:40about the risk management team. This
10:24:43list includes responsibilities for
10:24:45different roles including the project
10:24:47manager, risk owner, subject matter
10:24:50experts or SMEES and any other
10:24:53stakeholder involved in overall project
10:24:55risk management. The risk management
10:24:58plan should also contain definitions for
10:25:01probability and impact ratings. These
10:25:04ratings are used to score the project
10:25:06risks which helps the project manager
10:25:08prioritize and monitor risks. Note PMI
10:25:12recommends using the simple Liykert
10:25:14scale from 1 to 5. Once definitions are
10:25:18complete, the project manager can
10:25:20determine the risk score by multiplying
10:25:22the probability score times the impact
10:25:25score. The higher the risk score, the
10:25:28more a risk should be monitored. This
10:25:30table displays an example of probability
10:25:33and impact ratings. Now depending on the
10:25:37risk score, the project manager will
10:25:39need to take different actions. To
10:25:42ensure a common structure is followed by
10:25:44all members of the project team, the
10:25:46project manager must define the
10:25:48probability and impact matrix. This
10:25:52matrix contains the risk score ranges
10:25:54along with associated actions. Here's a
10:25:57table displaying a sample matrix.
10:26:00Next, the project manager should also
10:26:03document the risk assessment schedule in
10:26:05the risk management plan. As part of the
10:26:08schedule, document when project risks
10:26:10will be reviewed and include status
10:26:13meeting requirements, status reporting
10:26:15requirements, and management reporting
10:26:18requirements. Detailed schedules should
10:26:21reflect in the project communications
10:26:23plan. Another video covers the project
10:26:26communications plan in detail. A
10:26:29riskmanagement plan should contain the
10:26:31definition for contingency reserves or
10:26:33funds required to respond to known
10:26:36risks. In addition, the riskmanagement
10:26:39plan should contain details about how
10:26:42reserves are maintained and distributed.
10:26:45The risk management plan must share the
10:26:47amount of reserves available and the
10:26:49process to access them. Note that in
10:26:52most cases, the project manager does not
10:26:55control contingency reserves or funds.
10:26:58In addition to contingency reserves, a
10:27:01project should also have a management
10:27:03reserve. Management reserves are funds
10:27:06set aside to support unknown risks which
10:27:09can be caused due to various reasons
10:27:11such as information gaps. The higher the
10:27:14project complexity, the more management
10:27:17reserves should be set aside. Now, the
10:27:20risk management plan can also contain an
10:27:22optional section for clarifications and
10:27:25comments. This section can be used to
10:27:28provide references, policy links, and so
10:27:31on that impact risk management planning.
10:27:34The project manager can also reference a
10:27:37risk breakdown structure if available. A
10:27:40risk breakdown structure is a list of
10:27:42potential risks that may impact projects
10:27:45broken out by category. The project
10:27:48manager can derive the risk breakdown
10:27:50structure by using the lessons learned
10:27:52on risks from other projects. And this
10:27:55table displays an example of the risk
10:27:57breakdown structure.
10:28:00In this video, you learned that a
10:28:02riskmanagement plan describes how
10:28:04riskmanagement activities will be
10:28:07structured and performed for the
10:28:09project. The riskmanagement plan should
10:28:11contain the following sections. Risk
10:28:14management team, which defines the
10:28:16riskmanagement team and their roles.
10:28:18Definitions of probability and impact
10:28:21which defines probability and impact
10:28:23ratings to be applied to qualify all
10:28:26risks. Probability and impact matrix
10:28:29which determines the relative priority
10:28:32of all risks by risk score. Risk
10:28:34assessment schedule to provide a
10:28:36schedule for risk reassessment and
10:28:38status analysis or reporting. Risk
10:28:41contingency reserves that define
10:28:43reserves required to respond to risk. In
10:28:46addition to how reserves are maintained
10:28:48and distributed and a clarification and
10:28:52comment section to provide clarifying
10:28:54information, links, references, and so
10:28:57on as required.
10:29:02[Music]
10:29:09[Music]
10:29:13Welcome to expert viewpoints risk
10:29:15planning. In this video, we will hear
10:29:18from project managers discussing risk
10:29:19planning. They explain how they normally
10:29:22conduct risk planning, why
10:29:23riskmanagement planning is necessary,
10:29:26how they plan for risk management, and
10:29:28the tools and techniques that are
10:29:29critical to planning success.
10:29:32>> The best piece of advice that I can give
10:29:34you is three words. Make it real. Try to
10:29:38go ahead and share past lessons learned
10:29:40where risks occurred that impacted a
10:29:42project negatively. In addition, try to
10:29:45share examples of opportunities that
10:29:47were lost. There's an old saying that an
10:29:50ounce of prevention is worth a pound of
10:29:52cure. If you can provide concrete
10:29:54examples of how risk impacted a project,
10:29:58then chances are pretty good that you
10:30:00may be able to catch those stakeholders
10:30:02attention.
10:30:04Pretty easy response. Begin on day
10:30:07number one of the project. As you're
10:30:09developing the project charter, which
10:30:11defines what the project is, why it's
10:30:14important, and who needs to be involved,
10:30:16do a brainstorming session with whatever
10:30:19stakeholders are available. What are
10:30:21those potential risks to this particular
10:30:23project. The first thing that you want
10:30:26to do is to define those potential risks
10:30:28in the project charter. Next, identify
10:30:31risks as you plan. Identification of
10:30:34risks is a very iterative process. Once
10:30:37you get through the project charter,
10:30:38you're going to begin planning scope.
10:30:40Then you'll begin planning your
10:30:42schedule. You'll begin planning your
10:30:43budget. As you complete each major
10:30:46planning section, make sure that you
10:30:49spend a little bit of time before you
10:30:51move forward and ask yourself what were
10:30:53some risks that were identified and
10:30:55continually add those to your risk
10:30:58register.
10:31:00The first thing people need to know
10:31:01about risk management planning is why
10:31:04it's important, how it affects the
10:31:06organization, how it affects the outcome
10:31:08of the project, and what the
10:31:10implications are for them personally by
10:31:13not doing this or not doing it well
10:31:14enough. Therefore, you need to explain
10:31:17why we do risk management planning. And
10:31:21if it's not supported by the
10:31:23organization, if it's not something
10:31:24that's part of the process of running a
10:31:30project or implementing something new
10:31:33development, then people are really not
10:31:36going to understand why and they're not
10:31:37going to be committed to doing it.
10:31:41So I think if people know personally how
10:31:43it affects them, if their job for
10:31:45example is in engineering and they know
10:31:47that the outcome of not planning for a
10:31:49risk could be a failure of the product,
10:31:52then they're going to have more
10:31:54incentive to pay attention and do this
10:31:58risk planning. So I think you need to
10:31:59make it part of the organizational
10:32:01process. It really needs to be part of
10:32:03everything that we do. Whenever there's
10:32:05a project, whenever there is a new
10:32:08product implemented, then it should be
10:32:10done across the board, across the
10:32:12organization. It should be something
10:32:14that is part of the standard process.
10:32:18And
10:32:20if management doesn't support it, then
10:32:22nobody else will. So if you really want
10:32:25to get people interested in doing this,
10:32:27you have to have management support. You
10:32:29have to have a process. And people need
10:32:32to understand why it's important
10:32:35when it comes to planning risk
10:32:37management and how you do it. You have
10:32:39to have the team involved from day one.
10:32:41They have to be part of that process.
10:32:43They have to be there when you're just
10:32:45brainstorming what the risks are, right?
10:32:48Because if you don't, then you're going
10:32:49to either have to go back later on and
10:32:51do a bunch of rework or you're going to
10:32:53miss it all together and then the risk
10:32:54occurs. it's triggered and then you have
10:32:58no plan in place for mitigating that
10:33:01risk or responding to it. The second
10:33:04thing is you have to have a quantitative
10:33:05system for
10:33:08identifying the risks and normally you
10:33:10want to look for things like
10:33:12detectability,
10:33:13severity, likelihood, right? Because we
10:33:16want to know how if it's going to
10:33:18happen, we want to know how bad it's
10:33:19going to be and we want to know if we
10:33:21can detect it at all. And the other
10:33:24thing is you have to be diligent about
10:33:27auditing these this risk management
10:33:29plan. And that involves having something
10:33:32what you may call a control plan which
10:33:34is a formal plan that lays out all of
10:33:38the uh risks and how you respond, who's
10:33:41responsible,
10:33:43you know, when we do it by. There's a
10:33:46there's a couple ways to do it, but
10:33:48normally you want to look at those
10:33:49things.
10:33:50And if you don't have any of that, then
10:33:53you're going to know that you're going
10:33:54to have a problem. Um, and also if you
10:33:58if you have a system of auditing in
10:34:00place, periodically, you can go in and
10:34:03evaluate whether our our risk uh
10:34:06measures are still valid, if the
10:34:08everything needs to be updated, right?
10:34:10Because these are living documents that
10:34:12we should be updating regularly.
10:34:15I'm going to go ahead and share three of
10:34:17them very briefly. Number one is a
10:34:20riskmanagement plan. And in a future
10:34:22interview, we're going to delve a little
10:34:24bit deeper into this risk management
10:34:26plan, but in essence, it's an overview
10:34:28of how overall risk management will be
10:34:31conducted. Have a plan. Plan it before
10:34:35you do it. Secondly, the risk register.
10:34:38This is a very common tool. It is a
10:34:40place where you list the risks. You
10:34:42begin by filling out the risks that you
10:34:45identify during the project charter. As
10:34:47you plan scope, you add risks to this
10:34:50risk register or list. As you do
10:34:52schedule and budget planning, you add
10:34:54risks. By the time you've completed all
10:34:56of your planning, you're probably going
10:34:58to have a pretty long list of risks to
10:35:00go ahead and manage. And the risk
10:35:02register is that primary document that
10:35:04you use to go ahead and document those
10:35:06risks. Last but not least, and again,
10:35:09we'll go ahead and explain this a little
10:35:10bit more in a future interview, there's
10:35:12another tool called a risk matrix. It's
10:35:15a very simple visual overview of the top
10:35:17risks that impact a project. You want to
10:35:20use this risk matrix for stakeholder and
10:35:24leadership presentations. And again,
10:35:27we'll talk to this a little bit more,
10:35:29but as they say, a picture is worth a
10:35:31thousand words.
10:35:33appreciate the opportunity to answer
10:35:34these first three questions and I'll see
10:35:36you again in the next riskfocused
10:35:40subject matter expert interview session.
10:35:44[Music]
10:35:52Hello. For the next few minutes, I would
10:35:54like to go ahead and share a very common
10:35:57tool that is used and recommended by the
10:36:00project management institute. This tool
10:36:03is called a risk register. A risk
10:36:06register is simply a list of risks that
10:36:08may be pertinent to your particular
10:36:11project.
10:36:13When completing a risk register, always
10:36:15begin with the project name. Today, what
10:36:18we're going to do is we're going to use
10:36:20the company picnic project as our
10:36:23example. And in addition, always put
10:36:25down the date. Today is June 11th, 20XX.
10:36:29Version control for a risk register is
10:36:32very important. We already filled in one
10:36:35risk for you. We will go ahead and
10:36:37complete a second before this demo is
10:36:41complete. Whenever filling in a risk,
10:36:44give it its own identification number.
10:36:47Risk number one had a problem called
10:36:50insects. Risk metal language says a risk
10:36:54should be documented in a way that tells
10:36:57a story, cause, event, and impact.
10:37:01There are insects and where there are
10:37:04insects, there's the potential for
10:37:06insect bites, and if the insect bites do
10:37:09occur, there is the potential for
10:37:11illness and discomfort.
10:37:14Always assign a risk owner. This
10:37:16individual is going to be responsible
10:37:19for the end-to-end management of the
10:37:22risk. In this particular case, the
10:37:24project manager. Categorization. Risks
10:37:27come in two categories, opportunities or
10:37:30threats. The probability risk rating is
10:37:34the chances that it will occur. Notice
10:37:37we have a little bit of an overview in
10:37:40terms of ratings from five to one. In
10:37:43addition, the impact risk rating. In
10:37:46this particular case, we give it a
10:37:47three. Again, on a risk register, you
10:37:50should have a 1 through five scale
10:37:52defining the impact risk rating. Risk
10:37:56score is risk rating times impact. 3 * 3
10:38:01= 9. A trigger is an early warning that
10:38:04the risk is about to occur. In this
10:38:07particular case, we're talking about
10:38:09insects, eye contact. If we see
10:38:11mosquitoes, if we see ants come
10:38:13approaching the picnic site, we know
10:38:15that this risk is about to become an
10:38:18issue. And we always come up with a
10:38:20response, which is a repellent. So now,
10:38:23let's go ahead and fill one out and talk
10:38:26about number two. So we're going to give
10:38:29this a new rating number two. In this
10:38:32particular case, we're going to say bad
10:38:34weather. Bad weather is our cause.
10:38:40What is the event that could occur?
10:38:42Well, if bad weather occurs, we may very
10:38:44well end up with some rain. And why do
10:38:49we care about the rain? It may result in
10:38:53reduced events. So now we have our risk
10:38:57statement. There is the potential for
10:39:00bad weather. And if bad weather occurs,
10:39:02we may end up getting some rain. And if
10:39:05it rains, we may have to reduce the
10:39:07number of events that we have at the
10:39:08company picnic. In this particular case,
10:39:11we're going to assign this risk to the
10:39:13project manager as well. And this is
10:39:16also a threat. Bad weather is not a good
10:39:19thing. In this particular case, we think
10:39:22that the probability is moderate to low.
10:39:24We give it a two. But the impact would
10:39:26be four, which is high to moderate,
10:39:28which is a four. In this particular
10:39:31case, again, we multiply 2 * 4 equals 8.
10:39:35So, what would be the trigger? Well, in
10:39:37this particular case, we're going to put
10:39:39down a weather report as a potential
10:39:42trigger. Our project manager is going to
10:39:45keep an eye on it. And what is going to
10:39:49be our potential response? Well, since
10:39:51we have many individuals who are
10:39:53attending this particular event, we're
10:39:55going to try to have a tent where people
10:39:57can go ahead and seek cover should the
10:40:00rain begin. One thing that I want you to
10:40:03notice is that we have a total risk
10:40:05score. As we complete each particular
10:40:08risk, the score adds up. In the case of
10:40:12a risk score, the higher the score, the
10:40:15more risk exposure or potential risk the
10:40:18project has. The lower the number, the
10:40:21less risk exposure as well. This
10:40:25concludes our overview of a risk
10:40:27register. Hopefully, this was clear and
10:40:30understandable. Thank you very much.
10:40:35[Music]
10:40:43Welcome to expert viewpoints risk
10:40:45management. In this video, we will hear
10:40:48from project managers discussing risk
10:40:50management.
10:40:51>> The answer is simple. What can you do to
10:40:53enhance successful risk planning and
10:40:55management? Step number one, develop a
10:40:58project riskmanagement plan. Benjamin
10:41:00Franklin said a long time ago, if you
10:41:03fail to plan, you are planning to fail.
10:41:05And that is true for every function
10:41:07within project management to include
10:41:09risk. What does a project management
10:41:11plan include? Number one, the risk team
10:41:14roles and responsibilities. Who are the
10:41:16individuals? Who are the stakeholders?
10:41:18Who are the team members who are going
10:41:19to help you to manage the project risk?
10:41:22Secondly, probability and impact
10:41:24scoring. Every risk should be assigned a
10:41:27probability and impact rating. In the
10:41:30risk management plan, we define what
10:41:32that rating system is going to be.
10:41:35Third, a probability and impact matrix.
10:41:38This is a classification of risk based
10:41:40on risk scores. Let's say for example, a
10:41:43risk has a probability of five and an
10:41:45impact of five. That results in a risk
10:41:48score of 25. Another risk may have a
10:41:50probability of one and an impact of one.
10:41:531* 1 equals 1. They're both risks. We
10:41:57need to pay attention to both of these
10:41:59risks. But which one are we going to
10:42:01spend our time on? Obviously, the one
10:42:04that scored 25 has a greater potential
10:42:07to impact the project than the one that
10:42:09scored one. Risk reassessment schedule.
10:42:12Risk is not a oneandone. Risk is often
10:42:16referred to as the alpha and omega of
10:42:18project management planning. The alpha
10:42:20means that you begin risk planning
10:42:23during the project chartering phase. And
10:42:25you're not complete until you've
10:42:26accomplished all of your planning. And
10:42:29even when you get into executing,
10:42:30controlling, and closing, new risks may
10:42:33go ahead and develop. How often are you
10:42:36going to revisit risks? The risk
10:42:38reassessment schedule.
10:42:40Sometimes another little saying, the
10:42:42best paid blade plans of mice and men
10:42:45often go astray. Well, make sure in your
10:42:48risk management plan you address risk
10:42:50contingency reserves. How many dollars
10:42:53are you going to have set aside just in
10:42:55case a risk occurs? And the final aspect
10:42:58of a riskmanagement plan are any
10:42:59comments, links, and references that you
10:43:01may have. Common risk management can
10:43:04include a lack of communication, budget
10:43:07and time constraints, scope creep, and
10:43:10scope management along with team
10:43:13conflict. So, you got to really make
10:43:15sure to build the team, have that clear
10:43:17communication, be realistic about your
10:43:20timeline and your budget, and then plan,
10:43:24plan, plan, understand exactly what is
10:43:27in scope, and avoid scope creep. First,
10:43:30I'll do the admin stuff. I'll go ahead
10:43:32and quickly add it to the issue log and
10:43:36assign it to someone uh either a team
10:43:39member or a group and then flag it in
10:43:42the risk register if it's not already
10:43:44there because sometimes that does
10:43:45happen. Just make sure to go ahead and
10:43:47add it and then work with the team or
10:43:50the individual to reduce the issue
10:43:53quickly and find a resolution at the
10:43:56time. This may involve your key
10:43:58stakeholders for a change requirement.
10:44:01Make sure to put a change request in.
10:44:03And from there, go ahead and add into
10:44:06lessons learned once it is complete.
10:44:09>> Well, first of all, you you should go to
10:44:10your plan. If you don't have a plan in
10:44:12place, then you've already lost the
10:44:15battle because you're not going to be
10:44:17able to react fast enough. You are not
10:44:19going to know what to do. You're going
10:44:22to be in crisis mode. So, the first
10:44:24thing is have a plan. And then once the
10:44:27risk is triggered, go to that plan and
10:44:30follow what it says because you've
10:44:31anticipated this. You've you've looked
10:44:33at this, right? So now you got to you
10:44:35got to work with the plan and and
10:44:37everybody involved really should
10:44:39understand that there's the plan in
10:44:41place already.
10:44:44Now what you also have to do is
10:44:46communicate.
10:44:48You should have a communication plan as
10:44:49part of that risk management plan. If
10:44:51you don't, then you're not going to have
10:44:53a good way of of informing people that
10:44:56the risk has been occurred. So, that
10:44:58should all be part of that. So, go to
10:45:01your plan and communicate. Those are the
10:45:04two biggest things that really you could
10:45:06do in a situation where a risk has been
10:45:08triggered. Well, first of all, you have
10:45:10to be disciplined. You have to build
10:45:12this discipline into the culture of the
10:45:14organization. Now, that's really hard to
10:45:16do. It takes time but it starts with
10:45:19management support. Management the
10:45:21organization has to support it. It may
10:45:24look like having an entire quality
10:45:26department u dedicated to doing this
10:45:29sort of thing. And you know it has to be
10:45:31more than just the project manager
10:45:34pushing this. It has to be the entire
10:45:36organization getting behind it,
10:45:38understanding why did we do it and why
10:45:41it's important. And
10:45:44and I always say you need to have audits
10:45:46in place. And if you don't uh then it's
10:45:50going to be really difficult to
10:45:51overcome. And if you're not updating
10:45:54your control documents, your quality
10:45:56documents, your risk management
10:45:58documents because if the market changes,
10:46:01if personnel change, you could have
10:46:03various risks that are introduced at
10:46:05different points in time. So you really
10:46:07need to have a system for updating and
10:46:11being on top of those things. And you
10:46:13have to have a good quality plan. Now a
10:46:15quality plan is more of a comprehensive
10:46:18look at risk management that involves
10:46:21areas outside of that as well, but it
10:46:24should really be incorporated into that
10:46:27um into that way of of doing business.
10:46:30Now some people do certifications like
10:46:33ISO which is going to force you to build
10:46:36those plans build that plan around
10:46:39everything that you do and you know
10:46:41that's not a bad idea because
10:46:44they're regularly audit audits uh
10:46:47regular audits by a third party and it's
10:46:50something that you have to do to keep
10:46:52that certification and a lot of
10:46:54companies customers are going to look
10:46:56for those ISO and ISO type of
10:46:59certification applications.
10:47:03[Music]
10:47:10>> Welcome to responding to risk. After
10:47:13watching this video, you will be able to
10:47:16identify risk response categories,
10:47:19describe responses to threats, explain
10:47:22responses to opportunities, and describe
10:47:25responses to both threats and
10:47:28opportunities.
10:47:29Every risk should have a response
10:47:31strategy. The Project Management
10:47:34Institute or PMI categorizes risk
10:47:37responses into eight distinct
10:47:39strategies, including three strategies
10:47:42to respond to threats, three strategies
10:47:44to respond to opportunities, and two
10:47:47strategies that can respond to either
10:47:50threats or opportunities. Every risk
10:47:53owner should use these strategies when
10:47:55creating risk responses. Now, the
10:47:58response strategy you choose is tied to
10:48:01risk metal language. Remember, every
10:48:04risk has a cause that leads to a
10:48:06potential event which leads to a
10:48:08potential impact. Strategies are
10:48:11dependent on whether or not the team can
10:48:14control the cause of the risk. If the
10:48:16cause can be controlled, certain
10:48:18strategies are appropriate and if not,
10:48:21other strategies are required. So there
10:48:24are three response strategies for
10:48:26negative risks or threats. These include
10:48:29avoid, transfer, and mitigate. Avoid a
10:48:33cause that can be controlled. For
10:48:35example, the project manager, risk
10:48:37owner, or team can easily identify and
10:48:41control causes such as an ineffective
10:48:44team member, lack of training, or manual
10:48:46processes. Transferring a risk to a
10:48:50third party is another strategy to
10:48:52manage threats. This strategy can be
10:48:54used when the project team does not have
10:48:56the required expertise. Then the third
10:48:59party will be accountable to manage the
10:49:02risk. Examples could be life insurance
10:49:05or a contract SME. And the third
10:49:08strategy is to mitigate. The project
10:49:11manager will use the mitigation strategy
10:49:14if the team feels they do not have any
10:49:16control over the cause. If a threat is
10:49:20identified, look at ways to reduce the
10:49:22probability and impact of the risk if it
10:49:25occurs. Examples of mitigation as a
10:49:28strategy include planning indoor work in
10:49:31the event of rain and developing
10:49:33workarounds to reduce the impact of new
10:49:36regulatory guidance. So, we've discussed
10:49:39the response strategies for threats.
10:49:42Next, let's look at response strategies
10:49:44for opportunities. There are three
10:49:47recommended strategies including
10:49:49exploit, share and enhance. Exploit or
10:49:53to take advantage of the cause that can
10:49:56be controlled. For example, you may be
10:49:59able to leverage a motivated team member
10:50:01or a highly trained team to improve the
10:50:04probability of high productivity.
10:50:07Sharing an opportunity with a third
10:50:09party is another strategy. The third
10:50:11party will be accountable for partnering
10:50:14with the project risk management team to
10:50:16achieve an opportunity. Examples where
10:50:19sharing the opportunity is beneficial
10:50:21could be combining orders to receive a
10:50:24discount or sharing expertise to achieve
10:50:27a mutual goal. Now there may be times
10:50:30when the project risk management team
10:50:32may not have any control over the risk
10:50:35cause. In this case, the only responses
10:50:38are to increase the probability of the
10:50:41opportunity occurring, increase the
10:50:43impact of the opportunity occurring, or
10:50:46increase both the probability and impact
10:50:48of the opportunity occurring. Let's look
10:50:51at some examples for responses. Consider
10:50:54the scenario where the schedule is fixed
10:50:56and you have no control to change it. In
10:50:59this case, you should look for ways to
10:51:02increase the probability of an early
10:51:04finish. One such strategy is to provide
10:51:07incentives to accelerate the schedule.
10:51:10Here's another situation. The team
10:51:12composition has been decided and cannot
10:51:15be changed. To increase the probability
10:51:18of high productivity, you can provide
10:51:20growth opportunities to increase
10:51:22motivation.
10:51:24Finally, response strategies that can be
10:51:26used for both threats and opportunities
10:51:29include acceptance and escalation. The
10:51:33acceptance strategy can be used in two
10:51:35scenarios. The first scenario is where
10:51:38the risk probability and impact are low.
10:51:41In this scenario, accept that the risk
10:51:44might occur and if it occurs, respond.
10:51:47The second scenario is where the risk
10:51:49probability and impact are not clear. In
10:51:52this case, the project risk management
10:51:55team does not have a clear acceptable
10:51:58response for a risk. If probability and
10:52:01impact are low, this is not a large
10:52:04problem. But if probability and impact
10:52:07are high, the project may need to be
10:52:10reassessed.
10:52:11Now, the escalation strategy can be used
10:52:14when the project manager needs to gain
10:52:17highlevel approval for a response,
10:52:19normally from the sponsor. The
10:52:21escalation strategy can be used if a
10:52:24response is either controversial or
10:52:27requires additional funding or reserves.
10:52:31In this video, you learned that the
10:52:33Project Management Institute or PMI
10:52:36categorizes risk responses into eight
10:52:39distinct strategies, including three
10:52:42strategies to respond to threats, three
10:52:44strategies to respond to opportunities,
10:52:47and two strategies that can respond to
10:52:50either threats or opportunities. Three
10:52:53response strategies for threats include
10:52:55avoiding risk when the cause can be
10:52:58controlled, transferring risk to a third
10:53:00party when the team does not have the
10:53:02expertise, and mitigating when the cause
10:53:05cannot be controlled. Three responses
10:53:08for opportunities include exploiting or
10:53:11taking advantage of the opportunity,
10:53:14sharing the opportunity, and enhancing
10:53:17the impact of the opportunity. And two
10:53:20response strategies for threats and
10:53:22opportunities include acceptance and
10:53:25escalation.
10:53:27[Applause]
10:53:29[Music]
10:53:34[Music]
10:53:38Welcome to expert viewpoints risk
10:53:40responses. In this video we will hear
10:53:43from project managers discussing risk
10:53:45management.
10:53:46>> Well first of all we want to make a
10:53:47determination. Is the risk an
10:53:49opportunity or is it a threat? Remember
10:53:52risks can be both positive and negative.
10:53:56Secondly, remember how we write risks,
10:53:58cause, event, and impact. We ask
10:54:01ourselves, do we have any control over
10:54:04the cause? If we do, then we want to
10:54:08avoid a negative cause and we want to
10:54:10exploit a positive cause. Now if we have
10:54:13no control over the cause, our next step
10:54:16is to take a look at the probability and
10:54:18the impact. For a negative risk, we want
10:54:21to mitigate the risk. We want to go
10:54:24ahead and either lower the probability
10:54:26or impact of the risk occurring. For a
10:54:28positive risk, we want to enhance the
10:54:31probability impact. We want to improve
10:54:34the probability and impact so that we
10:54:36can hopefully achieve the opportunity.
10:54:40Now, if there are no team members with
10:54:44skills or capacity to manage a risk
10:54:46internally, one of the things that you
10:54:48may want to do is to transfer the
10:54:51negative risk, which means assign the
10:54:54negative risk to a third party for
10:54:56management and control or share. Share
10:54:59is when you have an opportunity, but you
10:55:02require third-party support to go ahead
10:55:04and achieve that particular opportunity.
10:55:07Now there may be a risk that has very
10:55:09minimal impact. If that's the case in
10:55:11most cases we just accept the risk. It's
10:55:14if it occurs it occurs. However, if
10:55:17there is a risk that has a really huge
10:55:20impact on the project potentially and
10:55:22you do not have a good response, then
10:55:25you really want to get together with
10:55:26your subject matter experts and maybe
10:55:28even your sponsor and number one try to
10:55:31find a response. But if you can't, you
10:55:33may want to take a look at this project
10:55:35and re-evaluate it because if this risk
10:55:37occurs, the project may go into a
10:55:40perpetual state of failure.
10:55:42>> So of course you have the different
10:55:44options where you can avoid, transfer,
10:55:46accept or mitigate. It really depends on
10:55:49what the issue is. So for example, um
10:55:53during COVID, there was a large
10:55:55deployment that I had for a customer and
10:55:58we had a solid plan. It was great. We're
10:56:00good to go. COVID happened and we're
10:56:02like okay great now we have to mitigate
10:56:05what sites can we do at this time to
10:56:08implement cloud security and a lot of
10:56:10stuff we had to do onsite. So we're like
10:56:13who will allow us to go on site? Where
10:56:15is it actually safe? What type of
10:56:17precautions do we have to do? With this
10:56:20we were actually still able to make
10:56:22timeline. We just had to really change
10:56:24our plan around.
10:56:25>> Well, first of all, let's define what a
10:56:26risk trigger is. A risk trigger is an
10:56:29early warning system that a risk is
10:56:31about to occur. So the first tip that I
10:56:33can provide you is to enlist the support
10:56:35of risk owners. Remember, the risk owner
10:56:37is that individual who is going to
10:56:39manage the end-to-end risk for you. Try
10:56:42to find people with the subject matter
10:56:43expertise who can go ahead and determine
10:56:46what are potential early warning signs
10:56:48that a risk is about to occur. That risk
10:56:50owner should be your primary source to
10:56:52determine triggers and provide those
10:56:55early warnings. In addition, enlist the
10:56:58support of other experts as well. And if
10:57:01you're fortunate enough to be working in
10:57:03an organization that documents lessons
10:57:06learned and archives them for your use
10:57:09and your information, look at lessons
10:57:11learned for past projects that are like
10:57:13your project and see if you can find
10:57:16some past incidences of risks and what
10:57:19potential warning signs or triggers
10:57:21there were that led to that risk being
10:57:25occurring. So, one way that I like to
10:57:28really try to find risk throughout the
10:57:30project, I mean, they're going to pop up
10:57:32anyways, right? A lot of times we're
10:57:34going to see them, sometimes we won't.
10:57:36And a great way to find these is to have
10:57:38frequent team syncs with open
10:57:41communications that will help identify a
10:57:43risk when it's about to happen. And then
10:57:46continuing to monitor the risk register
10:57:49and dock reviews. Depending on your
10:57:51industry, continue to watch the news to
10:57:53see if there's anything potential.
10:57:55Normally what I try to do is include an
10:57:57outline of a risk owner's
10:58:00responsibilities in my risk management
10:58:02plan. If I'm fortunate enough to have a
10:58:04lot of experienced risk owners, this
10:58:06step is not really required. They know
10:58:08what they need to do. But if I'm
10:58:10enlisting the support of some new risk
10:58:12owners or individuals who perhaps have
10:58:15never performed this particular function
10:58:17before, I may actually conduct a
10:58:19training session for how to be a good
10:58:22risk owner. Or I may enlist the support
10:58:24of senior level risk owners who have
10:58:27been there and done it to go ahead and
10:58:29train the new people on how to be
10:58:30effective.
10:58:33[Music]
10:58:43Hello everyone. I'd like to go ahead and
10:58:45take a few moments to walk through
10:58:47another key risk management tool called
10:58:51the risk report. We're going to go ahead
10:58:53and take a look at the template, review
10:58:55the instructions to complete the risk
10:58:57report, and hopefully enable you to use
10:59:01this tool in your everyday risk
10:59:03management efforts.
10:59:06We always begin by defining the project
10:59:08name, the project manager, and the date.
10:59:12The reason for this is that the risk
10:59:14report is going to be unique to your
10:59:16particular project.
10:59:18Define the project purpose. A brief
10:59:21description of the project and the
10:59:23purpose. Why is this project in
10:59:25existence? The next category that is
10:59:28recommended is to list the urgent risks.
10:59:31Now, what do we mean by urgent? On your
10:59:34risk register, you're going to have a
10:59:36number of risks. Normally, an urgent
10:59:39risk is one that scores probability
10:59:42times impact greater than 16. Do not
10:59:46include every risk. Embed a table as you
10:59:51can see in this particular illustration.
10:59:53List the risk by cause, event, and
10:59:55impact, the response, and the risk
10:59:57score. The purpose of a risk report is
11:00:00not to provide status of every risk. It
11:00:03is to provide status of the key risks or
11:00:06the urgent risks.
11:00:09Remember that risks come in two
11:00:11categories, threats and opportunities.
11:00:13Part of your riskmanagement duties is to
11:00:16look for opportunities as much as
11:00:19identify those threats. The same rule
11:00:22applies. List your opportunities by
11:00:26cause, event, impact, your proposed
11:00:28response, and the risk score.
11:00:32Any new risks that were identified since
11:00:34the last report. And if there were a lot
11:00:37of risks that were identified, remember
11:00:39the rule of urgency. If it is
11:00:42probability times impact 16 or greater,
11:00:45then you may want to list it. You may
11:00:48want to list a risk by exception. If you
11:00:51feel that this risk is pertinent, even
11:00:53if it does not score 16 or higher, the
11:00:57next category recommended in a risk
11:00:59report is project risk exposure. And we
11:01:03will go ahead and cover that a little
11:01:05bit later in this demonstration. A key
11:01:08aspect of the risk report is help
11:01:11needed. This risk report is not for your
11:01:14team. It's not for you. This risk report
11:01:18is provided to your sponsor and other
11:01:20executive stakeholders and it is meant
11:01:23to provide a quick overview of how risk
11:01:26management is progressing for the
11:01:28project. But a key area is help needed.
11:01:32Do you need additional contingency
11:01:34reserves, dollars in case of risk? Do
11:01:36you need response approval for some of
11:01:39the responses that you are proposing?
11:01:43Coming back to risk exposure, the
11:01:45definition of risk exposure, an
11:01:47aggregate measure of the potential
11:01:49impact of all risks at a given point in
11:01:53a project. A key note, a risk score for
11:01:57a threat is a positive number. Risk
11:02:00scores for opportunities are subtracted.
11:02:03So let's say hypothetically we had three
11:02:05risks. Two were threats and one was an
11:02:08opportunity. The threat would be 4* 4 or
11:02:12a risk score of 16. The opportunity
11:02:15potentially 3 * 3 equals 9. But we
11:02:18subtract this. Why? Because risk
11:02:21exposure is how much negative risk you
11:02:24are being exposed to. If there is an
11:02:28opportunity, an opportunity can mitigate
11:02:31the impact of negative risks and reduce
11:02:34the overall risk exposure.
11:02:38We have another one which is a threat of
11:02:4012. So if we add these up, our risk
11:02:44exposure is 19. To summarize this demo,
11:02:48here is an overview of a project. In
11:02:52week one, the risk score was 60 for all
11:02:55of the risks. It dropped to 58 on week
11:02:58number two, 54 on week number three, but
11:03:00then it began climbing again from week
11:03:02number four. Risk exposure shows how the
11:03:06overall risk score for all risks in the
11:03:09project is either increasing,
11:03:12decreasing, or staying the same. This is
11:03:15a great tool to determine how well your
11:03:18risk management program is working. If
11:03:21the exposure is going down, then chances
11:03:24are quite good that you and your team
11:03:26are doing a wonderful job mitigating the
11:03:29potential of risks or enhancing the
11:03:32opportunities that are out there. If the
11:03:34risk score is going up, that is a ris
11:03:37red flag that states we may have some
11:03:40problems. Maybe we want to go ahead and
11:03:42review this project at greater depth.
11:03:45Perhaps there are some risks that we may
11:03:47have missed or perhaps some responses
11:03:49that we need to go ahead and implement.
11:03:52This concludes a quick overview of a
11:03:54risk reort and in addition a brief
11:03:57explanation of the risk exposure portion
11:04:00of this report. We hope that you have a
11:04:03better understanding of the risk report
11:04:05and we do hope that this is something a
11:04:07tool that you can use as you move
11:04:09forward. Thank you very much for your
11:04:11attention. Have a great day and we look
11:04:13forward to seeing you again in future
11:04:15demos.
11:04:18[Music]
11:04:25Welcome to risk reassessment review.
11:04:28After watching this video, you will be
11:04:30able to recognize the importance of
11:04:33timely risk response implementation.
11:04:35Describe characteristics of risk audits,
11:04:38including audit objectives, frequency,
11:04:40and process. Explain the difference
11:04:43between residual and secondary risks.
11:04:46And describe the contents of an issue
11:04:49log. Any risk has the potential to
11:04:52become an issue and impact project
11:04:54success. A negative risk may impact
11:04:57scope, schedules, and budget, and an
11:05:00opportunity may be lost. Remember a
11:05:03single risk occurrence may lead to
11:05:05project failure. So it is essential the
11:05:08project risk management team recognize
11:05:10and implement a response in case a risk
11:05:13does occur. The risk register needs to
11:05:16be regularly updated to include response
11:05:19strategies. Risk scores might change and
11:05:22some risks may no longer be applicable
11:05:25and such risks must be removed from the
11:05:28risk register. Risk reassessment
11:05:30includes risk register updates, risk
11:05:33audits, documenting secondary and
11:05:35residual risks, and managing issue logs.
11:05:40Next, let's look at risk audits. Risk
11:05:42audits are an integral part of overall
11:05:45project risk management. And here are
11:05:48the objectives of a risk audit. Review
11:05:50the overall project risk monitoring
11:05:53process and determine the overall
11:05:55effectiveness of the risk management
11:05:57plan. and review the effectiveness of
11:06:00risk response strategies to make
11:06:02adjustments as required for the
11:06:04remaining project. Also determine if
11:06:07risk responses were appropriate or if
11:06:09further action is required. Remember,
11:06:12always document the audit and relevant
11:06:15conclusions.
11:06:16Now, risk audits should be scheduled at
11:06:19an appropriate frequency based on the
11:06:21needs of the project. Project scope is a
11:06:24key factor that helps in deciding the
11:06:26frequency and quantity of audits. Medium
11:06:29and large projects may require more
11:06:32frequent risk audits. Smaller projects
11:06:34may have a risk audit only at the end of
11:06:37all work. Risk audit frequency and
11:06:40processes are defined in the risk
11:06:42management plan. Let's briefly look at
11:06:45the risk audit process. A risk audit is
11:06:48triggered by the frequency specified in
11:06:50the risk management plan. During the
11:06:53audit, the overall effectiveness of
11:06:55riskmanagement monitoring is evaluated.
11:06:58If any changes are identified, the
11:07:00project risk management team will make
11:07:03the required changes and the risk audit
11:07:06also evaluates risk response
11:07:08effectiveness. The risk register is
11:07:10updated if the response was adequate and
11:07:13results are documented in lessons
11:07:15learned. If a risk response was not
11:07:18adequate, residual risks are identified
11:07:21and documented in the risk register for
11:07:23further action. Let's understand
11:07:26residual risks in more detail. When a
11:07:29risk occurs, a response is initiated. In
11:07:32some cases, the response is adequate.
11:07:35However, in some cases, the risk may
11:07:38still be present in an altered state.
11:07:40This is referred to as a residual risk.
11:07:44Here is an example. Consider this
11:07:46scenario. The primary risk snowfall
11:07:50resulted in limited parking occurred.
11:07:52The identified response use a commercial
11:07:55company to plow the parking lot and
11:07:57remove the snow was implemented. Later
11:08:00an ice coating was found in the parking
11:08:02lot under the snow. This is a residual
11:08:06risk. The ice became an issue when the
11:08:09snow cover was removed. The risk owner
11:08:12needs to identify and document the new
11:08:14residual risk and implement the response
11:08:17to deise the parking lot. Residual risks
11:08:20are added to the risk register when
11:08:22discovered.
11:08:24The project risk management team may
11:08:26also encounter secondary risks. Many
11:08:29high probability and impact risks
11:08:32require multiple risk response options
11:08:35and in some cases a primary and fallback
11:08:38response is generated. If the primary
11:08:42response does not yield desired results,
11:08:44the fallback response is initiated. Then
11:08:48there may be times when a primary or
11:08:50fallback response generates a new risk.
11:08:53This is referred to as a secondary risk.
11:08:56Here's an example. The primary risk
11:08:59response is to increase safety inventory
11:09:02levels to mitigate the risk of material
11:09:04shortages. However, there is a secondary
11:09:08risk. If the team increases safety stock
11:09:11levels, they may not have adequate
11:09:13storage space. So, the team's response
11:09:16is to lease adequate storage space.
11:09:18However, this response has cost impacts.
11:09:22In this situation, check if the cost
11:09:24outweighs the benefits of increasing
11:09:26safety stock. Or another way to look at
11:09:29the risk might be to check if the costs
11:09:32of leasing more storage space outweigh
11:09:34the risks of project delays due to
11:09:37material shortages. If a secondary risk
11:09:40presents greater challenges than the
11:09:42primary risk, then the primary risk
11:09:45response should be adjusted. Finally,
11:09:48let's look at issues and issue logs. An
11:09:52issue is defined as a risk that
11:09:54occurred. The project team must identify
11:09:57issues as soon as possible and implement
11:10:00planned risk responses. Any residual
11:10:03risks should also be documented. A best
11:10:06practice is to create an issue log with
11:10:09all relevant information about the issue
11:10:12and resolution. An example of headings
11:10:14that might be captured in an issue log
11:10:17are displayed. Now the contents of an
11:10:19issue log should include accurate and
11:10:22actionable description of the issue. The
11:10:25issue log should also include issue
11:10:27priority such as high, moderate or low.
11:10:31Remember all issues are not equal. And
11:10:34you can also include the issue category
11:10:36such as operations or finance. Ensure
11:10:40the issue log captures the details about
11:10:42the issue reporter and issue resolver.
11:10:45This will help establish the required
11:10:47communication to efficiently resolve the
11:10:50issue. Issue status is another important
11:10:53item you must capture and examples of
11:10:56issue status include active, deferred or
11:10:59resolved. Finally, the issue log must
11:11:02contain the date of the resolution which
11:11:05will be documented after the issue is
11:11:08successfully resolved. Note, the PMI
11:11:11does not provide any recommendations on
11:11:13the contents of an issue log.
11:11:16In this video, you learned that a timely
11:11:19response to a risk is important as a
11:11:22single risk occurrence may lead to
11:11:24project failure. Risk audits help
11:11:27determine the effectiveness of the
11:11:29riskmanagement plan and response
11:11:31strategy. Frequency of risk audits will
11:11:34vary based on project scope. Risk audits
11:11:38may result in updating the risk
11:11:40management plan and residual risks. A
11:11:43residual risk is identified when a
11:11:45response uncovers an altered risk state.
11:11:48A secondary risk is identified when a
11:11:51fallback response is implemented. And an
11:11:54issue log should contain all relevant
11:11:56information about the issue and
11:11:59resolution.
11:12:02[Music]
11:12:10[Music]
11:12:13Welcome to expert viewpoints risk
11:12:16monitoring.
11:12:17In this video, we will hear from project
11:12:19managers discussing risk monitoring.
11:12:23>> Well, first of all, let's describe what
11:12:24a risk reassessment is. Risk is not a
11:12:27oneanddone activity. risks are
11:12:30identified early in the project, in the
11:12:32middle of the project, and at the end of
11:12:33the project. And in addition, something
11:12:36that perhaps is a high impact risk early
11:12:39may turn out to be a low impact risk a
11:12:41little bit later. We need a schedule for
11:12:44risk reassessments because risk, as I
11:12:46said, is not a oneandone. I'm going to
11:12:48revert back to the risk management plan.
11:12:51In that risk management plan, define
11:12:53when risk reassessments are going to be
11:12:57scheduled. It can be on a weekly basis.
11:12:59It can be part of your overall status
11:13:01report or your status meeting. But
11:13:03regardless, make sure that you have a
11:13:06defined time where all risks are going
11:13:08to be reassessed. And just don't leave
11:13:11it documented in the plan and expect
11:13:13people to read it. Ensure the team, risk
11:13:15owners, and key stakeholders are aware
11:13:17of the schedule. Sign off and commit to
11:13:20adhering to this schedule. And when they
11:13:23do, then you can hold them accountable
11:13:25for results. Well, first and foremost is
11:13:28the right person performing the
11:13:30reassessment. If you have an individual
11:13:32who is reassessing or assessing an
11:13:35initial risk and they really do not have
11:13:36the subject matter expertise to provide
11:13:38a good opinion, then probably this is a
11:13:41wasted effort. Secondly, when changes
11:13:44are proposed, is the individual
11:13:47proposing the change using subjective or
11:13:50objective criteria? If it's subjective
11:13:53criteria, verify it with another source.
11:13:56If it's objective criteria, make sure
11:13:58that the individual is able to go
11:14:00provide the data that led them to want
11:14:04to change the risk identification,
11:14:06probability, impact or whatever.
11:14:10Number three, make sure that we are
11:14:13taking action to include all changes in
11:14:15the risk register. address updated
11:14:18status in your status reporting and
11:14:21ensure that you adjust urgency levels as
11:14:23well. Within risk management, normally
11:14:26based on risk score, we have urgent
11:14:28risks and we have what we call risks on
11:14:31the watch list. We need to pay attention
11:14:34to all risks, don't get me wrong, but we
11:14:36want to pay the most attention to those
11:14:39urgent risks. So if a risk goes from
11:14:41from the watch list to the urgent list
11:14:44then we really want to pay attention to
11:14:46that. So when a risk occurs and becomes
11:14:50an issue, I think the first thing that
11:14:53you should really do is
11:14:56one look at your risk management plan
11:14:58and identify
11:15:01whether or not that risk was a risk that
11:15:04you had on your risk management plan and
11:15:07what mitigation strategies or resolution
11:15:10strategies you had outlined in your
11:15:14plan. Um, so occasionally you'll have
11:15:17risks that come up in a project where
11:15:20there's a policy for how those risks
11:15:22need to be handled and those things
11:15:25should have been in your risk management
11:15:27plan. So go back, look at that, make
11:15:29sure that there's not a specific
11:15:31protocol or procedure or policy that you
11:15:33need to handle. The second thing would
11:15:37be to communicate. So, um, think through
11:15:41who needs to be communicated about the
11:15:44issue. Don't try to solve it necessarily
11:15:48immediately. Think through who needs to
11:15:51be communicated to and start reaching
11:15:53out to those people. Maybe you need to
11:15:55set up a quick phone call. Maybe you
11:15:57need to set up a meeting. Maybe you can
11:16:00just send the information and the
11:16:02communication as an email. But think
11:16:05through who you need to communicate to
11:16:07and think through the message. Um,
11:16:13when you're crafting a message, this is
11:16:15where you might start thinking through
11:16:17potential solutions. You don't want to
11:16:19just communicate to people, particularly
11:16:22higher level stakeholders or your
11:16:25manager about an issue without coming
11:16:28with some type of solution. Even if you
11:16:31don't know what that solution should be,
11:16:34um, as part of your communication, you
11:16:36should say, you know, here's here are
11:16:39the things that I'm doing. I've looked
11:16:40and reviewed the risk management plan,
11:16:42and here's what I've seen. Here's what I
11:16:45believe my next step should be. Is there
11:16:47any guidance or feedback that you would
11:16:49give me as, you know, a higher level uh
11:16:52stakeholder in this situation? Um
11:16:55sometimes there's decisions that you
11:16:57can't make as a project manager and you
11:16:59need to involve those people. So be
11:17:01clear in that communication if there's
11:17:03any action required of that stakeholder
11:17:07um or any decisions that need to be made
11:17:09by that stakeholder and what the next
11:17:12steps are for them. Um and then finally
11:17:15then think through the solution and
11:17:17start acting on it. uh the faster that
11:17:19you can get issues resolved, the less of
11:17:23an impact they will have potentially.
11:17:26And um you know, you don't want to put
11:17:29an issue off for multiple days, even if
11:17:33all you can do is communicate, keep
11:17:36lines of communication open between
11:17:38different parties, help people set up
11:17:40meetings where they can make decisions,
11:17:43those sorts of things.
11:17:45um continue kind of pushing through and
11:17:48keeping the momentum of the project
11:17:51going and don't um stop. Just keep
11:17:56trying to resolve the issue. Keep the
11:17:58project going where you can and keep the
11:18:01team motivated. Um
11:18:04those are things that I would do when a
11:18:06risk occurs and becomes an issue.
11:18:11[Music]
11:18:19Hello everyone. Today I would like to go
11:18:21ahead and do a brief demonstration on a
11:18:24tool and technique that is used quite
11:18:26often in project risk management. This
11:18:28tool is called a risk matrix. The
11:18:32primary tool that is used to identify
11:18:34and document risks by the project team
11:18:37is the risk register. However, a risk
11:18:40register often has more information than
11:18:43is needed by all of the project
11:18:45stakeholders. There may be times when
11:18:48you need to provide risk status to
11:18:51perhaps the sponsor or other key
11:18:53stakeholders. When that is the case, a
11:18:55risk matrix is your best choice. A risk
11:18:58matrix is meant to be a visual tool. A
11:19:02risk matrix also provides very quick
11:19:05status. The status is meant to be
11:19:08impactful. And in addition, by using
11:19:11this risk matrix, you can often times
11:19:14share your proposed responses and gain
11:19:17input on the validity of those responses
11:19:20as well. So, let's go ahead and share
11:19:23how a project manager and team would
11:19:27fill out or complete a risk matrix. We
11:19:30have a project called the company
11:19:32picnic, and two risks were previously
11:19:35identified. Remember a risk is
11:19:38documented using cause, event, and
11:19:40impact nomenclature. It's called risk
11:19:42metal language. A risk should tell a
11:19:45story. So our first risk or story, if
11:19:48you will, is there is the potential for
11:19:51insects to come and bite our
11:19:53participants. And if they bite our
11:19:55participants, that could result in
11:19:57illness and discomfort. So we develop a
11:20:00response. Our response is we're going to
11:20:02go ahead and provide repellent to all of
11:20:05our participants. The next thing we do
11:20:08is we go back to our risk register and
11:20:10re re review the probability and impact
11:20:14ratings. In this particular case, you'll
11:20:17notice on the grid we have probability
11:20:19three and impact three. We put down R1,
11:20:22which stands for risk one. And now we
11:20:25have a compelling visual of where risk
11:20:27number one fits on the impact and
11:20:31probability scale. Our next risk that we
11:20:34identified was there is a potential for
11:20:36bad weather. And bad weather could bring
11:20:39with it rain. And if we do have rain, we
11:20:42may have to reduce our events. So what
11:20:44is a applicable response? Let's go ahead
11:20:47and create a few tents so that people
11:20:50can take cover if it rains and still
11:20:52enjoy the picnic. We go back to our risk
11:20:55register and we see that bad weather was
11:21:00a probability of two and an impact of
11:21:03four. So, we go to our risk matrix grid
11:21:05and we put down risk number two. Let's
11:21:09go ahead and identify a third risk.
11:21:11Unfortunately,
11:21:13we have a lot of illness that is going
11:21:15around our particular community. And if
11:21:18the illness occurs, we may end up with
11:21:21unfortunately
11:21:23reduced participation.
11:21:28And what is the impact of reduced
11:21:30participation? That would be reduced
11:21:34team
11:21:38[Music]
11:21:40interaction. So what can we do as a
11:21:43response to this? What we may want to do
11:21:46is we may want to allow virtual
11:21:48participation.
11:21:50Allow those who may be ill or unable to
11:21:53attend the event to at least look in,
11:21:56hear the keynote speakers, and see some
11:21:58of the fun that the team is having at
11:22:00the picnic. Remember
11:22:03that risk comes in two categories. Risks
11:22:06can be negative or threats or positive
11:22:08or opportunities. And part of good
11:22:11effective risk management is looking for
11:22:14opportunities as well. But before we
11:22:17move forward, we still have one task. We
11:22:20take a look at this new risk and we
11:22:22determine what is the probability and
11:22:25what is the impact. So our team gets
11:22:27together and they determined that the
11:22:30probability is probably three, but the
11:22:33impact is going to be five. So in this
11:22:36particular case, we put down R3. And now
11:22:39we have a risk that's in the red area.
11:22:42And normally risks that are coded red on
11:22:44the risk matrix get a lot of attention
11:22:46from the individuals who are receiving
11:22:48the status update. Let's take a look at
11:22:52a second type of risk, the opportunity.
11:22:55We already have one in place. The cause
11:22:58is good weather. And if we have good
11:23:00weather, we may have an abundance of
11:23:03sunshine. And if we have an abundance of
11:23:05sunshine, maybe we can plan some more
11:23:07events. So what is the response? Well,
11:23:10if we do achieve this good weather and
11:23:13sunshine, let's add a 1k trail walk. If
11:23:17it rains, we will not have that trail
11:23:19walk. But if it does, this is just
11:23:21another event that will be fun and help
11:23:24the team to come together. We identified
11:23:27a second opportunity.
11:23:30The CEO is supporting this project and
11:23:35as a result of this wonderful level of
11:23:38CEO support, we can potentially expect
11:23:42some increased funding. And what is the
11:23:46impact of increased funding? Well, we
11:23:49can increase the benefits to the team.
11:23:54So, what would be a response to ensure
11:23:56that we increase these team benefits?
11:24:01What we can do is say, why don't we
11:24:04open this picnic up for family members
11:24:10[Music]
11:24:11as well?
11:24:20Now we go to our probability and impact
11:24:24for this particular risk. We determine
11:24:26that the probability is four and the
11:24:28impact is four and we put down R2 in the
11:24:33grid. Notice that this is now in a green
11:24:37area. What does this mean? It means that
11:24:40this is a high probability, high impact
11:24:43risk. And if we are able to achieve this
11:24:46response by inviting family members,
11:24:49we're going to benefit really greatly if
11:24:52we're able to go ahead and achieve this
11:24:55particular opportunity.
11:24:57This ends my overview of the risk
11:25:00matrix. Hopefully, this was helpful to
11:25:03you to gain a greater understanding of
11:25:05this powerful risk management tool. And
11:25:08I look forward to seeing you in future
11:25:10demos.
11:25:14[Music]
11:25:22Welcome to the project management
11:25:23stakeholders and leadership course. This
11:25:26course is ideal for beginners or
11:25:27professionals with business experience
11:25:29who want to sharpen their business
11:25:31skills or even transition into a project
11:25:33management role. This course provides
11:25:35information and best practices in the
11:25:37key areas of project management
11:25:38including creating a healthy project
11:25:41foundation, effective communications
11:25:43building blocks, effective
11:25:45communications planning, leadership
11:25:47fundamentals, and effectively manage and
11:25:50lead stakeholders. Concepts related to
11:25:52these areas are presented in five
11:25:54modules. The last module will provide
11:25:56you with an opportunity to apply your
11:25:57newly acquired skills in a graded
11:25:59project. Module one provides guidance on
11:26:02how a project manager must put their
11:26:04people first, create a healthy project
11:26:06environment, and embody the virtues of a
11:26:08servant leader. Effective communication
11:26:10can make or break a project. Module 2
11:26:13provides an inventory of effective
11:26:15communication building blocks a project
11:26:17manager must assemble to ensure project
11:26:19success. Key communication skills
11:26:22required include communication mediums,
11:26:24when to use them, and proven engagement
11:26:26tactics. In addition, the module
11:26:28provides some tips on cross-cultural
11:26:30communications. You'll also learn how to
11:26:32fail fast in a way that benefits the
11:26:33project along with using the RACI tool
11:26:36to identify key project roles. Ensuring
11:26:39communication reaches the right audience
11:26:41in a timely manner is critical to
11:26:42project success. Module 3 highlights
11:26:45communications planning. You'll learn
11:26:47how to plan and communicate schedules
11:26:48effectively. The module also introduces
11:26:51a tool called the communications
11:26:52management plan. This plan ensures that
11:26:54all project communications are organized
11:26:56and the right information is available
11:26:58to all stakeholders when needed. You'll
11:27:01also learn about work performance
11:27:02reports focusing on status reporting.
11:27:05The module will help you to determine
11:27:06your communication style and those of
11:27:08your team are explored. Module 4
11:27:10introduces key leadership topics. You'll
11:27:13understand why a project manager must be
11:27:15a good leader. The module will emphasize
11:27:17how a leader must know their strengths
11:27:18and weaknesses. You'll also be
11:27:20introduced to situational leadership and
11:27:22a leader's involvement in team
11:27:24formation. The module completes with a
11:27:26brief overview of a leader's knowledge,
11:27:28management duties, and a summary on how
11:27:30making decisions using gut calls plays a
11:27:32role in effective leadership. Module 5
11:27:35discusses a key leadership
11:27:36responsibility, resource management.
11:27:38You'll be introduced to a resource
11:27:40planning and management tool called
11:27:41resource breakdown structure, RBS. The
11:27:44module also covers tips to effectively
11:27:46acquire resources and build trust with
11:27:48the team. The module also provides some
11:27:50guidance on how you can improve your
11:27:52emotional intelligence. You'll also
11:27:53learn about some ways to effectively
11:27:55manage up such as your manager and
11:27:57client. Finally, the module will
11:27:59introduce a critical leadership trait,
11:28:01adaptability and resilience. Finally, in
11:28:04module six, you'll have the opportunity
11:28:05to apply the concept you learned in the
11:28:07course into a project. You'll submit
11:28:09your work and grade your peers. This is
11:28:11followed by a final assessment quiz.
11:28:13This course will be an aid if you plan
11:28:15to attain any PMI certifications
11:28:17including certified associate in project
11:28:20management or PMI captain project
11:28:22management professional or PMI PMP and
11:28:25review the opportunity to qualify and
11:28:27attain these certifications at PMI.org.
11:28:30Your learning journey includes realorld
11:28:32insights from the following seasoned
11:28:34experts and leaders.
11:28:36>> Hi, my name is Megan Peek and I'm a
11:28:38senior project manager at Skilup
11:28:40Technologies. Hi, my name is Kristen
11:28:43Pollson and I'm the director of customer
11:28:45success with Skillup Technologies.
11:28:48>> Hello everyone, my name is Daniel Yman's
11:28:51and I am a subject matter expert at
11:28:53Skillup Technologies.
11:28:56>> Hello, my name is Katherine Brooks. I'm
11:28:57an engineering project manager at tech
11:28:59systems for Apple.
11:29:01>> Hi, my name is Casey Kyle and I
11:29:03currently work developing courses as a
11:29:07content creator and subject matter
11:29:09expert. Hi, my name is Paul Partardi.
11:29:12Um, I've had uh a few titles in my
11:29:14career. I've served as a uh software
11:29:17development manager as well as a content
11:29:20manager for some fairly large teams.
11:29:23There's a lot to cover here. To get the
11:29:24most from this course, make sure to view
11:29:26every video. Check your learning with
11:29:28each quiz and complete all the hands-on
11:29:30labs. If you have any trouble with any
11:29:32of the course material, please don't
11:29:34hesitate to contact us in the discussion
11:29:36forum. Thank you for being a part of our
11:29:38course and welcome. We look forward to
11:29:40sharing this critical project management
11:29:42knowledge with you.
11:29:45[Music]
11:29:53Welcome to Put Your People First. After
11:29:56watching this video, you'll be able to
11:29:58discuss ways to foster a healthy
11:29:59environment for team members, explain
11:30:02effects of empowering team members. As
11:30:04important as schedules, deliverables,
11:30:06and tools to manage the project are to
11:30:08success, the people that do the work of
11:30:10the project matter most. Ensuring that
11:30:12the people involved in the project are
11:30:14motivated and clearly understand what
11:30:15they're working on sets a project up for
11:30:17success. Project managers many times
11:30:20don't directly manage the people or even
11:30:22the work that's being done, but they can
11:30:23greatly impact morale and productivity
11:30:25by serving the team with clear
11:30:27schedules, goals, and deliverables. One
11:30:29way project managers can help a team to
11:30:31function well is to ensure people are
11:30:33working on tasks that match or slightly
11:30:35exceed their skill set and disposition.
11:30:38For example, software developers
11:30:39shouldn't be expected to write marketing
11:30:41copy. Project managers can work with
11:30:43people managers to ensure there's a
11:30:45proper alignment for workers and tasks
11:30:47by clearly defining each team member's
11:30:49tasks and responsibilities and ensuring
11:30:51they understand their role in the
11:30:53project. Assigning tasks to team members
11:30:55based on their skills, experience, and
11:30:57abilities. This maximizes the use of the
11:30:59team strengths. Regularly monitoring the
11:31:01progress of each team member and the
11:31:03project as a whole. This helps identify
11:31:05areas where team members may need
11:31:07additional support or where tasks may
11:31:09need to be reallocated. Providing team
11:31:11members with training and development
11:31:13opportunities to enhance their skills
11:31:14and abilities. This helps to develop a
11:31:16highly skilled and motivated team.
11:31:18Another way project managers can focus
11:31:20on people is by empowering them to keep
11:31:22the project moving forward. Empowerment
11:31:25is the process of giving team members
11:31:27the authority, resources, and support
11:31:29they need to complete their tasks
11:31:31effectively and achieve their project
11:31:33goals. It involves creating an
11:31:35environment where team members feel
11:31:36valued and appreciated and are
11:31:38encouraged to take ownership of their
11:31:40tasks and use their skills, experience,
11:31:42and creativity to contribute to the
11:31:44project's success. Project managers can
11:31:47empower their team by matching tasks to
11:31:49team members based on their skills,
11:31:50experience, and abilities. Matching
11:31:52skill sets with the appropriate team
11:31:54members empowers them to complete each
11:31:56task to the highest standard and
11:31:58maximizes the team strengths. Project
11:32:00managers also empower their teams by
11:32:02creating a positive and supportive work
11:32:04environment where team members feel
11:32:06valued and appreciated.
11:32:08Encouraging open and regular
11:32:10communication also empowers team members
11:32:12and stakeholders. Open communication can
11:32:15help identify issues or concerns and
11:32:17allow for effective collaboration and
11:32:18problem solving. When team members feel
11:32:21empowered, they're more likely to be
11:32:22motivated and committed to the project.
11:32:25This can lead to higher levels of
11:32:26productivity and a more positive work
11:32:28environment. Empowerment can help build
11:32:30morale and motivation and improve team
11:32:32dynamics. Empowering team members
11:32:34invites new ideas and innovative
11:32:36solutions to the project and can lead to
11:32:38improved ways of working. By empowering
11:32:41team members to take ownership of their
11:32:42tasks, they're more likely to identify
11:32:44and solve problems as they arise, which
11:32:46can help to keep the project on track.
11:32:49Similarly, an empowered team is one that
11:32:51knows they can work on any open task on
11:32:53which they're skilled to keep the
11:32:54project moving forward. This can reduce
11:32:56friction and delays and creates a more
11:32:58collaborative environment. Since many
11:33:00people spend a good portion of their day
11:33:02working on projects, project managers
11:33:04should help people enjoy what they're
11:33:05doing. Promoting open communication and
11:33:08fostering a sense of teamwork creates a
11:33:10positive and supportive work
11:33:11environment. This can help build morale
11:33:13and motivation and improve team
11:33:15dynamics. Recognize and reward the
11:33:17efforts and successes of team members.
11:33:19This can help to build motivation and
11:33:21also improve team morale. Know which
11:33:23things are important and urgent and
11:33:25which aren't. Not everything requires
11:33:27urgent language and some things don't
11:33:28need to be addressed. Knowing how to
11:33:30weigh things will help keep the
11:33:32important things important. Build trust
11:33:33and reduce stress. Encourage team
11:33:35members to maintain a healthy work life
11:33:37balance. This can help reduce stress and
11:33:39burnout and improve overall job
11:33:41satisfaction. As a project manager, your
11:33:44primary focus should be on timelines,
11:33:45deliverables, and ensuring stakeholders
11:33:47are getting what they need. People are
11:33:49the key to success, and as a project
11:33:51manager, you play a crucial role in that
11:33:53success. In this video, you learned that
11:33:56ways to foster a healthy environment for
11:33:58team members include empowering team
11:34:00members, builds morale, improves team
11:34:03dynamics, invites innovation, reduces
11:34:05friction, prevents delays.
11:34:10[Music]
11:34:19Welcome to communicating clear project
11:34:21objectives. After watching this video,
11:34:24you'll be able to explain the importance
11:34:26of project objectives. Discuss the
11:34:28project manager's responsibilities
11:34:30regarding the project objectives.
11:34:32Explain how project objectives prevent
11:34:34scope creep.
11:34:36Project managers are generally
11:34:37responsible for clearly communicating
11:34:39and often setting project objectives.
11:34:42These objectives as a foundational
11:34:43element of any project are the north
11:34:45star. Project objectives are specific,
11:34:48measurable and timebound project
11:34:50outcomes that a project team works
11:34:52towards achieving. Objectives define
11:34:54what the project aims to accomplish and
11:34:56provide a clear direction for the
11:34:58project team. They're typically set at
11:35:00the beginning of the project during the
11:35:01planning phase and are critical to guide
11:35:03decision-making throughout the project
11:35:05life cycle. Part of the project
11:35:07manager's responsibility in leading the
11:35:09team is communicating clear, actionable
11:35:11project objectives early and often. If a
11:35:14company's running a marketing campaign
11:35:16project for a new product, some of its
11:35:18project objectives might include
11:35:20increase brand awareness by boosting
11:35:22website traffic by 50% month over month
11:35:25for 3 months before the project
11:35:26launches. Attract new customers by
11:35:29establishing partnerships with 10 micro
11:35:31influencers and co-develop three
11:35:33sharable assets. Reach and maintain a 3%
11:35:36conversion rate for three months after
11:35:38launch by AB testing the product's
11:35:40marketing messaging. A project manager
11:35:42can document and communicate project
11:35:44objectives in the project charter or the
11:35:46project scope statement. These documents
11:35:49outline what work will be done for the
11:35:51project and act as a tool to help
11:35:52project managers, project teams, and
11:35:54project stakeholders align on project
11:35:57objectives. Also, by formally
11:35:59documenting and communicating project
11:36:01objectives in a project charter or
11:36:03project scope statement. Project
11:36:05managers set clear expectations for the
11:36:07team and protect against under or overd
11:36:09delivering. A project manager should
11:36:12also communicate the project objectives
11:36:14during the project kickoff meeting.
11:36:16During a project kickoff meeting, all
11:36:18relevant stakeholders such as the
11:36:19project sponsor and project team gather
11:36:22to discuss the objectives, deliverables,
11:36:24risks, and roles. This meeting is the
11:36:26perfect time for a project manager to
11:36:28communicate project objectives because
11:36:30the meeting sets the tone for the
11:36:32project, ensures that all stakeholders
11:36:34are aligned and creates an opportunity
11:36:36for highle stakeholders to reinforce the
11:36:38importance of achieving the project
11:36:40objectives. During the life of the
11:36:42project, a project manager should
11:36:44communicate the project objectives
11:36:46regularly to continue to keep all
11:36:48stakeholders aligned. Project managers
11:36:50can do this during daily stand-ups or
11:36:52weekly status meetings by tying the work
11:36:54that has been done, is in progress, or
11:36:56that is yet to be completed to one or
11:36:58more of the project objectives. They can
11:37:01also include the project objectives in
11:37:03weekly reporting dashboards or
11:37:04documents. Communicating project
11:37:06objectives clearly is crucial to
11:37:08ensuring that everyone involved in the
11:37:10project understands what they are
11:37:12working towards. Whether using verbal or
11:37:14written communication, there are some
11:37:16ways to ensure that project objectives
11:37:18are communicated clearly. When
11:37:20communicating objectives, you should use
11:37:23clear and concise language to explain
11:37:25the project objectives. Avoid using
11:37:27technical jargon or complex language
11:37:29that may confuse stakeholders. adjust
11:37:31the communication of project objectives
11:37:33depending on the audience. Different
11:37:35stakeholders may have different levels
11:37:37of knowledge and interest in the
11:37:39project. So, it's important to tailor
11:37:41the message to meet their needs. Use
11:37:43visual aids such as graphs, diagrams,
11:37:45and charts that can help clarify the
11:37:47objectives and make them more memorable.
11:37:49Help stakeholders understand how the
11:37:51team is going to measure the objectives.
11:37:54Finally, encourage the questions and
11:37:55feedback from the audience to ensure
11:37:57that they understand the project
11:37:59objectives. Answering questions and
11:38:01addressing concerns can help to clarify
11:38:03any confusion or misunderstandings.
11:38:05Project managers may have the
11:38:07responsibility of writing the project
11:38:08objectives. Since project objectives are
11:38:11so important to the life cycle of the
11:38:13project, there are a few characteristics
11:38:15that project managers must keep in mind
11:38:17when developing them. Project objectives
11:38:19should be clear and unambiguous,
11:38:21defining exactly what the project aims
11:38:23to achieve. They should be quantifiable
11:38:25so that progress towards achieving them
11:38:27can be tracked and measured. and they
11:38:29should be realistic and attainable given
11:38:31the project's constraints and available
11:38:33resources. It's also important for
11:38:35project managers to remember that what
11:38:37is left out of project objectives is as
11:38:39important as what is put in. Project
11:38:41managers may find it difficult to say
11:38:43no, especially to key stakeholders. But
11:38:45learning to say no helps prevent scope
11:38:47creep and reduces the risk of overwork
11:38:49teams. Scope creep is when project
11:38:51objectives, requirements, and tasks
11:38:53expand throughout the life of the
11:38:55project, but budget and resource
11:38:57constraints stay the same. A small
11:38:59amount of scope creep is generally
11:39:00understandable, but eventually scope
11:39:02creep can lead to missed deadlines and
11:39:04increased expenses. Saying no as a
11:39:07project manager can be challenging, but
11:39:08it is an important skill to have to
11:39:10maintain control over the project scope
11:39:13and ensure that the project remains on
11:39:15track. Here are some tips on how to say
11:39:17no as a project manager. When saying no,
11:39:19be clear and firm in your response. Use
11:39:21a confident and assertive tone to
11:39:23communicate that you are not willing to
11:39:25accept a request that is outside of the
11:39:27project scope. Provide an explanation
11:39:29for why the request cannot be
11:39:30accommodated, including risks and
11:39:32constraints the team is working within.
11:39:34When saying no, it's important to keep
11:39:36the big picture in mind. Explain how the
11:39:38request may impact the project timeline,
11:39:40budget, or overall success. Saying no
11:39:43doesn't have to be confrontational. Be
11:39:45collaborative in your response and show
11:39:46that you are willing to work with
11:39:48stakeholders to find a solution that
11:39:50meets everyone's needs. Offer
11:39:51alternatives that may help to address
11:39:53the underlying need or concern. Finally,
11:39:56document the decision. It's important to
11:39:58document the decision to say no and why
11:40:00in case questions or challenges arise in
11:40:02the future. In this video, you learned
11:40:05that project objectives are the guiding
11:40:07light or north star of the project.
11:40:09Project managers should communicate
11:40:11clear, actionable project objectives
11:40:13early and often. Document project
11:40:15objectives in the project charter and
11:40:16communicate them during the project
11:40:18kickoff meeting. Effectively communicate
11:40:20project objectives by using clear and
11:40:22concise language. tailor their message
11:40:24and delivery to their audience and
11:40:26encourage questions and feedback. Saying
11:40:28no as a project manager can be
11:40:30challenging, but it is an important
11:40:31skill to have in order to maintain
11:40:33control over the project scope and
11:40:35ensure that the project remains on
11:40:37track.
11:40:40[Music]
11:40:49Welcome to participating in the work.
11:40:51After watching this video, you'll be
11:40:53able to define servant leadership,
11:40:55discuss the benefits of participating in
11:40:57the work as a servant leader, and
11:40:59identify best practices that help
11:41:00participating in the work as a servant
11:41:02leader. Project managers or PMs who
11:41:05adopt a servant leader approach can
11:41:07create an environment more conducive to
11:41:09successful project outcomes. Their teams
11:41:11often feel empowered, are more
11:41:12collaborative, and have high morale,
11:41:14which sets the stage for successful
11:41:16projects. Robert K. Greenleaf, credited
11:41:19with popularizing the concept of servant
11:41:21leadership, says servant leadership is a
11:41:23philosophy and set of practices that
11:41:26enriches the lives of individuals,
11:41:28builds better organizations, and
11:41:30ultimately creates a more just and
11:41:31caring world. But how do project
11:41:33managers put servant leadership into
11:41:35practice? The most effective PMs can set
11:41:37schedules, learn appropriate project
11:41:39vocabulary, and understand nuances of
11:41:41project details. Participating in the
11:41:44team's work and collaborating with them
11:41:46can help you to learn these skills. When
11:41:48project managers participate in the work
11:41:50that their teams are doing, they better
11:41:52understand the tasks involved in the
11:41:54project and the challenges that team
11:41:55members may face.
11:41:58This helps project managers make
11:41:59decisions and provide more effective
11:42:01guidance and support to team members. By
11:42:03participating in their team's work,
11:42:05project managers demonstrate their
11:42:07willingness to get their hands dirty and
11:42:09work alongside their team members. Their
11:42:12actions build trust and rapport and
11:42:14create a camaraderie that can improve
11:42:15team dynamics and morale. While
11:42:17participating in the work, project
11:42:19managers can also observe the processes
11:42:21and procedures in action and identify
11:42:23areas for improvement. Then project
11:42:26managers can streamline workflows,
11:42:28eliminate inefficiencies, and optimize
11:42:30project outcomes. Finally, when project
11:42:32managers participate in their team's
11:42:34work, they lead by example,
11:42:36demonstrating the behaviors and
11:42:37attitudes they expect from their team
11:42:39members.
11:42:40This creates a culture of collaboration,
11:42:42accountability, and continuous
11:42:44improvement.
11:42:46As a project manager, you and your team
11:42:48may already have full schedules, which
11:42:50may make participating in the work seem
11:42:51difficult. Some strategies that can help
11:42:54make participating in the work easier
11:42:56include find 30 minutes to an hour in
11:42:59your calendar and schedule time to work
11:43:00with the team. You can work on part of
11:43:03the project independently or maybe time
11:43:05you already have scheduled with a team
11:43:07member where you can co-work on the part
11:43:08of the project.
11:43:10Communicate your intentions and explain
11:43:12why you're participating in the work
11:43:14before you jump in. This will help team
11:43:16members understand your perspective and
11:43:18avoid confusion or misunderstandings.
11:43:20While it is important to participate in
11:43:22the work, it's also important to set
11:43:24clear boundaries and avoid
11:43:25micromanaging.
11:43:27Make it clear that you're there to
11:43:28support and assist, but that you trust
11:43:30your team members to do their jobs and
11:43:32make their own decisions. Be open to
11:43:34learning and trying new things when
11:43:36participating in the work. Your team
11:43:38members may have different perspectives
11:43:39or approaches that can help you improve
11:43:41your skills and knowledge. By
11:43:43participating in the work as a project
11:43:45manager, you can build stronger
11:43:47relationships with your team members,
11:43:48better understand the project, and model
11:43:50the behaviors and attitudes you expect
11:43:52from your team. In this video, you learn
11:43:55that servant leadership emphasizes
11:43:56serving the team by focusing on their
11:43:58needs while also empowering and
11:44:00supporting them to reach their full
11:44:02potential. Participating in team members
11:44:04work can help stay connected to the
11:44:06project, build relationships with team
11:44:08members, and identify opportunities for
11:44:10improvement that can enhance project
11:44:12outcomes. And project managers can
11:44:14participate in the work by budgeting
11:44:16their time for work, communicating their
11:44:18intentions, setting boundaries, and
11:44:20being open to learning.
11:44:23[Music]
11:44:29Welcome to expert viewpoints,
11:44:31characteristics of servant leadership.
11:44:33In this video, we will hear leaders
11:44:35discussing how they balance being a
11:44:36leader with being an active participant
11:44:38in the day-to-day. You'll also learn
11:44:40about the characteristics of the best
11:44:42project managers.
11:44:44How do you balance being a leader with
11:44:46being an active participant in the
11:44:47day-to-day?
11:44:50I balance being a leader with being a
11:44:52active participant day-to-day through a
11:44:55couple different methods, my own
11:44:57personal methods. One is that I'm highly
11:44:59compartmentalized. Um I wear a couple
11:45:01different hats in my role at Skillup
11:45:04Technologies. One is the director of
11:45:06customer success and that um has a lot
11:45:09of client-f facing work. one is a
11:45:12manager of managers and individual
11:45:14contributors and that's a a different
11:45:17style of work a different working
11:45:18relationship with those folks. I do lead
11:45:21some projects um by myself and I'm also
11:45:24a consultant for a a big company and so
11:45:28what I do is I dedicate time and I
11:45:30dedicate days of the week to certain
11:45:31activities so that I keep like
11:45:33activities together and also client
11:45:37specific activities together. So, if I'm
11:45:39working um with client A on Mondays, I
11:45:42only do client A that day and then
11:45:44client B on Tuesdays and so forth. That
11:45:47way, I don't get muddled up in what I'm
11:45:49doing. Um it's less stress uh on me and
11:45:53easier for me to keep track of
11:45:54everything. The other thing that I do is
11:45:57constantly prioritize and rep prioritize
11:46:00and find things in my calendar and in my
11:46:03inbox and in my task list, my to-do list
11:46:06that I can intentionally neglect either
11:46:09altogether it's something that I just
11:46:11don't have to do or I can put it off and
11:46:14rep prioritize it lower and do it the
11:46:17next day, the next week, the next month
11:46:19depending on what it is. And then the
11:46:21last thing I do is that I do block my
11:46:23time so that I do have time without
11:46:25meetings, without contact with people
11:46:28because I do need some downtime in that
11:46:30way. And I allow myself to be vulnerable
11:46:33in that way too. I let people know that
11:46:35I've had too much too many meetings, too
11:46:38many escalations, whatever it is that
11:46:40becomes too much. I let people know that
11:46:42that I just need to take a little time,
11:46:44still be online, still be available to
11:46:46chat, but I need to focus on my to-do
11:46:49list and work that down.
11:46:52I've always taken a very hands-on
11:46:54approach to project management and being
11:46:56a project management leader. To me, I
11:47:00believe that you can't be a successful
11:47:02leader without first understanding the
11:47:05work that your people are doing and the
11:47:08challenges that they face doing them. So
11:47:11if anything participating in the work
11:47:14really helps you understand what are the
11:47:16individual tasks that your team is doing
11:47:19on a daily basis, how long do those
11:47:22tasks take and what are the dependencies
11:47:25that your team has um in accomplishing
11:47:28those tasks. So, somebody might be
11:47:32working on a part of the project or
11:47:34working on a a particular task, but they
11:47:36need outside support from another group
11:47:40or organization within your company.
11:47:42They may need some additional financial
11:47:45resources to complete those tasks,
11:47:47things like that. And when you
11:47:50participate in the work, you can get a
11:47:52better understanding of what those
11:47:54things are. So then when you're planning
11:47:56your project, you can more adequately
11:47:59plan for the time and the resources that
11:48:01are going to be needed to complete those
11:48:04tasks. So some things that I do is at
11:48:07the beginning, I actually like to go
11:48:08side by side with some of the people
11:48:11that I'm working on and find a task that
11:48:15is part of their dayto-day and work on
11:48:17it alongside of them. So, I try to be,
11:48:20you know, really respectful of their
11:48:22time, but I do ask that we work on
11:48:25something kind of as a pair. And that
11:48:28helps me learn all of the steps of that
11:48:31task, all of the dependencies, and
11:48:34generally how long that task should take
11:48:37um for the person that's doing it. And
11:48:39then once I kind of get that overview of
11:48:42those tasks and how long they take and
11:48:44what dependencies there are, then as we
11:48:47move forward getting into a project or
11:48:49if I understand the components of the
11:48:52project, uh there will be times where I
11:48:54will step in and take on specific tasks
11:48:57that I feel comfortable with my skill
11:48:59set and what I know um to reduce the
11:49:03burden on the team. So, I'll take on uh
11:49:07a task here or there and actually roll
11:49:09my sleeves up and get to work.
11:49:13>> Well, first and foremost, an experienced
11:49:15leader knows their people. There are
11:49:17times to be an active participant in the
11:49:20work. There are other times, however,
11:49:22when a leader needs to empower and take
11:49:25a more hands-off approach. If you are an
11:49:28expert and working with a team that is
11:49:31both inexperienced and have yet to
11:49:33mature, you need to become the teacher.
11:49:36Show the team what needs to be done. Do
11:49:38the work, but teach and set the example
11:49:42along the way. In the end, challenge the
11:49:45team to duplicate what you shared. At
11:49:47that point, stop directing. Participate
11:49:50and support.
11:49:52Number one, first the best project
11:49:55managers know. know what they know and
11:49:58know what they don't know. Let's begin
11:50:00with what you know. Expert knowledge is
11:50:03a huge plus. The best project managers
11:50:07share this knowledge. They show the team
11:50:09what needs to be done and how to do it
11:50:11right. This leads to characteristic
11:50:14number two. What don't you know? A
11:50:17project leader needs to set the project
11:50:19vision and motivate the team to do the
11:50:22work. Learn as much about the project
11:50:25deliverables as you can and sometimes
11:50:28that requires you to roll up your
11:50:30sleeves and actually learn yourself.
11:50:33Finally, no shortcuts. There are often
11:50:36guidelines and boundaries that must be
11:50:38adhered to. The best project managers
11:50:41show the team the right way to do the
11:50:44job while still empowering creativity
11:50:47and innovation.
11:50:51[Music]
11:50:58Welcome to effective conversations.
11:51:01After watching this video, you'll be
11:51:03able to describe methods for having
11:51:05effective conversations, explain key
11:51:07communication skills to effectively
11:51:09manage a program, and describe
11:51:11communication techniques and the
11:51:12technologies you can use to implement
11:51:14them. When managing a project, you'll
11:51:16have ongoing conversations with the team
11:51:18and stakeholders. Specifically, there
11:51:20are seven conversational areas you'll
11:51:22have regularly. Plan the project with
11:51:24the team, stakeholders, and sponsors to
11:51:26define the scope, goals, and timeline of
11:51:28the project. Discuss resource allocation
11:51:31with the team to identify required
11:51:33resources, human, financial, and
11:51:35material, and ensure their availability.
11:51:37Talk about project risks with the team
11:51:39and stakeholders to identify potential
11:51:41risks, assess their impact, and develop
11:51:43contingency plans. Work with the team to
11:51:46track the project's progress, identify
11:51:48any deviations from the plan, and adjust
11:51:50the plan as necessary. Talk regularly
11:51:53with stakeholders to manage
11:51:54expectations, address concerns, and
11:51:56ensure their engagement and support
11:51:58throughout the project. Have planned and
11:52:00ongoing conversations with the team,
11:52:02stakeholders, and sponsors to ensure
11:52:04regular, transparent, and effective
11:52:06communication about the project.
11:52:08Throughout the project, talk with the
11:52:10team to assess their performance,
11:52:11identify areas for improvement, and
11:52:13provide feedback. By having effective
11:52:15conversations, you can discover
11:52:17potential risks before they become
11:52:18issues. Managing resources can be
11:52:21challenging on any project. Talking with
11:52:23your key stakeholders can help you
11:52:25determine the resources they have
11:52:26available and the capacity they will
11:52:28have for the project. Many times,
11:52:30projects overlap. When teams use the
11:52:32same people to work on multiple
11:52:34projects, workloads can become
11:52:35overbearing. Discussing this with other
11:52:38PMs can help prevent burnout. Project
11:52:40managers can help prevent issues that
11:52:42may block progress on the project both
11:52:44before the project starts and during
11:52:46production. By clarifying expectations
11:52:48and identifying risks early,
11:52:50stakeholders will know what the project
11:52:52will entail. During the project, the PM
11:52:54will help resolve conflicts and maintain
11:52:56transparency on all aspects of the
11:52:58project. These help keep the project
11:53:00running smoothly. These types of
11:53:02conversations will help you understand
11:53:04what stakeholders may be concerned
11:53:05about. Creating an environment of trust
11:53:08and transparency will help stakeholders
11:53:10voice their concerns before and during
11:53:12the project. Project managers also get
11:53:15to share in and promote success stories.
11:53:17Effective conversations help people find
11:53:19the success in a project and project
11:53:20managers get to amplify those success
11:53:22stories across the team. Amplifying
11:53:25success is self-perpetuating and can
11:53:27have a positive effect on a project.
11:53:30Planning is essential to have effective
11:53:31conversations. While it may seem odd to
11:53:34plan for an activity we do on a regular
11:53:36basis, planning will help you get the
11:53:38most out of your conversations.
11:53:40Before you start a conversation, think
11:53:42about what you want to achieve from it.
11:53:44This will help you focus the
11:53:45conversation and keep it on track.
11:53:47Prepare a clear and concise agenda for
11:53:49the conversation. This will ensure that
11:53:51all the important topics are covered and
11:53:53that everyone has a shared understanding
11:53:55of what will be discussed. Include the
11:53:57topics you want to discuss and what data
11:53:59or information you need from the
11:54:00conversation. and be sure to address any
11:54:03assumptions you have about the topics.
11:54:05Consider the type of conversation you're
11:54:07having and choose an appropriate mode
11:54:08for the type of conversation you are
11:54:10having. For example, face-toface
11:54:12synchronous conversations may be more
11:54:14effective for sensitive or complex
11:54:16topics, while email or chat may be more
11:54:18appropriate for routine updates.
11:54:20Encourage all participants to
11:54:22effectively listen to one another and
11:54:23engage in a two-way dialogue. This will
11:54:25help build trust and foster a positive
11:54:27and productive environment. Conflicts
11:54:30are inevitable in any project, but as a
11:54:32project manager, you should be prepared
11:54:34to handle them effectively. Encourage
11:54:36open and honest communication. Listen to
11:54:38both sides of the argument and work
11:54:39towards finding a mutually acceptable
11:54:41solution. After the conversation, make
11:54:44sure to follow up on any action items or
11:54:46decisions that were made. This will help
11:54:48keep everyone accountable and ensure
11:54:50that the conversation remains
11:54:51productive. Project managers should
11:54:54continually remind the team of the
11:54:55importance of having effective
11:54:57conversations early in the project that
11:54:59continue through the project's end.
11:55:01Effective conversations at the beginning
11:55:03of a project help clarify expectations
11:55:05and ensure everyone is on the same page.
11:55:08This includes defining project goals,
11:55:10expectations for team members, and the
11:55:11roles and responsibilities of each
11:55:13stakeholder. Through effective
11:55:15communication, project managers can
11:55:17build trust with their team members and
11:55:19stakeholders. This helps to foster a
11:55:21positive and productive working
11:55:22environment which is essential for the
11:55:24success of a project. Conversations
11:55:26throughout the project allow project
11:55:28managers to identify and resolve any
11:55:30issues that may arise. This includes
11:55:32addressing any roadblocks or challenges
11:55:34and finding ways to overcome them.
11:55:36Effective communication helps keep
11:55:38everyone informed about the progress of
11:55:39the project, changes in scope, and any
11:55:42other important updates. This helps to
11:55:44maintain transparency and keep everyone
11:55:46aligned on the project's objectives. By
11:55:48engaging in open and honest
11:55:50conversations, project managers can
11:55:52gather valuable insights and feedback
11:55:54from their team members and
11:55:55stakeholders. This helps to improve
11:55:57decision-making and ultimately leads to
11:55:59better project outcomes. In this video,
11:56:01you learn that during every project, you
11:56:03may have key conversations about project
11:56:05planning, resource allocation, risk
11:56:07management, progress monitoring,
11:56:09stakeholder management, communications,
11:56:11and performance evaluation. Planning is
11:56:13essential to have effective
11:56:14conversations as it'll help you get the
11:56:16most out of your conversations.
11:56:18Effective conversations are important
11:56:20for the entire team and project managers
11:56:22should continually remind the team of
11:56:24their importance from the beginning of
11:56:26the project until the end.
11:56:29[Music]
11:56:38Welcome to project management
11:56:40communication skills. After watching
11:56:42this video, you'll be able to describe
11:56:44why effective communication is important
11:56:46for project managers, identify key
11:56:48communication skills essential to the
11:56:50success of project managers, and explain
11:56:52best practices for different types of
11:56:54communication. Communication skills are
11:56:57essential for project managers because
11:56:58they are responsible for ensuring that
11:57:00they inform and engage all stakeholders
11:57:02throughout the project. Effective
11:57:04communication enables project managers
11:57:06to build trust, resolve conflicts,
11:57:09provide clear direction and keep
11:57:11everyone aligned during the life cycle
11:57:12of a project. Poor communication can
11:57:15lead to misunderstandings, delays and
11:57:18even project failure. Hence, strong
11:57:20communication skills are crucial for
11:57:22project managers to be successful in
11:57:24their role. Communication includes more
11:57:26than just the ability to have a
11:57:27conversation. Some key communication
11:57:29skills that project managers should have
11:57:31include active listening, oral
11:57:34communication, written communication,
11:57:36interpersonal communication, and
11:57:38presentations. Active listening is a
11:57:40communication technique that involves
11:57:42giving your full attention to the
11:57:43speaker, avoiding distractions and
11:57:45interruptions, and using verbal and
11:57:47non-verbal cues to show that you are
11:57:49engaged in the conversation. Active
11:57:51listening is important because it helps
11:57:53project managers understand their
11:57:54stakeholders perspectives, needs, and
11:57:56concerns, including team members and
11:57:58clients. By actively listening, project
11:58:01managers can build trust, resolve
11:58:03conflicts, identify potential problems
11:58:05early on, and make informed decisions in
11:58:08the project's best interest. Some ways
11:58:10that project managers can practice
11:58:12active listening include restating what
11:58:14the speaker has said, listening to
11:58:16understand and asking open-ended
11:58:18questions to show you are interested in
11:58:20the conversation. Oral communication is
11:58:22the use of spoken language to convey
11:58:24information, ideas, and opinions. This
11:58:26form of communication is direct,
11:58:28immediate, and personal. Project
11:58:30managers use oral communication in
11:58:32various settings, including one-on-one
11:58:35conversations, meetings, and
11:58:37presentations. Oral communication is
11:58:39crucial for project managers because it
11:58:41allows them to quickly and effectively
11:58:43convey information and ideas and respond
11:58:45to questions and concerns in real time.
11:58:48Oral communication is particularly
11:58:50important for project managers because
11:58:52it allows them to build relationships,
11:58:54motivate team members, and negotiate
11:58:56with stakeholders. Additionally, oral
11:58:58communication can help project managers
11:59:00clarify complex concepts and provide
11:59:02context for written or visual
11:59:04communications. For effective oral
11:59:06communication, project managers should
11:59:08use clear and concise language. Adapt
11:59:11their communication styles based on the
11:59:13audience and adjust their tone so that
11:59:15it is appropriate for the conversation.
11:59:17Written communication is the use of
11:59:19written language to document
11:59:20information, provide instructions, and
11:59:22to communicate with people who are not
11:59:24in the same physical location. Examples
11:59:26of written communication in a project
11:59:28management context include emails,
11:59:30direct messaging, reports, and
11:59:33presentations.
11:59:34Written communication is important for
11:59:36project managers because it provides a
11:59:38record of information and decisions and
11:59:40allows for clear and consistent
11:59:42communication with stakeholders who may
11:59:44not be available for oral communication.
11:59:46Written communication can also help
11:59:48project managers clarify complex
11:59:50concepts, present data and information,
11:59:53and document project processes and
11:59:55decisions.
11:59:57Effective written communication skills
11:59:58are essential for project managers to
12:00:00ensure they are efficiently sharing
12:00:02accurate information and to promote
12:00:04transparency and accountability in
12:00:06project management. To communicate
12:00:08effectively through written
12:00:09communication, project managers should
12:00:11write for clarity, be consistent in
12:00:13formatting and terminology, tailor their
12:00:16writing style for the audience, and
12:00:17include graphics and visuals to
12:00:19communicate data. Interpersonal
12:00:22communication is the process of
12:00:23exchanging information, ideas, and
12:00:25emotions between two or more people.
12:00:27Interpersonal communication can be oral
12:00:29or written, but is used to motivate,
12:00:32negotiate, and facilitate collaboration.
12:00:35Strong interpersonal communication
12:00:37skills allow project managers to
12:00:38understand the perspectives and needs of
12:00:40their stakeholders and to communicate
12:00:42effectively to ensure that everyone is
12:00:44aligned with the project goals.
12:00:46Interpersonal communication also helps
12:00:48project managers to gain the trust and
12:00:50cooperation of their stakeholders,
12:00:52manage and resolve conflicts, as well as
12:00:54negotiate and make decisions, which is
12:00:56essential for successful project
12:00:58outcomes. Effective interpersonal
12:01:00communication involves practicing active
12:01:02listening skills, employing empathy, use
12:01:04appropriate body language, and
12:01:06reinforcing messages with non-verbal
12:01:08cues. Presentation skills are the
12:01:11ability to effectively communicate
12:01:13information, ideas, and opinions through
12:01:15presentations such as speeches, slide
12:01:17presentations, and workshops. This form
12:01:20of communication requires the use of
12:01:22active listening, oral, written, and
12:01:24interpersonal communication to engage an
12:01:26audience and convey complex information
12:01:28clearly and concisely. Project managers
12:01:31with strong presentation skills can
12:01:33effectively communicate important
12:01:34project information such as goals,
12:01:36progress, and outcomes to stakeholders.
12:01:39They can also engage and motivate their
12:01:41audience and clarify complex concepts.
12:01:43This allows them to secure buyin and
12:01:46support from stakeholders and to build
12:01:48trust and credibility. Effective
12:01:50presentations include employing best
12:01:52practices from other types of
12:01:53communication for presentations. It is
12:01:55also highly important to use visuals to
12:01:57effectively communicate key points to
12:01:59your audience. Jorge is a program
12:02:02manager at a large tech company and his
12:02:04team just completed part of their
12:02:05program and launched a brand new
12:02:07product. Jorge's manager asked him to
12:02:09give a presentation to the entire group
12:02:11of stakeholders. Jorge wants to
12:02:13effectively communicate the successful
12:02:15launch of the new product and motivate
12:02:17the team to continue the rest of the
12:02:18program. He also needs to communicate
12:02:20the risks of the next phase of the
12:02:22project to the stakeholders. Jorge
12:02:24begins by greeting the audience,
12:02:26introduces himself, and clearly states
12:02:28the purpose of the presentation. He uses
12:02:30clear and concise language and maintains
12:02:32eye contact to engage the audience. He
12:02:35utilizes written communication skills by
12:02:37using slides and visual aids to support
12:02:39his oral communication. The written
12:02:41information is concise, relevant, and is
12:02:43relevant to what he is saying. He is
12:02:45aware of his audience and adapts his
12:02:47communication style to meet the
12:02:48audience's needs. He uses personal
12:02:51anecdotes to create a connection and
12:02:52motivate his team. He also responds to
12:02:55questions and feedback from the
12:02:56audience, demonstrating an openness to
12:02:58dialogue and a willingness to work
12:02:59together. Throughout the presentation,
12:03:01he actively listens to the audience's
12:03:03feedback and concerns, asking questions,
12:03:06clarifying misunderstandings, and
12:03:08incorporating suggestions into the
12:03:10presentation as appropriate. In this
12:03:12video, you learned that effective
12:03:14communication enables project managers
12:03:16to build trust, resolve conflicts,
12:03:18provide clear direction, and keep
12:03:20everyone aligned during the life cycle
12:03:22of a project. Key communication skills
12:03:25for project managers include active
12:03:26listening, verbal and written
12:03:28communication, interpersonal
12:03:30communication, and presentations.
12:03:32Project managers should always aim to
12:03:33use clear and concise language and
12:03:35tailor their message and delivery to
12:03:37their audience. Effective presentations
12:03:39include employing best practices from
12:03:41each of the other types of communication
12:03:43skills.
12:03:46[Music]
12:03:55Welcome to project communications
12:03:57overview. After watching this video,
12:03:59you'll be able to describe the key
12:04:01strategies to ensure effective
12:04:03communication across different project
12:04:04processes and explain the skills a
12:04:07project manager must have to design and
12:04:09implement effective communication.
12:04:11Communication begins when the project
12:04:13starts and continues through the project
12:04:15end. Ensuring smooth communication
12:04:17throughout the project is critical to
12:04:18the success of the project. The project
12:04:21management institute or PMI recommends
12:04:23using three processes to ensure
12:04:25effective communication with all project
12:04:27stakeholders throughout the project. The
12:04:29processes include plan communications
12:04:32management, manage communications, and
12:04:34monitor communications. Each process
12:04:36provides certain key strategies to aid
12:04:38in effective communication. Let's take a
12:04:40look. Plan communications management is
12:04:43about planning the management of
12:04:44communication. Key strategies outlined
12:04:47in this first step include review the
12:04:49project charter, project management
12:04:51plan, and all pertinent project
12:04:52documentation. Consult with subject
12:04:54matter experts,memes, and analyze
12:04:57project communications requirements
12:04:58essential to success. The consulting
12:05:00strategy includes understanding
12:05:02communications technology needs and
12:05:04challenges and utilizing different
12:05:06communication methods to evaluate the
12:05:08team's interpersonal skills to
12:05:10communicate effectively and
12:05:11meaningfully. Step one ends with
12:05:13developing and distributing a
12:05:14comprehensive communications management
12:05:16plan. This plan becomes part of the
12:05:18formally approved and accepted project
12:05:20management plan and provides a roadmap
12:05:22to execute the project's communication
12:05:24strategy. Remember the goal is to ensure
12:05:26the proper communications get to the
12:05:28right stakeholders in the right amounts
12:05:30at the right time. After the planning is
12:05:32complete, the next step is to manage
12:05:34communications. During this process,
12:05:36some key strategies that a project
12:05:38manager must follow to ensure success
12:05:40include implementing the communications
12:05:42management plan, documenting issues and
12:05:45developing a plan to address them,
12:05:46ensuring technology works in their favor
12:05:49for all project communication, using the
12:05:51potential from work performance reports
12:05:53to their advantage. Sharing information
12:05:55that is pertinent and valuable, asking
12:05:57for help and support when required,
12:05:59avoiding doing the same thing repeatedly
12:06:01and expecting a different result. and
12:06:03proactively identifying what is not
12:06:05working in your process and proposing a
12:06:07plan to fix it. As you manage
12:06:09communications for the project, you
12:06:11should also monitor communications.
12:06:13Monitor communications is PMI's final
12:06:15communications process. Some key
12:06:18communication effectiveness strategies
12:06:19essential to success include continually
12:06:22monitor work performance data or WPD.
12:06:26This is defined as raw data by PMI. WPD
12:06:29is informal communication from
12:06:31conversations, emails, and text
12:06:32messages. New stakeholders will be
12:06:34needed as the project progresses. Prior
12:06:37stakeholders may no longer be required
12:06:38on the project. Continually update the
12:06:41communications management plan to
12:06:42reflect where the project is in the life
12:06:44cycle accurately. Ensure the formal
12:06:46change control system is working. Make
12:06:49sure the project is not overcome with
12:06:50scope creep. Continue to communicate
12:06:52effectively until the final project
12:06:54closure. We discussed the key strategies
12:06:56for effective communication that apply
12:06:58to the three-step process. Next, let's
12:07:00look at some skills that a project
12:07:02manager must have to design and
12:07:03implement effective communication. The
12:07:05project manager must possess a good
12:07:07understanding of the different
12:07:08mechanisms by which information is
12:07:10exchanged. This will help the project
12:07:12manager to select the right mechanism to
12:07:14meet the stakeholders needs. Common
12:07:16mechanisms include written which can be
12:07:18through physical or electronic
12:07:19communication, spoken via face-to-face
12:07:22or remote communication, gestures using
12:07:24facial expressions or hand gestures,
12:07:26media via pictures, actions, or even the
12:07:29choice of words, choice of words to
12:07:31relay a message. There are many ways to
12:07:33relay a similar message through oral or
12:07:35written communication. Another essential
12:07:37skill project managers must possess is
12:07:39understanding the difference between
12:07:41formal and informal communication.
12:07:43Formal and informal communication can be
12:07:45further divided into verbal and
12:07:47non-verbal communication. Formal
12:07:49communication follows the rules of an
12:07:51organization in a respectful manner. An
12:07:53example of formal communication is how
12:07:55you would talk to your co-workers or
12:07:56manager at work. Informal communication
12:07:59happens outside of an organization. An
12:08:01example of informal communication is how
12:08:03you would talk to your friends or
12:08:04family. Project managers must also
12:08:07understand the stakeholders position in
12:08:08the project team and adjust their
12:08:10content accordingly. Key stakeholder
12:08:12categories include upward including
12:08:14senior management stakeholders,
12:08:16downward, which can be through the team
12:08:18or other members who contribute to the
12:08:19work of the project and horizontal
12:08:21through peers of the project manager or
12:08:23team. Knowledge of how to apply the five
12:08:26C's of communication using the PMI model
12:08:28is also a mandatory skill for project
12:08:30managers. Let's understand the five C's.
12:08:33The first C represents correct. Ensure
12:08:35grammar and spelling are accurate and
12:08:36the intent of the message is well
12:08:38stated. Next comes concise. A
12:08:40well-crafted message reduces the chances
12:08:42of misunderstanding the intent. The
12:08:44third C represents clear. Ensure the
12:08:47needs of the stakeholders or audiences
12:08:49are factored into the message. The
12:08:50fourth C of communication is coherent.
12:08:53Ensure the flow of ideas is logical. Use
12:08:56introductions and summaries. Finally,
12:08:58control. Control the flow of words using
12:09:00graphics or summaries. In this video,
12:09:02you learn that define and implement
12:09:04different strategies for effective
12:09:06communication during the plan
12:09:07communications management. manage
12:09:10communications and monitor
12:09:11communications project processes. A
12:09:14project manager must possess different
12:09:16skills to design and implement effective
12:09:17communication, including an
12:09:19understanding of when to use which
12:09:21communication mechanism, ability to
12:09:23distinguish between formal and informal
12:09:25communication, and the ability to apply
12:09:27the five C's of communication using the
12:09:29PMI model.
12:09:32[Music]
12:09:40Welcome to Expert Viewpoints,
12:09:42communicating effectively for positive
12:09:44results. In this video, we'll hear
12:09:46experts and leaders discuss how
12:09:47successful conversations led to positive
12:09:49results.
12:09:51Provide an example of how successful
12:09:53conversations led to positive results.
12:09:56Consider
12:09:58using the OID methodology when you're
12:10:02having a crucial conversation of one
12:10:05that you expect may be difficult or one
12:10:07that you just really want to have a more
12:10:09facilitated experience to the
12:10:11conversation.
12:10:13The OID method was developed by the
12:10:15Canadian Institute of Cultural Affair
12:10:18Affairs. O stands for objective,
12:10:22R stands for reflective, I stands for
12:10:25interpretive, and D stands for
12:10:27decisional.
12:10:29In your meeting, um you'll have a person
12:10:31facilitating it. And you'll start by
12:10:33establishing the facts, things that you
12:10:36want to talk about that you know or
12:10:38likely are true, and also any
12:10:41observations that need to be shared as
12:10:43well. Then you're going to move into
12:10:45feelings. What do we feel? what are our
12:10:47perceptions about those facts and talk
12:10:50through and document those. Then bring
12:10:52the two together, analyze the facts and
12:10:54the feelings together and interpret this
12:10:57analysis so that it will lead you to a
12:10:59really well-informed decision. You can
12:11:02look up more online about OID
12:11:05and again it was uh created by the
12:11:07Canadian Institute of Cultural Affairs
12:11:10that will help you in your online
12:11:11search.
12:11:13Well, first and foremost, the Project
12:11:14Management Institute or PMI categorizes
12:11:17email as informal written
12:11:19communications. Admittedly, some emails
12:11:22are formal, but the majority are
12:11:25informal. A project manager for a
12:11:28critical IT project worked from home.
12:11:30This project manager relied heavily upon
12:11:33email communications. Some of the
12:11:36communications were sufficient. Email
12:11:38can be situationally effective. However,
12:11:41many of the PM's instructions were
12:11:43misinterpreted or missed. The PM
12:11:46mandated a weekly sync meeting where
12:11:49attendance was mandatory. The PM chose
12:11:52Zoom as the media, developed ground
12:11:54rules for attendance, camera use, and
12:11:57meeting protocol. The project management
12:12:00institute states that face-to-face
12:12:02communications provides the most
12:12:04effective results. In this particular
12:12:07case, addressing the team via Zoomed
12:12:09reduced disconnects led to improved team
12:12:13continuity and improved project
12:12:15effectiveness. Thank you for your time.
12:12:17I look forward to seeing you for
12:12:19futureme interviews.
12:12:23Nowadays, you really have to stay
12:12:24positive in any type of circumstances.
12:12:27I'm going to give an example of
12:12:29something that happened more recently
12:12:31where I had a team and we were not
12:12:34succeeding in the best ways. So, one
12:12:37participant, they weren't able to join
12:12:39every single meeting and they were
12:12:40actually one of our topmemes.
12:12:43We really needed them for a lot of
12:12:45different areas and they were great at
12:12:47it. However, they didn't have the time.
12:12:50So after speaking with their management,
12:12:53they were actually able to get two
12:12:54additional people to join the board with
12:12:56them. And then from there, that
12:12:59individual was able to be theme for that
12:13:02group, which was great because he was
12:13:05able to teach others. And then also he
12:13:08had a lot less responsibilities. A lot
12:13:10of stress came off of him. So you could
12:13:12just see the relief from him, but also
12:13:15we were able to have more members on the
12:13:17team to help out.
12:13:21[Music]
12:13:29Welcome to synchronous and asynchronous
12:13:31communication. After watching this
12:13:33video, you'll be able to differentiate
12:13:35synchronous from asynchronous
12:13:37communication. Compare and contrast
12:13:39situations in which synchronous versus
12:13:41asynchronous communication would be most
12:13:43appropriate. There are a number of
12:13:45mediums of communication that you can
12:13:47use to communicate with your team such
12:13:49as video conferencing, a phone call, or
12:13:51email. Mediums of communication fall
12:13:54into two categories, synchronous and
12:13:56asynchronous. Mediums of communication
12:13:58will be discussed in further detail in
12:14:00another video. Synchronous communication
12:14:03means you're communicating with one or
12:14:05more people in real time. Inerson
12:14:07communication is the most common type of
12:14:08synchronous communication. Other
12:14:11synchronous mediums include the
12:14:12telephone, voice chat, and video chat.
12:14:15With asynchronous communication, the
12:14:17communication is not in real time.
12:14:19There's a time-lapse between when a
12:14:21message is sent, when it's received, and
12:14:22when it's responded to. Examples of
12:14:25asynchronous communication include
12:14:27voice, video, and text messages, as well
12:14:29as email. Direct messaging can be
12:14:31synchronous or asynchronous, and often
12:14:33even toggles quickly between the two.
12:14:36Think about how many times you've been
12:14:37messaging back and forth with someone in
12:14:39real time. Then all of a sudden, you
12:14:40don't hear back. Often with no notice
12:14:42that the person on the other end of the
12:14:44conversation got sidetracked and the
12:14:46conversation abruptly stops. The
12:14:48conversation started as synchronous but
12:14:50then suddenly switched to asynchronous.
12:14:53Understanding the differences between
12:14:55these two types of communication can
12:14:57help you select the right communication
12:14:59method for a given situation. For
12:15:01instance, synchronous communication
12:15:02would be preferable when working on a
12:15:04project that requires real-time
12:15:06decision-m while asynchronous
12:15:08communication might be better for tasks
12:15:10that require thought and reflection.
12:15:13Knowing the differences can help you
12:15:14better manage your stakeholders time and
12:15:16avoid miscommunications. In general,
12:15:19synchronous communication is a better
12:15:20option when dealing with a complex and
12:15:22sensitive topic that requires
12:15:24interpersonal skills to navigate, such
12:15:26as conflict management. Synchronous
12:15:29communication enables the receiver to
12:15:30ask clarifying questions or restate the
12:15:33message in their own words to ensure
12:15:34they interpreted the message correctly.
12:15:37Synchronous communication is also better
12:15:39to build rapport. As a project manager,
12:15:41you'll need to gain your team members
12:15:42and your stakeholders trust. This can
12:15:44best be accomplished with real-time
12:15:46conversations,
12:15:48both project related and more casual
12:15:50informal conversations to get to know
12:15:52each other on a little more personal
12:15:53level. Asynchronous communication is
12:15:56preferred though if you wish to have
12:15:57more time to think about, craft, and
12:15:59edit your message. It's also preferred
12:16:01for the receiver if you wish for them to
12:16:02have the time to think about and digest
12:16:05your message before responding. For
12:16:07instance, a project report that
12:16:09addresses several key points containing
12:16:11statistics is better delivered
12:16:12asynchronously.
12:16:14Asynchronous communication is often a
12:16:16better choice when you need to deliver
12:16:17the same message to a group, especially
12:16:19if you're working across time zones.
12:16:21Coordinating schedules can be
12:16:23challenging and timeconuming. There are
12:16:25certainly times when you'll need to meet
12:16:26at the same time as a group when you
12:16:28wish to have a discussion. But if you're
12:16:30trying to get the same message to
12:16:31multiple people, asynchronous is often
12:16:33prudent. In this video, you learned that
12:16:36synchronous communication is
12:16:37communication that happens in real time.
12:16:40Asynchronous communication is
12:16:41communication when there's a time lag in
12:16:43sending, receiving, and responding to
12:16:45the communication. Synchronous
12:16:48communication is better when building
12:16:49trust or dealing with sensitive topics
12:16:51such as conflict management.
12:16:53Asynchronous communication is a good
12:16:55choice when the message needs to be
12:16:56carefully crafted or when communicating
12:16:58with a larger group.
12:17:01[Applause]
12:17:02[Music]
12:17:10Welcome to communication mediums. After
12:17:12watching this video, you'll be able to
12:17:14identify different communication mediums
12:17:16and describe the advantages and
12:17:19disadvantages of different communication
12:17:21mediums. In this video, we'll discuss
12:17:23several communication mediums that
12:17:25project managers can use to communicate
12:17:27with their teams, including in-person
12:17:29meetings that allow for real-time
12:17:31interaction and collaboration. Email and
12:17:33direct messaging are simple and direct
12:17:35ways of sending messages to team
12:17:36members. Video and audio conferencing
12:17:39tools like Zoom, Skype, and Google Meet
12:17:41for face-to-face interactions and mobile
12:17:44phones can be handy when you need to
12:17:45contact a team member urgently. The
12:17:48choice of communication mediums depends
12:17:50on the nature of the communication
12:17:51required based on the team's location,
12:17:53availability, and urgency of the
12:17:55message. Project managers should choose
12:17:57the most appropriate medium to ensure
12:17:59effective and efficient communication
12:18:01with their team. Traditionally,
12:18:03in-person communication has been a
12:18:05preferred mode of communication for
12:18:07project managers. Let's discuss some
12:18:09advantages of in-person communication.
12:18:11Participants can gauge the reactions and
12:18:13feedback of other team members, making
12:18:15it easier to understand their needs and
12:18:17concerns. Real-time interaction, like
12:18:20meetings, allows team members to work
12:18:21together synchronously and collaborate
12:18:23effectively. Project managers receive
12:18:26immediate input and feedback from team
12:18:28members, making it easy to reach a
12:18:29consensus and make informed decisions.
12:18:32In-person interactions can help build
12:18:33better relationships with team members
12:18:35by building rapport and trust, leading
12:18:37to a positive and productive work
12:18:39environment. There can be challenges
12:18:41with in-person meetings as well. These
12:18:43meetings can be timeconuming and
12:18:45expensive, especially if team members
12:18:46are in various parts of the world.
12:18:48Coordinating the schedules of multiple
12:18:50team members can be challenging leading
12:18:52to delays and rescheduling.
12:18:54Environmental factors such as noise,
12:18:56distractions, and lack of privacy can
12:18:58also negatively impact the effectiveness
12:19:00of meetings. Let's discuss the benefits
12:19:02of using electronic messaging such as
12:19:04email and direct messaging. Email
12:19:06programs like Outlook and Gmail and
12:19:08direct messaging such as Slack,
12:19:10Microsoft Teams, and WhatsApp provide a
12:19:12record of communication that any
12:19:13stakeholder can refer to at a later
12:19:15point. Electronic messaging can be sent
12:19:18and received from any location on
12:19:19multiple devices and are lowcost. Both
12:19:22email and direct messaging allow for
12:19:24swift and easy communication, making
12:19:27them ideal for sending quick updates,
12:19:29asking questions, and receiving
12:19:30responses in close to real time.
12:19:32Electronic messaging can free up time
12:19:34for more important tasks rather than
12:19:36wasting it while trying to coordinate in
12:19:38person or face-to-face synchronous
12:19:39meetings.
12:19:41On the downside of these applications,
12:19:43project managers should be careful not
12:19:45to overuse these tools. Direct messages
12:19:47can distract team members from deep
12:19:48work, leading to reduced focus and
12:19:50decreased productivity. Both
12:19:52applications can lead to
12:19:54miscommunication because it's difficult
12:19:55to indicate tone and body language. If
12:19:57you start to notice misunderstandings
12:19:59during conversations using these
12:20:01mediums, find another synchronous medium
12:20:03such as a video conference or phone call
12:20:05to clarify. The CO 19 pandemic brought
12:20:08video and audio conferencing to the
12:20:10front and center of communication tools
12:20:12for many businesses. This type of
12:20:14communication is called face-toface and
12:20:16is also utilized for video on remote
12:20:18meetings. Face toface is the optimal
12:20:20method of communicating. Face toface
12:20:22allows project teams to better schedule
12:20:24and participate real time in synchronous
12:20:26meets from any location. Synchronous
12:20:28meets may also be virtual. Video and
12:20:30audio conferencing also can reduce
12:20:32travel costs. While video and audio
12:20:34conferencing are great options, there
12:20:36are some downsides. Technical issues
12:20:38such as poor internet connectivity,
12:20:39equipment problems, and software
12:20:41compatibility can impact the quality of
12:20:43communication. Virtual conferencing,
12:20:45particularly audio only, can lack
12:20:47in-person communications, personal
12:20:49connection, and cues. External
12:20:51environmental distractions can impact
12:20:53the effectiveness of communication and
12:20:54collaboration. Mobile phones can be
12:20:57handy when you need to contact a team
12:20:58member urgently. However, phone calls
12:21:00and text messaging should be used
12:21:02judiciously during off hours and
12:21:03reserved only for truly urgent needs.
12:21:06Regarding all types of communication,
12:21:08it's also important to note that project
12:21:10managers must be aware of their team's
12:21:12work life balance. They should know team
12:21:14member locations, work hours, and paid
12:21:16time off. Let's consider the case of
12:21:18Jordan and how she chooses to use
12:21:19different communication mediums with her
12:21:21team. Her team's locations encompass
12:21:23several time zones. She uses Outlook
12:21:25calendars which show all of her team
12:21:27members availabilities. She often uses
12:21:29face-to-face meetings with Zoom to share
12:21:31her screen and display information for
12:21:33the team. She emails the team the
12:21:35meeting materials to preview before a
12:21:37meeting. She asks her team members to
12:21:39collaborate synchronously on needs
12:21:41basis. In this video, you learned that
12:21:43mediums available to project managers
12:21:45include inerson, electronic messaging,
12:21:48virtual conferencing, and mobile phones.
12:21:50Each medium has advantages and
12:21:52disadvantages and PMs should use the
12:21:54medium that maximizes its benefit and
12:21:56minimizes its challenges. Project
12:21:58managers should be aware of their team's
12:22:00work life balance.
12:22:05[Music]
12:22:12Welcome to expert viewpoints. What's the
12:22:14most effective communication media? In
12:22:16this video, experts and leaders will
12:22:18discuss their most effective
12:22:19communication media, including their
12:22:21choice of when to use synchronous and
12:22:23asynchronous communications.
12:22:26How do you decide when to use
12:22:27synchronous versus asynchronous
12:22:28communication mediums?
12:22:31So, with asynchronous and synchronous
12:22:34different types of communication
12:22:35mediums, it really depends if you need
12:22:38something to be done quickly and it has
12:22:40to be in order. So, during my project
12:22:42syncs, I only have 15 minutes with my
12:22:44team. So, I want to make sure I'm
12:22:46synchronous and I'm just going through
12:22:48ABC D. Is this done? Do we have any
12:22:51updates? Great. What's our next steps?
12:22:54Versus asynchronous. When we have a
12:22:56project call and it's a working session,
12:22:59then we want to allow for a lot more
12:23:01wiggle room and it doesn't have to all
12:23:03be in order. Synchronous and
12:23:06asynchronous communication. Got a lot to
12:23:08say on this one, folks.
12:23:12So, I believe that synchronous and
12:23:14asynchronous communication both
12:23:17definitely have their place, but I do
12:23:20have a mug that says this meeting could
12:23:22have been an email and I try to take
12:23:24that very seriously. So when I'm
12:23:27deciding whether or not to set up a
12:23:29meeting and as project managers when
12:23:32you're deciding to set up a meeting, one
12:23:33of the things that you need to think
12:23:35about as you know a good steward of the
12:23:37organization, a good steward of your
12:23:39team's time is that a one-hour meeting
12:23:42isn't just one hour. If you have a team
12:23:45of six or a team of 10 and you call a
12:23:471-hour meeting, that's really kind of
12:23:50costing your organization 6 to 10 man
12:23:55hours of time that somebody could be
12:23:58doing other work. So, it's really
12:24:00important again as a steward of the
12:24:02organization, as a steward of your
12:24:04team's time in protecting your team to
12:24:08really analyze and and see, does this
12:24:12uh situation require a meeting? Do I
12:24:15really need to call a meeting? If I do,
12:24:16how long does that meeting need to be?
12:24:19Can we get things done in 15 minutes or
12:24:21a half an hour instead of calling a full
12:24:23hourong meeting?
12:24:25And when I'm thinking about whether or
12:24:28not that's true, there's a couple
12:24:29questions that I ask myself. So, is the
12:24:32matter extremely urgent? Um, I have a
12:24:34boundary in a practice where uh I will
12:24:38only respond to emails I will respond to
12:24:41emails within 24 hours. Sometimes I
12:24:44respond sooner, but I respond to emails
12:24:47within 24 hours. And when I'm working on
12:24:49a team, I expect that same boundary from
12:24:53my team. Um, I don't expect instant
12:24:55replies back and forth, whether that's
12:24:58chat, email, text. Um, I have a 24-hour
12:25:02rule. So, if matter is extremely
12:25:05important and it needs to be addressed
12:25:07more quickly than 24 hours, then I think
12:25:11having a synchronous
12:25:13uh communication method, so having an a
12:25:17meeting, having a one-on-one, doing a
12:25:20quick phone call is very critical. But
12:25:23if it's not that important or it's not
12:25:25that urgent and it can be responded to
12:25:27within 24 hours, then of course you can
12:25:30use asynchronous methods of
12:25:32communication. Um the other thing that I
12:25:35ask is is the meeting extremely
12:25:37sensitive? So um is the matter extremely
12:25:41sensitive? So, if you're dealing with a
12:25:44conflict, you're dealing with personnel
12:25:46issues or performance issues, having an
12:25:50in-person conversation or at least a
12:25:53video meeting is probably your best
12:25:56option.
12:25:57I use both synchronous and asynchronous
12:26:00communication every day. Um, deciding
12:26:03which uh to use has actually become
12:26:05easier the further along I've gotten in
12:26:08my career. Initially in my career, I
12:26:10would did not have a lot of meetings and
12:26:12so I was in my inbox or in a chat system
12:26:15for most of the day. Now, as I'm further
12:26:18in my career, I'm in meetings most of my
12:26:20day and I try to balance my early
12:26:22morning or late afternoon, early
12:26:24evening, um, balance the meetings
12:26:26throughout the day with email or chat
12:26:28during those times. I am very particular
12:26:32about my email inbox and my chats and so
12:26:35I will have read every email by the end
12:26:37of the day and I'll have responded where
12:26:40I need to. I may not know the answer but
12:26:42I'll say I've read your email. I should
12:26:44be able to get back to you tomorrow or
12:26:46when I know more. Same with chats. Chats
12:26:48usually are a little bit more important
12:26:51and so I do try to reply to every chat
12:26:53during the day with some sort of
12:26:55response other than I've seen this and
12:26:57I'm thinking about it. um my nature is
12:27:01to lean more towards asynchronous. And
12:27:04so if I do find myself not having a lot
12:27:06of meetings, then I know that I may be
12:27:08defaulting to uh asynchronous behavior
12:27:11when I should be um getting meetings
12:27:14scheduled or getting on the phone and
12:27:15talking to people. And then another good
12:27:17rule of thumb is if you are in chat or
12:27:19if you are in email and the threads have
12:27:21gone back and forth a number of times.
12:27:24Some people say three, some people say
12:27:26five, you'll want to pay attention to
12:27:28when um but when the the thread has gone
12:27:30back and forth without resolution or you
12:27:32can tell that there's confusion, great
12:27:35time to pick up the phone and get people
12:27:36in a quick ad hoc meeting, talk it
12:27:39through and get to the decision or the
12:27:41answer that you need.
12:27:45[Music]
12:27:53Welcome to effective engagement. After
12:27:55watching this video, you'll be able to
12:27:57summarize the best practices for
12:27:59effective stakeholder engagement,
12:28:01understand the stakeholder mapping
12:28:02scenarios with power and interest,
12:28:04describe the gulf of execution and
12:28:06evaluation, and explain the tailoring
12:28:08considerations for stakeholder
12:28:10engagement. A critical component for the
12:28:12success of a project is stakeholder
12:28:14engagement. A project manager can keep
12:28:16stakeholders engaged and involved by
12:28:18frequently communicating project updates
12:28:20and new information to ensure everyone
12:28:22is on the same page. A project manager
12:28:25must ensure the right stakeholders
12:28:26receive the appropriate engagement
12:28:28level. Identifying and leveraging
12:28:30existing relationships and interests
12:28:32between stakeholders can be used to
12:28:34establish communication. Let's review
12:28:36some stakeholder engagement best
12:28:37practices, including selecting the right
12:28:40communication medium and categorizing
12:28:42stakeholders. A best practice is to
12:28:44select the right communication medium.
12:28:46For example, if a project manager sends
12:28:48emails to a stakeholder who prefers
12:28:50face-toface conversations, the
12:28:52engagement will not be effective. Ensure
12:28:54to evaluate the communication medium
12:28:56preferences for all key stakeholders
12:28:58early in the project. Another best
12:29:00practice is to categorize stakeholders.
12:29:02The project management institute or PMI
12:29:05provides the power and interest model
12:29:07for optimal engagement strategies for
12:29:08stakeholders in two categories. PMI
12:29:11refers to this method as stakeholder
12:29:13mapping. In the stakeholder mapping
12:29:15method, the two categories are power is
12:29:18defined as the ability to influence the
12:29:20project and interest is defined as the
12:29:22project's impact on the stakeholder
12:29:24engagement. Let's review common
12:29:26stakeholder power and interest
12:29:27scenarios. High power, high interest is
12:29:30a scenario where the project manager
12:29:32must manage stakeholders closely and
12:29:34clearly define the project's information
12:29:36and benefits. Stakeholders in this
12:29:38category may be sponsors or senior
12:29:40management. In a high power, lowinterest
12:29:42scenario, stakeholder satisfaction is
12:29:44essential to project success. Ensure to
12:29:46provide periodic information and
12:29:48updates. Examples of stakeholders in
12:29:50this scenario are highlevel executives
12:29:52who are not deeply involved in the
12:29:54project. Low power high interest is a
12:29:56scenario where stakeholders with
12:29:58responsibilities must be satisfied and
12:30:00informed for the project success. For
12:30:03example, customers, operations or end
12:30:05users who cannot necessarily influence
12:30:07the project but need to be heard are low
12:30:09power, highinterest stakeholders. The
12:30:11low power lowinterest scenario requires
12:30:13a project manager to frequently monitor
12:30:16stakeholders. Be aware of stakeholders
12:30:18and look for any changes in behavior or
12:30:20status. We looked at a few power and
12:30:22interest scenarios. Let's now look at a
12:30:24concept called gulf of execution and
12:30:26evaluation. The gulf of execution and
12:30:28evaluation or cognitive gulf was
12:30:30described by Donald Norman in his 1988
12:30:33book, The Design of Everyday Things.
12:30:35Norman referred to it as the difference
12:30:37between people's intentions and their
12:30:39ability to execute them. Imagine this. A
12:30:41project manager may have confidence that
12:30:43what they want to accomplish can be
12:30:45accomplished via a certain communication
12:30:47medium such as email. However, email
12:30:49communication is not taken well as the
12:30:51stakeholder prefers face-to-face
12:30:53meetings. In this situation, a gap is
12:30:56created between the project manager's
12:30:57expectations and the actual results they
12:31:00achieve. This gap is referred to as the
12:31:02gulf. The gulf of execution is the gap
12:31:04between what the user wanted to
12:31:06accomplish and the results they achieve.
12:31:08The gulf of evaluation differs between a
12:31:11systems response and the user's
12:31:12expectation. The gulf of evaluation
12:31:15requires the project manager to evaluate
12:31:17why email was ineffective and determine
12:31:19better execution moving forward. A gap
12:31:22in the understanding of stakeholder
12:31:24preferences can create challenges for a
12:31:26successful engagement. For a successful
12:31:28engagement, the project manager should
12:31:30understand the preferences. For example,
12:31:32different people have different
12:31:33preferences. A project manager must keep
12:31:35the audience in mind. Another example is
12:31:38the right selection of communication
12:31:39medium. Choose the communication medium
12:31:42based on the audience preference. After
12:31:44understanding the audience preferences,
12:31:46make sure to tailor the engagement with
12:31:47stakeholders. Tailoring stakeholder
12:31:50engagement is essential. There are three
12:31:52critical tailoring considerations that
12:31:54the PMI lists, including make sure to
12:31:56evaluate the skills and capabilities of
12:31:58the project team. Determine the level of
12:32:00empowerment team members will have based
12:32:02on the project environment and
12:32:04organization. implement external
12:32:06stakeholders into the team as projects
12:32:08may include external stakeholders such
12:32:10as vendors, partners or consultants. In
12:32:13this video, you learned that best
12:32:15practices and stakeholder engagement are
12:32:17selecting the right communications
12:32:18medium and categorizing stakeholders.
12:32:21Stakeholder mapping scenarios based on
12:32:23power and interest include high power,
12:32:25high interest, high power, low interest,
12:32:27low power, high interest, low power, low
12:32:29interest. The gulf of execution is the
12:32:32gap between what the user wanted to
12:32:34accomplish and the results they
12:32:35achieved. The gulf of evaluation differs
12:32:38between a systems response and the
12:32:39user's expectation. For a successful
12:32:42engagement, understand the preferences
12:32:44and tailor stakeholder engagement in
12:32:46terms of people, empowerment, and
12:32:47integration.
12:32:50[Music]
12:32:59Welcome to cross-cultural communications
12:33:01and communications channels. After
12:33:03watching this video, you'll be able to
12:33:05describe the impact of cultures on
12:33:07effective communications. Explain how
12:33:09communication channels help in effective
12:33:11communication and describe the
12:33:13grapevine. Diversity is becoming
12:33:15predominant in any workforce. With
12:33:17diversity comes cultural differences
12:33:19which can amplify communication
12:33:20differences. A project manager needs to
12:33:23understand the challenges posed by
12:33:24culture and reduce the risk of
12:33:26ineffective project communications. The
12:33:28project management body of knowledge
12:33:30acknowledges that culture can impact
12:33:32effective communications and references
12:33:34the brows and price cross-cultural
12:33:36communications model. The brows and
12:33:39price cross-cultural communications
12:33:40model divides the communication into two
12:33:42components. Frames of reference and
12:33:45communication blockers. Let's look at
12:33:46the components in detail. Different
12:33:48individuals have naturally different
12:33:50frames of reference. An individual's
12:33:52frame of reference is impacted by their
12:33:54knowledge, experience, norms, and values
12:33:56and assumptions about business, people,
12:33:58and life. Cultural differences can
12:34:00amplify the differences in the natural
12:34:02frame of reference. The second component
12:34:04in the brows and price cross-cultural
12:34:07communications model is cultural
12:34:08blockers which can affect communication.
12:34:10There are several cultural blockers.
12:34:12Language is a cultural blocker as it
12:34:14requires translation. There are times
12:34:17when the primary language of the
12:34:18individuals communicating is different.
12:34:20Another cultural blocker is
12:34:22communication styles. Different people
12:34:24have different communication styles
12:34:25despite their cultures. Stereotypes are
12:34:28another cultural blocker. Different
12:34:30cultures tend to stereotype others and
12:34:32assume everyone fits a single mold.
12:34:34Stereotypes can be damaging because they
12:34:36can lead to prejudice, ecological
12:34:38fallacies, and discrimination. Another
12:34:40cultural blocker specified in the brows
12:34:43and price cross-cultural communications
12:34:45model is relationships. The level of
12:34:47your relationship can impact
12:34:49communications. In some cultures,
12:34:51relationships and trust must be
12:34:52established before communications can be
12:34:54open. To summarize the brows and price
12:34:57cross-cultural communications model,
12:34:59different people have a diverse frame of
12:35:01reference. Compound this reality with
12:35:03the cultural realities of language
12:35:05styles, stereotypes, and relationship
12:35:07factors, and you have a challenge. The
12:35:09intended message sent may very well not
12:35:11be the message received. Next, let's
12:35:13understand the concept of communication
12:35:15channels. PMI defines communications
12:35:17channels as the number of potential
12:35:19conversations that can occur. There are
12:35:21four team members. In all, six potential
12:35:24conversations can take place. Here's the
12:35:26formula to calculate the six channels
12:35:28for a four-person team. Notice that the
12:35:30number of channels increases
12:35:31dramatically with only six team members.
12:35:34Understanding the communication channels
12:35:35and how to calculate them will help
12:35:37project managers communicate effectively
12:35:39in a project. Communication channel
12:35:41details are documented in the
12:35:43communications management plan which
12:35:45defines critical project communications
12:35:47items and promptly provides information
12:35:49about using suitable mediums. The
12:35:51communications management plan helps the
12:35:53project manager ensure all stakeholders
12:35:55have the correct information about the
12:35:56project. The plan also ensures all
12:35:59channel members share accurate
12:36:00information. A project manager must also
12:36:03be aware of the grapevine effect which
12:36:04can be a potential risk to the project.
12:36:06Grapevine is how rumors spread. For
12:36:09example, rumors may spread if
12:36:10stakeholders and project team members do
12:36:12not have access to accurate and timely
12:36:14information. Again, a communications
12:36:16management plan mitigates the risk of
12:36:18the grapevine effect. In this video, you
12:36:21learned that the message intended may
12:36:23not be the message received. Cultural
12:36:25blockers can affect communication. PMI
12:36:28defines communications channels as the
12:36:30number of potential conversations that
12:36:32can occur. The communications management
12:36:34plan must document the number of
12:36:36effective communication channels. The
12:36:38grapevine is a term that shares how
12:36:40rumors spread. A communications
12:36:42management plan mitigates the risk of
12:36:44misinformation.
12:36:47[Music]
12:36:55Welcome to when is failing fast good.
12:36:58After watching this video, you'll be
12:37:00able to identify signs of a failing
12:37:02project and describe how failing fast
12:37:04can be an opportunity. Over 60% of
12:37:06projects fail. The Project Management
12:37:08Institute or PMI conducted a study
12:37:11concluding the five crucial areas where
12:37:13project failures occur, including poor
12:37:16project selection and planning when
12:37:17deadlines, budgets, and resource limits
12:37:19are decided without consideration of
12:37:21reality. Inconsistent sponsorship
12:37:23results from a lack of engagement from
12:37:25the sponsor even after being informed.
12:37:27Lack of scope definition awareness
12:37:29results in stakeholders adding elements
12:37:31to the scope. code green mentality,
12:37:34which is the situation when team leaders
12:37:36and members only acknowledge or address
12:37:38problems and issues only once it's too
12:37:40late. Lack of team commitment to support
12:37:42the project. But how can a project
12:37:44manager identify if a project is moving
12:37:46toward failure? Here's some warning
12:37:48signs to look out for. One sign is that
12:37:50a project has several missed milestones
12:37:52and the project schedule is slipping.
12:37:54Another sign is when the project is over
12:37:56budget. A customer showing
12:37:58dissatisfaction or disinterest with the
12:38:00quality of deliverables is also a
12:38:02warning sign. Another warning sign that
12:38:04helps a project manager understand that
12:38:06the project is moving towards failure is
12:38:08when team members and other stakeholders
12:38:10exhibit burnout symptoms or a lack of
12:38:12commitment. The project team losing
12:38:14confidence in the sponsor or vice versa
12:38:16is also a clear warning sign. In
12:38:18addition, a warning sign is when there
12:38:20is a trend of failed promises and a
12:38:22reduction in deliverables. Small
12:38:24failures that seem to multiply into more
12:38:26significant ones are also something to
12:38:28look for. The failing fast concept can
12:38:31help change a failing project to a
12:38:32successful one before it's too late. The
12:38:34failing fast approach can be implemented
12:38:36in certain situations such as when
12:38:38stakeholder agreements on deliverables
12:38:40is low, project technical complexity is
12:38:42high or the need for innovation is high.
12:38:45Failing fast can be a learning
12:38:46opportunity. At the end of a project
12:38:48phase, identify what went well, what can
12:38:51be improved, and the actions to take for
12:38:52improvement. Ensure the team shares
12:38:55their experiences and uses the learning
12:38:56in the next phase of the project or in
12:38:58the next project. Remember, effective
12:39:01communication can lead to real-time
12:39:03feedback that allows a project manager
12:39:05to identify fail fast opportunities
12:39:07before they become major losses. In this
12:39:10video, you learned that there are five
12:39:12crucial areas where project failures
12:39:13occur, including poor project selection
12:39:16and planning, inconsistent sponsorship,
12:39:18lack of scope definition awareness, code
12:39:20green mentality, and lack of team
12:39:22commitment. There are different warning
12:39:24signs of a failing project, including
12:39:26missed milestones and a slipping
12:39:28schedule, project is over budget,
12:39:30customer dissatisfaction and disinterest
12:39:32in deliverables, team members and
12:39:34stakeholders exhibiting burnout
12:39:35symptoms, project team or sponsor losing
12:39:38confidence, failed promises, and
12:39:40increase in small failures. Failing fast
12:39:43is a concept that helps projects go from
12:39:45failure to success. Lessons learned
12:39:47should be conducted at the end of each
12:39:49project phase.
12:39:53[Music]
12:40:00Welcome to Expert Viewpoints: Failing
12:40:02Fast Successfully. In this video, we
12:40:04will hear experts and leaders discuss
12:40:06how failing fast can benefit a project
12:40:08or organization, get tips to determine
12:40:10if you are truly failing, and hear
12:40:12examples of how failing fast led to
12:40:14long-term success.
12:40:17discuss how failing fast can benefit a
12:40:20project or organization.
12:40:23>> So recently we had a project, it was
12:40:26going great, at least at first. Then we
12:40:29realized, wait, we got a lot of
12:40:31roadblocks here. We don't know exactly
12:40:33what we need to do. And then of course,
12:40:36boom, we ended up failing. We missed our
12:40:39deadlines. It didn't work out. However,
12:40:42it was a lessons learned. we were able
12:40:44to take that into consideration with our
12:40:47next rounds and our next sprints. So
12:40:50with that, we knew exactly what our game
12:40:52plan was, how we were going to
12:40:54accomplish each thing, where our
12:40:56roadblocks were going to be, and it
12:40:58helped us out in the future. So we were
12:41:00thankful that we were actually able to
12:41:02have that learning experience at the
12:41:04beginning and not throughout the
12:41:05project.
12:41:07Failing fast works great when you're
12:41:09trying out new things, when you're
12:41:11looking for ways that you can innovate,
12:41:13or when you're looking for ways to
12:41:15optimize a process or try something new
12:41:18that you're not sure how it's going to
12:41:20work out. Why not take a chance, dive
12:41:23in, try something, and then see where it
12:41:25lands you? I am failing fast at the
12:41:27moment. Um, I we have a client who we're
12:41:31recording videos for and our on-screen
12:41:34talent is on vacation and so I
12:41:36volunteered to try out as the on-screen
12:41:38talent and we'll see what the client
12:41:40thinks. They may say, "No, she's not
12:41:42right for these videos and and go decide
12:41:45to wait for the on-screen talent to come
12:41:47back." But they may say, "Yeah, let's go
12:41:48for it. It'd be great to have her in in
12:41:51fill in while he's out and be in some of
12:41:53the videos." the worst that they're
12:41:55going to say is no and that's not going
12:41:57to hurt my feelings. And that's really
12:41:59where you need to take the chance on
12:42:00failing fast is that you're not
12:42:02investing yourself personally in the
12:42:05initiative that is the unknown and fear
12:42:07of the unknown can really hold you back.
12:42:10And so take the chance, dive in. You've
12:42:13got people around you who are going to
12:42:14support you. Um if you're trying your
12:42:17best and it doesn't work out the way it
12:42:18was intended, nobody's going to fault
12:42:20you or get after you for trying your
12:42:22best. And then we pivot and we change
12:42:24and we make it work out in the right
12:42:26way, however that needs to be. One
12:42:28caution though is if you are a highly
12:42:31visible project or there's a lot of
12:42:33pressure, you may want to consider
12:42:35taking that chance a little bit more
12:42:37strategically. Um you don't want
12:42:39something that's super important to fail
12:42:42on something that it shouldn't. So do be
12:42:44strategic about it, but look for areas
12:42:46where you can step into the deep end and
12:42:49see how it turns out. It's oddly
12:42:51addicting once you start doing it.
12:42:54>> In the short term, if you take a
12:42:56proactive approach to identify problems
12:42:58before they become severe, that is a
12:43:01very very positive thing. An ultimate
12:43:03goal in failing fast is to number one
12:43:06identify the problem when it's still
12:43:08small and solve the problem while it's
12:43:10small before it becomes large. But
12:43:13there's also another benefit of failing
12:43:15fast and that's the benefit to the long
12:43:17term as well. What you want to do when
12:43:20you come up with a great idea and you're
12:43:22able to go ahead and preclude a failure
12:43:24by failing fast, try to document the
12:43:27measures that were taken to identify and
12:43:30address the problems that had the
12:43:32potential for that project to go ahead
12:43:34and fail. Most importantly, perform and
12:43:37share lessons learned. Lessons learned
12:43:39should be accomplished at the end of
12:43:41each phase and at the end of each
12:43:42project. However, there's an opportunity
12:43:45to perform interim lessons learned. If
12:43:47there was some kind of an incident and
12:43:49you feel it's worthy of a quick overview
12:43:52in terms of what went well, what can be
12:43:54improved upon, and what can we do
12:43:56differently next time, then by all means
12:43:58do them. Lessons learned help future
12:44:01project managers avoid the problems that
12:44:03your project encountered. But
12:44:05periodically, you may discover some
12:44:07opportunities and lessons learned allow
12:44:10other project managers on future
12:44:12projects to possibly understand what
12:44:14those opportunities were and embrace
12:44:16them as well.
12:44:20[Music]
12:44:26Welcome to expert viewpoints working
12:44:28together as a team. In this video, we
12:44:31experts and leaders will share their
12:44:33insights into how project managers gain
12:44:35the cooperation of multiple roles and
12:44:37responsibilities and encourage people to
12:44:39work together.
12:44:41How does a project manager successfully
12:44:43gain the cooperation of multiple team
12:44:45members and stakeholders?
12:44:48In order to have order technically with
12:44:52all stakeholders and team members, we
12:44:55need to make sure to really grab their
12:44:57cooperation at the beginning of a
12:44:59project. So, of course, we set the
12:45:01expectation. This is what your weeks are
12:45:03going to look like. If you pre-schedu,
12:45:06it'll actually help them out to
12:45:07understand what the expectations are and
12:45:10plan around your meetings with that.
12:45:13Have successful team meetings. So when
12:45:16you go to meet with everyone, whether
12:45:17it's an actual sync, a working session,
12:45:20make sure they are organized and
12:45:22everybody knows what they're going to be
12:45:24doing during those. Have successful
12:45:26follow-ups along with next steps. When
12:45:29you have consistency like that, you have
12:45:31a great organized team. So there's three
12:45:35things that come to mind right away. One
12:45:37is really work on your communication
12:45:39skills. clear, concise communication of
12:45:43facts, of accurate information, of
12:45:46accurate requests. Um, don't ask
12:45:49questions that you already know the
12:45:50answer to to prove that you know the
12:45:52answer. That can be a real turnoff for
12:45:54some people in your project team. Also,
12:45:57look and pay attention to what you're
12:45:59taking on. I think there can be a
12:46:01tendency for project managers to take on
12:46:03too much and sometimes tasks that
12:46:06somebody else in the project should be
12:46:07doing. And you don't want to be in a
12:46:09situation where you overpromise and then
12:46:12underdel. That may happen just through
12:46:14the nature of the project. But if you
12:46:17start getting a reputation for
12:46:19overpromising and underd delivering,
12:46:21then people are going to avoid wanting
12:46:25people are going to avoid hearing your
12:46:26commitments or they're not going to
12:46:27trust that you'll actually deliver on
12:46:29what it is that you're committing to.
12:46:32Another tip for building rapport is ask
12:46:34for feedback. Um it doesn't have to be
12:46:37on every project. It doesn't have to be
12:46:39on every task within a project.
12:46:41Somewhere in between. Um, you know, you
12:46:44don't want to bug people all the time
12:46:45saying, "Tell me how I can do better.
12:46:47Tell me how I'm going to do better." But
12:46:49when you do ask for feedback, be sincere
12:46:51about it. Be willing to improve based on
12:46:54the information that you're hearing. It
12:46:56should be constructive feedback that
12:46:58you're receiving. And you should be
12:47:00willing to listen to it, internalize it,
12:47:03reflect on it, and then decide if
12:47:05there's any changes that you need to
12:47:06make. Hearing how you how other people
12:47:09perceive you through their feedback
12:47:11helps you build the relationship with
12:47:13those people because then you can kind
12:47:15of tailor your style to better meet
12:47:17their needs.
12:47:19>> First of all, define the roles and
12:47:21responsibilities based on the project's
12:47:24needs. As the project manager, as the
12:47:26team, who do we need? What do we need?
12:47:29What skill sets are required? What
12:47:32subject matter expertise is going to be
12:47:34required? Come up with a list of
12:47:36personal resources or personnel
12:47:38resources that you require. Step number
12:47:41two, take this list of these are the
12:47:44people that I need to the sponsor. Try
12:47:46to fill each position with a name. Step
12:47:49number three, we have our names now
12:47:51assigned to the roles and
12:47:52responsibilities.
12:47:54Try to meet with each individual. Face
12:47:57to face is wonderful. However, it's
12:48:002023. a a virtual environment sometimes
12:48:04is required. Ensure each individual
12:48:07understands their role and
12:48:08responsibilities. Make sure that they
12:48:10are willing to commit to support the
12:48:13project and make sure that they have the
12:48:15capacity to do so. So if for whatever
12:48:18reason step number four some personnel
12:48:20assignments may not work out then
12:48:23identify the disconnects from the prior
12:48:25step. share with the sponsor, with the
12:48:28key stakeholders, with the managers that
12:48:30unfortunately your suggestion for this
12:48:33individual for this role may not work
12:48:35out. Negotiate,
12:48:38do whatever you can to perhaps find
12:48:40someone new, someone who can support
12:48:43this particular role and responsibility,
12:48:45and then move forward. Once you have all
12:48:48of the faces committed and you have all
12:48:50of the positions filled, finalize your
12:48:53stakeholder register and your resource
12:48:55management plan. Periodically check in
12:48:58and address issues. The final question
12:49:01in this segment that I want to address
12:49:02is how do you encourage people in
12:49:04various roles to work together? Well,
12:49:07first and foremost, ensure all of the
12:49:09stakeholders understand the value of the
12:49:12project. No matter how dedicated, no
12:49:14matter how motivated a stakeholder may
12:49:16be, if they don't see value in a
12:49:18project, then chances are pretty good
12:49:20that their motivational level is going
12:49:22to be very, very low. Secondly, ensure
12:49:25everyone has a clear understanding of
12:49:27their roles and responsibilities. Avoid
12:49:30duplication of effort. One of the worst
12:49:32things that you can do is to assign one
12:49:34stakeholder one role and then duplicate
12:49:37that with another. They're going to be
12:49:39bumping into each other. There's going
12:49:40to be friction. There's going to be
12:49:41problems. There's going to be chaos.
12:49:43There's going to be frustration. There's
12:49:44going to be unhappiness.
12:49:46Thirdly, make sure that you develop a
12:49:50vision for your team. And at your first
12:49:53meeting, develop a tool called a team
12:49:55charter.
12:49:57This is a team where the team gets
12:49:59together. They brainstorm, document, and
12:50:02you gain consensus on ground rules,
12:50:04norms, and acceptable behavior that the
12:50:07team will commit to, follow, and hold
12:50:10others accountable to.
12:50:13[Music]
12:50:21Hello everyone and welcome to a
12:50:23demonstration on the critical path
12:50:25method. Let's begin by defining the
12:50:27purpose of the critical path method.
12:50:30Critical path method is a popular
12:50:32project management scheduling technique.
12:50:35It determines the theoretical early
12:50:37start and early finish days and/or the
12:50:40theoretical late start and late finish
12:50:42days for a project. Critical path is
12:50:45defined as the path of the longest
12:50:47duration in a project network diagram.
12:50:51Here is a symbol that you want to
12:50:54familiarize yourself with if you are
12:50:56going to conduct a critical path
12:50:58analysis. Let's begin with an overview
12:51:02of key acronyms that you want to
12:51:05understand. ES stands for early start.
12:51:09This is the earliest that the work
12:51:11package can begin. EF stands for early
12:51:15finish. This is the earliest that the
12:51:17work package can finish. A work package
12:51:20is similar to an activity. I'll use the
12:51:23term work package throughout this
12:51:25demonstration. The duration is the time
12:51:28that is going to be required between the
12:51:31early start and the early finish. The
12:51:34late start is the latest that a work
12:51:38package can begin and the late finish is
12:51:41the latest that it can finish.
12:51:43If there is a difference between the
12:51:45early finish and the late finish, we
12:51:48have something called slack or float. If
12:51:50there is no difference between the early
12:51:52finish, late finish or the early start
12:51:55and late start, then we have no slack or
12:51:58float.
12:52:00There are two processes that need to be
12:52:04completed to complete a critical path
12:52:07analysis. The first is called a forward
12:52:10pass. For a forward pass, we're going to
12:52:13determine the early start and the early
12:52:16finish for each work package. We're
12:52:19going to move left to right from the
12:52:21early start to the early finish for each
12:52:24particular work package in sequence.
12:52:28We will complete all of the paths. Once
12:52:31we do this, we can determine the path of
12:52:34the longest duration, which is the
12:52:36critical path.
12:52:38The second procedure we're going to
12:52:40perform is a backwards pass. The
12:52:43backwards pass helps us to determine the
12:52:46late start and the late finish. In this
12:52:49particular case, we're going to move
12:52:51from back to front, right to left. We're
12:52:54going to begin with each work packages
12:52:57late finish and we're going to move to
12:53:00the late start. Very important, complete
12:53:04the critical path first. If you do not
12:53:07create create if you do not
12:53:10if you do not complete the critical path
12:53:12first then your results may be
12:53:16erroneous. Once we complete the critical
12:53:19path then we're going to complete the
12:53:21non-critical path from the longest path
12:53:23to the shortest. So with that let's go
12:53:27ahead and take a look at an example and
12:53:30we're going to begin with a forward
12:53:32pass. Again a forward pass. We're going
12:53:34to determine the early start and the
12:53:37early finish for each of our work
12:53:39packages.
12:53:41Let's begin with path A, D, and G. We
12:53:45begin with day number one. This is a
12:53:483-day duration work package. So, what is
12:53:52the early finish? 1 2 3. We go to work
12:53:56package D and we add one day. We begin
12:53:59work package D the following day. We
12:54:02ended A on day three. We begin D on day
12:54:05four. This is 3 days in duration four,
12:54:09five, and six. So now we have our early
12:54:12finish of day number six. We're
12:54:15completing path EDG. So we move forward
12:54:18to work package G and we go to the next
12:54:22day for the early start, day number
12:54:24seven. This is 4 days in duration. 7 8 9
12:54:2810. And now we have the time frame
12:54:31required to complete A, D, and G. 10
12:54:34days.
12:54:36Now we still have A, D, and E. We've
12:54:39already calculated A and D. However, E
12:54:42follows D. So therefore, we ended D, the
12:54:46early finish on day six. So the early
12:54:48start is going to be day 7. This is a
12:54:515-day duration at work package. 7, 8, 9,
12:54:5510, and 11. So now we have the early
12:54:58finish for path A, D, and E. 11 days, a
12:55:03little bit longer than A, D, and G,
12:55:06which was 10 days.
12:55:08We now have one final forward pass to
12:55:11complete path B, C, and F. So we're
12:55:15going to begin on day number one with
12:55:17our early start for the first work
12:55:20package B. 3 days in duration, 1, 2, and
12:55:23three for our early finish. We begin the
12:55:26next day for our early start for work
12:55:29package C. Day number four.
12:55:32This is a longer duration work package 7
12:55:35days. Four, five, 6, 7, 8, 9, and 10. So
12:55:40our early finish is day number 10. The
12:55:43next in sequence is work package F. We
12:55:47add one day for the early start, day
12:55:49number 11. 6 day duration, 11, 12, 13,
12:55:5314, 15, and 16.
12:55:55We now know that path B, C, and F is
12:55:58going to require 16 days. And we've
12:56:01learned something very important. Which
12:56:03is the path of the longest duration?
12:56:06Which is the critical path? The critical
12:56:08path is BCF 16 days. This project is
12:56:13going to require 16 days.
12:56:17Now, we need to go ahead and perform a
12:56:20backwards pass. So to perform a
12:56:22backwards pass, the first thing you need
12:56:25to do is to put the critical path
12:56:28duration in the late finish for all of
12:56:32the final work packages in each
12:56:35particular path. For ADG, we're going to
12:56:38go ahead and put the late finish at 16.
12:56:41For AD, we're going to put the late
12:56:44finish at 16. And we're going to do the
12:56:47same for BCF. Now remember for a
12:56:50backwards pass the rule is we always
12:56:53begin with the critical path and we
12:56:54determined through our forward pass that
12:56:57BCF is the critical path 16 days. So we
12:57:01begin with day number 16 and the late
12:57:03finish but now we're going to work
12:57:05backwards. This is 6 days in duration.
12:57:08So we have to subtract 16 15
12:57:1212 and 11. We put the number 11 for 11
12:57:17days in the late start.
12:57:19Now we're going to go backwards one day.
12:57:22This is a backwards pass. So for work
12:57:25package C in the late finish, we put in
12:57:2910. This is 7 days in duration. We count
12:57:32back 7 days. 10 9 8 7 6 5 and 4. And we
12:57:37place four in the late start minus one
12:57:41day. As we move backwards to work
12:57:43package B, day number three, 3 days in
12:57:46duration, countdown 3, 2, and 1.
12:57:50Now, let's take a look at what we have
12:57:53completed for BCF.
12:57:56Every box is filled. We want to compare
12:57:59the early finish and the late finish and
12:58:02see if there is a difference. In this
12:58:04particular case, there is no difference.
12:58:06The early finish is 16 days. The late
12:58:09finish is 16 days. When we subtract
12:58:12this, we end up with zero. Let's
12:58:15validate by doing the same for the early
12:58:18start and the late start. Is there any
12:58:20difference between 11 and 11? The answer
12:58:23is no. We put zero in this box, which is
12:58:28the slack or the float. What do we mean
12:58:30by that? It means that the early finish
12:58:33and late finish are the same as the
12:58:35early start and the late start. We have
12:58:38no slack. We have no float. This is the
12:58:41critical path. We validate work package
12:58:45C 10 10 44 no difference. Zero float and
12:58:50slack. Work package B 31 1 no float no
12:58:55slack zero. Now very important which is
12:59:00the path of the next longest duration
12:59:03that is a D and E. So now we're going to
12:59:07do the same methodology. We put 16 days
12:59:10which is our critical path and the late
12:59:12finish. And we're going to subtract
12:59:14backwards 5 days which is the duration.
12:59:1816 15 14 13 and 12. We put the 12 in the
12:59:22late start. But now let's notice
12:59:25something very important. There is a
12:59:28difference between the early finish and
12:59:30late finish of 5 days. There is a
12:59:34difference between the early start and
12:59:35late start of 5 days. We put the five in
12:59:40this particular box, the slack and the
12:59:42flow. What do we mean by that? It means
12:59:45the earliest we can start work package E
12:59:48is day number seven. The latest we can
12:59:50start it is day number 12. We have a
12:59:53little bit of leeway in terms of when we
12:59:56need to start this work package for it
12:59:59to be completed by day number 16. AD are
13:00:04connected on a singular path. We go day
13:00:07number 12 and then we go to D which is
13:00:10the work package which precedes E and we
13:00:13subtract one day number 11 subtract
13:00:16three 11 10 and 9 again we have that
13:00:20difference 6 compared to 11 4 compared
13:00:24to 9 we have float slack of 5 days we
13:00:29subtract one day from D to calculate
13:00:32work package A that's day number eight
13:00:35subtract Act 3876.
13:00:38Again, we have that difference of five
13:00:40between the late finish and early
13:00:43finish. And the late start and the early
13:00:45start, we have float and slack of 5
13:00:48days.
13:00:50This leaves us with one final activity
13:00:53for the backwards pass. And why do we
13:00:55save it for last? Because 10 is less
13:00:58than 11 and far less than 16. So we do
13:01:01the same methodology. The late finish
13:01:03gets 16 days. This is 4 days in
13:01:05duration. Let's count backwards 4 days.
13:01:0816 15 14 13. And now we can go ahead and
13:01:12take a look at the difference between
13:01:14the early finish and the late finish and
13:01:17the early start and the late start. And
13:01:19this is 6 days. So for work package G,
13:01:23we have the most float and the most
13:01:25slack. We have a 6-day window in which
13:01:28we can go ahead and plan our early start
13:01:31or late start to still complete this
13:01:34worst case scenario by 16 days, which is
13:01:37our critical path. This concludes our
13:01:40overview of this demo. Hopefully
13:01:43critical path analysis makes a little
13:01:46bit more sense to you. We hope that
13:01:49you're able to go ahead and apply what
13:01:51you learned in a lab that we have
13:01:54planned for you where you will take a
13:01:56look at a scenario and develop and
13:02:00perform a critical path analysis. Thank
13:02:02you for your attention. Have a great
13:02:04rest of your day and we look forward to
13:02:06seeing you again in future presentations
13:02:08and demos.
13:02:12[Music]
13:02:20Welcome to critical chain method. After
13:02:23watching this video, you'll be able to
13:02:25define critical chain method. Describe
13:02:27the steps involved developing a schedule
13:02:29using critical chain method. Define
13:02:31differences between critical chain and
13:02:33critical path methods and identify when
13:02:35to use critical chain method. Imagine
13:02:38this. You're part of a 4x200 meter relay
13:02:40race. The exercise is simple. run the
13:02:42200 meters, pass the baton to the next
13:02:45person, and follow the process till the
13:02:46last person completes their 200 meters.
13:02:49During this time, several things might
13:02:50happen. For example, a runner may fall,
13:02:53slow down, or increase their speed. The
13:02:55goal is to continue to hand off the
13:02:56baton until every runner has reached the
13:02:58end line. At the beginning of the race,
13:03:00the team may take the time to select the
13:03:02runners and understand their
13:03:03dependencies during the race, such as
13:03:05the track, weather, shoes, and so on. In
13:03:08addition, a runner only runs or passes
13:03:10the baton at a given point in time. They
13:03:12cannot perform both actions at the same
13:03:13time. The team plans for resource
13:03:15shortages. They have an extra runner on
13:03:17board just in case. The team also plans
13:03:19for time delays. They practice the baton
13:03:22exchange and allocate extra time for the
13:03:24exchanges in case of an exchange issue.
13:03:26They never lose sight of their goal.
13:03:27They want to finish the race as quickly
13:03:29as possible and win. The critical chain
13:03:31method is similar to a relay race. The
13:03:33critical chain method is a project
13:03:35management technique that emphasizes the
13:03:37resources such as people, equipment,
13:03:39supplies, materials, and physical space
13:03:41required to execute project tasks.
13:03:44Critical chain was developed as an
13:03:45alternative to the critical path method.
13:03:48When using the critical chain method,
13:03:49project managers plan project schedules
13:03:51with a focus on resource and time
13:03:53constraints. The project manager
13:03:55identifies the longest sequence of
13:03:56resource dependent activities. The
13:03:58sequence is referred to as the critical
13:04:00chain. The project manager includes
13:04:02buffers to protect the critical chain
13:04:03from resource shortages and delays and
13:04:06to ensure that the project is completed
13:04:07on time. At a high level, developing a
13:04:10critical chain can be divided into four
13:04:11steps. The first step is identifying the
13:04:14different activities and creating a
13:04:15network diagram. Identify the paths
13:04:17including the critical path. In the
13:04:19network diagram displayed, path EFG is
13:04:22the critical path. Paths A, B, and CD
13:04:24are required activities to complete the
13:04:26project, but they're not on the critical
13:04:28path. The second step is determining the
13:04:30potential for resource shortages or
13:04:32issues on the non-critical paths. Add
13:04:34extra resources in anticipation of
13:04:36resource risks materializing. Ensure
13:04:38resource issues do not delay the
13:04:40non-critical paths to the point where
13:04:41the critical path is jeopardized. These
13:04:43are called resource buffers. The next
13:04:45step is to add feeding buffers which add
13:04:48extra time to the non-critical paths.
13:04:50Feeding buffers assume that extra time
13:04:52or float will likely disappear. For
13:04:54example, let's say the critical path EFG
13:04:56is 14 days. Path AB is scheduled for 10
13:04:59days. A feeding buffer is placed on path
13:05:01AB to plan for 12 days. If the work is
13:05:04completed in 10 days, great. However,
13:05:06there's a possibility of risks
13:05:07occurring. Therefore, plan for 12 days.
13:05:10Remember, resource buffers also help in
13:05:12ensuring delays are minimal. This step
13:05:14is performed with each path. The last
13:05:16step is to plan for the worst case
13:05:18scenario. In this example, the critical
13:05:20path EFG will take 14 days. Resources
13:05:23and time have been added to the
13:05:24non-critical paths to ensure they are
13:05:26not delayed to the point where the
13:05:27critical path is impacted. But what if
13:05:30the critical path activities are
13:05:31delayed? To address this scenario, add a
13:05:33project buffer at the end of the
13:05:34project. Let's say this is 2 days. In
13:05:37this case, at a worst case scenario, the
13:05:39project will complete in 16 days. This
13:05:41completes the overview of the steps in
13:05:43the critical chain method. Critical
13:05:45chain method is similar to critical path
13:05:46method. However, there are a few key
13:05:48differences between critical path
13:05:50methodology and critical chain
13:05:52methodology. These include critical path
13:05:54methodology assumes that the length of
13:05:56tasks and their dependencies are the
13:05:58major constraints while critical chain
13:06:00methodology assumes that resources are a
13:06:02project's major constraint. Critical
13:06:04path methodology simply defines the
13:06:06amount of slack or float for each
13:06:08activity while critical chain
13:06:09methodology adds resource buffers
13:06:11between tasks and adds additional time
13:06:13buffers at the end of a project if
13:06:15needed. Because of these differences,
13:06:17when using critical path methodology,
13:06:19project teams can be working on multiple
13:06:21project tasks at a time. Whereas with
13:06:24critical chain methodology, project
13:06:26teams focus on one critical task at a
13:06:28time before they're able to move on to
13:06:29another. Critical path methodology and
13:06:31critical chain methodology are both
13:06:33project management planning techniques,
13:06:35but they have different approaches and
13:06:36applications. You should use critical
13:06:38path methodology when the project is
13:06:40well- definfined. There's a high level
13:06:42of certainty in the task duration and
13:06:44resource availability and the project is
13:06:46relatively simple with a straightforward
13:06:48sequence of tasks. For example, planning
13:06:50an event with a clear sequence of tasks
13:06:52and a fixed timeline. You should use
13:06:54critical chain methodology when the
13:06:56project is complex and uncertain. There
13:06:58are significant risks and variability
13:07:00and the availability of resources is
13:07:02limited or resources are shared across
13:07:04multiple projects. For example,
13:07:06researching and developing a new
13:07:07pharmaceutical drug. In this video, you
13:07:10learned that critical chain method adds
13:07:12the availability of resources and their
13:07:14dependencies while determining the
13:07:16minimum time required to complete the
13:07:18project. There are four key steps in the
13:07:20critical chain method. Critical path
13:07:22methodology is best for well- definfined
13:07:24projects while critical chain
13:07:25methodology is best for uncertain
13:07:27projects.
13:07:30[Music]
13:07:38Welcome to key tool communications
13:07:40management plan. After watching this
13:07:42video, you'll be able to summarize the
13:07:45purpose of a communications management
13:07:46plan. Describe the components of a
13:07:48communications management plan. Project
13:07:51Management Institute or PMI states that
13:07:53communications impact 90% of all project
13:07:56management activities. This shows
13:07:58effective communication is key to
13:08:00project success. The PMI recommends
13:08:02using a communications management plan
13:08:04to ensure communication for the project
13:08:06is organized and effective. A
13:08:08communications management plan provides
13:08:10the overall strategy to describe how
13:08:12best to communicate with each other and
13:08:14communicate responsibilities based on
13:08:16project requirements. The project
13:08:18manager must create the communications
13:08:20management plan during project planning
13:08:22and frequently update the plan as the
13:08:24project progresses. The PMI provides
13:08:27some input into the process of a
13:08:28communications management plan. Let's
13:08:30look at some of the purposes. Every
13:08:32project has its communication
13:08:34requirements. For example, a software
13:08:36development project may have very
13:08:37different communication requirements
13:08:39than a job modernization project from
13:08:41the HR department. The project manager
13:08:43will need to develop and tailor the
13:08:45communications management plan to
13:08:47support the information needs of each
13:08:49stakeholder or group of stakeholders and
13:08:51the overall project. Creating a
13:08:53communications management plan gives the
13:08:55overall communication process a
13:08:57documented structure. A communications
13:08:59management plan aids in creating a
13:09:01positive communication rhythm for the
13:09:03project. For example, when a team member
13:09:05knows precisely where to find a report
13:09:07and when to publish the report.
13:09:09Communication is more effective. A
13:09:11communications management plan provides
13:09:13guidance on communication at different
13:09:14levels. This guidance helps each
13:09:16stakeholder to identify the right
13:09:18people, the right time, and the right
13:09:20content level for communication. The
13:09:22result of this understanding is that
13:09:24each project stakeholder can effectively
13:09:26and efficiently engage with other
13:09:28stakeholders by promptly presenting
13:09:30relevant information. For example,
13:09:32during an internal status meeting, a
13:09:34project manager may need to go into all
13:09:36the minute details of the project.
13:09:38However, with a sponsor, the level of
13:09:40detail may need to be at a macro level,
13:09:42focusing only on the completion
13:09:43percentage. We discussed the purpose of
13:09:45having a communications management plan.
13:09:48A communications management plan
13:09:49template is normally available in either
13:09:51Microsoft Word or Excel. The PMI states
13:09:54that a communications management plan
13:09:55should have certain components. Let's
13:09:57see the components of a communications
13:09:59management plan. The communications
13:10:01management plan must have a project name
13:10:03to map the plan with the correct project
13:10:05title. You can add different
13:10:06communications items. A communications
13:10:09item represents a type of communication.
13:10:11Examples include status meetings, budget
13:10:13meetings, change boards, and so on. Each
13:10:16communications item must have an
13:10:18associated owner. Identifies the project
13:10:20team member responsible for managing the
13:10:22communications item. Audience describes
13:10:24the project team members and
13:10:26stakeholders who will receive the
13:10:27communication. Ensure to select the
13:10:30right people. Timing sets a schedule for
13:10:32the communications item. For example,
13:10:34weekly status meetings will occur every
13:10:36Wednesday from 11:00 a.m. to 11:30 a.m.
13:10:39Manage exceptions on need basis. Format
13:10:42or medium determines how the team needs
13:10:44to conduct the communications item. For
13:10:46example, face-to-face meetings, virtual
13:10:48meetings, emails, and so on. Purpose
13:10:51identifies the need for the
13:10:52communications item. For example, a
13:10:54weekly status meeting aims to review the
13:10:56current project status, understand
13:10:58potential issues, and answer any open
13:11:01questions. The communications management
13:11:03plan is frequently updated. It's a good
13:11:05idea to maintain the version number and
13:11:07date of change to maintain version
13:11:09control. In this video, you learned that
13:11:11a communications management plan is
13:11:13created during project planning and
13:11:15frequently updated. Supports the
13:11:17information needs of a project, provides
13:11:19communication strategy for the project,
13:11:21aids in positive communications rhythm,
13:11:23and helps identify the right people,
13:11:25time, and content level for
13:11:27communication. The components of a
13:11:29communication management plan include
13:11:31the project name, communications item
13:11:33details, version, and date. The
13:11:35communications item details include item
13:11:37description, owner, audience, timing,
13:11:39format or medium, and purpose.
13:11:44[Music]
13:11:51Hello everyone. I'd like to go ahead and
13:11:53take a few moments and present a brief
13:11:57demo on a communications management
13:12:00plan. A communications management plan
13:12:03is a formal part of a project management
13:12:06plan. And the intent of a communications
13:12:09management plan is to provide a roadmap
13:12:12for all project communications to ensure
13:12:15that communications gets to the right
13:12:18person at the right time in the right
13:12:20amount.
13:12:23According to the project management
13:12:24institute, a communications management
13:12:27plan should have an introduction. As you
13:12:29can see, we have the communications plan
13:12:32for a two-day all hands event. This is
13:12:35just an example. Always try to define
13:12:38the project because there may be
13:12:40multiple projects and multiple
13:12:42communications management plans. A
13:12:45communication management plan has six
13:12:49areas that need to be populated. The
13:12:52first area is what we refer to as the
13:12:54communications item. Sometimes called
13:12:57the forum. This is what you are
13:13:00communicating. As you can see on this
13:13:02particular example, we have three that
13:13:05are highlighted. The weekly project
13:13:07status meeting, the sponsor one-on-one
13:13:09meeting, and the weekly project status
13:13:11report. We have some others as well. A
13:13:14change control board vendor source
13:13:16selection conference room presentation.
13:13:19So the first step in developing the
13:13:22communications plan is step number one.
13:13:26Define the required communication items.
13:13:28As the project manager, enlist the
13:13:31support of your core team and try to
13:13:33determine what needs to be communicated
13:13:36and populate this first column. The
13:13:39second step is to determine the owners.
13:13:43Every communication item should have a
13:13:46specific owner who is responsible for
13:13:49planning and implementing that
13:13:51particular line item. In this particular
13:13:54case, the weekly project status meeting
13:13:57is going to be owned by Sanj Randell.
13:14:00Sanjay is going to be the individual who
13:14:03is empowered to go ahead and plan and
13:14:06implement and ensure that the weekly
13:14:08project status meeting happens. We have
13:14:12others as well. We have Roger Jones
13:14:14who's going to be the sponsor one-
13:14:16on-one meeting, the weekly project
13:14:18status report. By the way, a sponsor
13:14:21one-on-one meeting is a best practice.
13:14:24It is a very, very good thing for the
13:14:27project manager to meet periodically
13:14:29with the sponsor and have conversations
13:14:32about status and other key areas as
13:14:35well. The third step in developing the
13:14:38communications plan, as you can see over
13:14:40in my green column here, is to determine
13:14:43the audience. Here's a little bit of a
13:14:46tip. Everyone who's on the stakeholder
13:14:48register should be included in this
13:14:51communications plan. If you have someone
13:14:53on the stakeholder register who was
13:14:56identified having a role and
13:14:57responsibility and they're not on this
13:15:00plan, you may want to question why you
13:15:03have them on the stakeholder register
13:15:05and why you are assigning them a role
13:15:07and responsibility if you're not going
13:15:09to communicate with them. Not
13:15:11communicating with people on the
13:15:13stakeholder register to use a colloial a
13:15:16colloquialism is an accident waiting for
13:15:19a place to happen. Step number four,
13:15:22determine the timing. When are we going
13:15:25to go ahead and implement this
13:15:27particular communications item? Some may
13:15:30be weekly, some may be two times each
13:15:32week, some may be just a one time, such
13:15:35as the vendor source selection.
13:15:38Ensure that you understand how often
13:15:41this communications line item needs to
13:15:44occur and document it in the fourth
13:15:48column. The next is to complete the
13:15:52medium. What medium are we going to go
13:15:55ahead and use? And in terms of where are
13:15:59we going to meet? As you can see, in
13:16:01some cases, we have a location, the main
13:16:03conference room, Sarah's office. In
13:16:05other cases, we may actually have a
13:16:08technology such as SharePoint as well.
13:16:11So, sometimes we don't meet individually
13:16:14or in an office. We meet electronically
13:16:17using SharePoint.
13:16:19always end with a purpose as well. It's
13:16:23very very important that all of the
13:16:25individuals who are going to be
13:16:27receiving information as part of this
13:16:29communications plan have an
13:16:31understanding of the purpose why this is
13:16:34important as well. So once you have
13:16:36completed all six of these items and you
13:16:39have defined the project title on the
13:16:42top of the plan, go to step number five.
13:16:45Validate the plan with the audience.
13:16:48Have a meeting with all of these
13:16:50audience members. Let them know what the
13:16:52expectations are. Don't surprise them by
13:16:55sending them communications items
13:16:58without some kind of a heads up as well.
13:17:01Ensure you get some kind of verbal sign
13:17:05off from each one in the audience that
13:17:07they understand what the communication
13:17:10line item is, they understand the
13:17:12purpose of it, and they're willing to go
13:17:14ahead and support that particular
13:17:16communications line item. Once you gain
13:17:19that validation, publish it and follow
13:17:23the plan. One of the worst things you
13:17:25can do as a project manager is to
13:17:27develop this plan, put it in the project
13:17:29management plan and then conduct
13:17:32communications in a random manner. The
13:17:35last step in communications planning is
13:17:39update as needed. You'll notice on the
13:17:41bottom we have version and date. This
13:17:44plan is going to change as the project
13:17:47is initiated. There are going to be
13:17:49certain communications items that are
13:17:51required. But as the project progresses,
13:17:54more and more communications will be
13:17:57required and some of the prior
13:17:59communication items may no longer be
13:18:01required as well. In addition, the
13:18:04audience may very well change as the
13:18:06project progresses. Individuals who
13:18:08needed and required communications early
13:18:11in the project may no longer require
13:18:14these communications toward the middle
13:18:16and end of the project. So be consistent
13:18:19and keep this plan accurate. You will
13:18:23have an opportunity to read a scenario
13:18:25and develop a communications management
13:18:28plan based on that scenario. I highly
13:18:30encourage you to do your best in that
13:18:33lab and try to understand how this plan
13:18:36is developed and appreciate the overall
13:18:40value proposition of this plan. It's a
13:18:43very very important planning activity in
13:18:47project planning and again if you
13:18:50develop this communications management
13:18:52plan it will act as a road map and help
13:18:56guide effective communications. Thank
13:18:58you very much for your time listening to
13:19:00this demo and we look forward to seeing
13:19:03you in future demo videos. Have a great
13:19:06rest of your day.
13:19:10[Music]
13:19:16Welcome to expert viewpoints planning
13:19:18for effective virtual and in-person
13:19:20communications. In this video, experts
13:19:22and leaders will provide tips for
13:19:24effective communications planning,
13:19:25particularly in a virtual environment.
13:19:28What tips can you provide for effective
13:19:30communications planning, particularly in
13:19:33a virtual environment?
13:19:35>> Tips for effective communication
13:19:37planning. I wrote this first one on my
13:19:39cheat sheet in all uppercase letters.
13:19:42Look at people's calendars for their
13:19:45busy and free time. One of my biggest
13:19:48pet peeves is when I receive a calendar
13:19:50appointment and the person who sends it
13:19:53is double if not triple booking me. I am
13:19:56a fiend about keeping my calendar
13:19:58current and so when people who are
13:20:00scheduling meetings don't take the time
13:20:02to look at my calendar for free busy and
13:20:04I'm a required member or participant in
13:20:07the meeting it it just makes me nuts and
13:20:11I know that I can propose a new time
13:20:13that works in my calendar but I'm not
13:20:15the organizer of the meeting and so I
13:20:17shouldn't have to look through calendars
13:20:18to find that for me plus all the other
13:20:20participants. So that's my big one is
13:20:23look at calendar availability when
13:20:25you're booking. Second tip for effective
13:20:27communication.
13:20:29Know the time zones that your project
13:20:31team is in, especially if you're a
13:20:32global team and you have people around
13:20:34the world. Understand if they're going
13:20:36to be working in their mornings,
13:20:38afternoons, and evenings. And then to
13:20:40plan your meetings and plan your
13:20:42connections with them accordingly. Being
13:20:44sensitive to their working hours will
13:20:46help them be sensitive to your working
13:20:48hours. So also establish your own
13:20:51boundaries as far as what work as far as
13:20:53working orders go. And then make sure
13:20:56that you find out team holidays. Um
13:20:58different countries of course have
13:21:00different holidays and then also
13:21:01personal time away if people are going
13:21:04to take vacations. Um that also helps
13:21:06you plan for your time timeline how
13:21:09you're going to manage when people are
13:21:11out and more. And then last, of course,
13:21:14I think you've probably already heard
13:21:15this, but when you are in meetings, if
13:21:18one person turns their video on,
13:21:19everyone should turn their video on. Um,
13:21:22if people are sensitive to the room that
13:21:24they're in, go ahead and blur your
13:21:25background. Um, but do take advantage of
13:21:28the video. Take advantage of uh earbuds
13:21:31and headsets to block out noise from
13:21:33other places in the house. And then also
13:21:35if you hear dogs barking, um, make sure
13:21:38that you can try to s get your dogs
13:21:40settled down so they don't interrupt
13:21:42your video recording.
13:21:44For effective communications planning, I
13:21:48like to get a sense before I plan the
13:21:52communications of each of my
13:21:54stakeholders communication needs and
13:21:57preferences. So, I like to spend a
13:22:00little bit of time either one- on-one
13:22:02with a stakeholder or the team or even
13:22:06just through an email gathering the
13:22:09communication preferences of those
13:22:12people. And I like to put, you know, all
13:22:14of that information in a singular place
13:22:17that I can go back and refer to when I'm
13:22:20doing communications planning. And that
13:22:23helps me as I'm building my
13:22:25communications plan, think through what
13:22:29communications methods am I going to
13:22:31use, what tools am I going to use, um
13:22:34those sorts of things. Another thing
13:22:36that I am a really big fan of is I
13:22:38always have a communications plan
13:22:40template. I think it just makes having a
13:22:43template and always starting from that
13:22:45template and always kind of following
13:22:47the same process because you're using a
13:22:50template really helps you
13:22:54not have to think, am I forgetting
13:22:56something? Am I forgetting a key
13:22:59stakeholder? Am I forgetting a type of
13:23:01communication that I need to possibly
13:23:04include in this communications plan? But
13:23:06having a template just really makes
13:23:08things a lot easier and it makes you
13:23:10much more effective as you're planning
13:23:13those communications.
13:23:15Um, when it comes to planning in a
13:23:17virtual environment, I think
13:23:19understanding the tools that are at your
13:23:21disposal and really understanding
13:23:24what features they have. So, if you're,
13:23:28you know, having a a virtual call, a
13:23:31virtual video call, um,
13:23:34are people going to be able to view a
13:23:39recording? Is there a transcription
13:23:41service available that transcribes that
13:23:44recording? Where are those videos going
13:23:46to be saved? Are you going to need to
13:23:48communicate where those videos are saved
13:23:51after each meeting so that people can
13:23:54actually access them? but really kind of
13:23:56understanding the technology that you're
13:23:58using. How do you actually set up the
13:24:00meetings? Um, what things do people
13:24:03maybe need to download onto their
13:24:06computers before they join the first
13:24:08meeting and to be able to access that
13:24:11meeting and to be able to get on the
13:24:12meeting? All of those things are really
13:24:14important. The technology piece is
13:24:17really important and adding those things
13:24:20to your communication plan. So, if for
13:24:23example, you need to send out a link to
13:24:26the meeting recording after every
13:24:28meeting, it's important for you to plan
13:24:30for that communication in your
13:24:33communications plan and then potentially
13:24:36build a template. Build a template that
13:24:37says, you know, hi team, here is the the
13:24:40link to our meeting recording from
13:24:42today. You can access it here and then
13:24:45you can go back to that template and you
13:24:47already have it written. It's already
13:24:49done. And then when you're in your
13:24:50communications plan, you can send it off
13:24:52very quickly and be done with it. So
13:24:56having templates, understanding the
13:24:58technology, and really understanding the
13:25:00needs of your team, communication needs
13:25:03of your team and stakeholders is very
13:25:04important for effective communications
13:25:07planning.
13:25:08First off, make sure that you have all
13:25:10the right stakeholders involved. Not
13:25:12everybody needs to attend every meeting,
13:25:15needs to be on every type of email or
13:25:18something like that. Different types of
13:25:20tools that you can use. I love Slack to
13:25:23be honest. A lot of companies use
13:25:25different things like Teams have a great
13:25:28support system as far as a storage box
13:25:32uh that you put documentations into that
13:25:34makes it a lot easier for your team
13:25:36members to find information. Email,
13:25:39phone call. A lot of people don't call
13:25:40anymore. That's a great opportunity for
13:25:43a one-on-one session.
13:25:45>> Project teams should always have a
13:25:47discussion on preferred communication
13:25:49style. How frequently, what method, what
13:25:52has worked for them in the past, what
13:25:54hasn't. And even though your team will
13:25:56collectively decide on a communication
13:25:58plan, every project manager is smart
13:26:01enough to know that you need to learn
13:26:03your team members's individual
13:26:04preferences. For example, you don't want
13:26:08to upset someone by calling them
13:26:09unannounced at 3:30 when you know that
13:26:12they pick up their child every day from
13:26:14school during that time. Get to know
13:26:16your team and adapt to their styles.
13:26:21[Music]
13:26:29Welcome to planning virtual
13:26:30communications. After watching this
13:26:32video, you'll be able to explain the key
13:26:34indicators that measure the
13:26:35effectiveness of virtual meetings and
13:26:37summarize communications planning tips
13:26:39to accommodate a virtual environment.
13:26:42The PMI defines virtual meetings as
13:26:44opportunities to interact using
13:26:45communication technology. Virtual
13:26:48meetings are essential in today's work
13:26:49environment, such as making decisions,
13:26:51solving problems, responding to
13:26:53stakeholder requests, and providing
13:26:54information. Let's look at some key
13:26:56parameters that can help measure the
13:26:58effectiveness of virtual meetings. A key
13:27:00parameter to measure virtual meeting
13:27:02effectiveness is attendance. Typically,
13:27:04a poorly run virtual meeting tends to
13:27:06have fewer participants, which may often
13:27:08point to a lack of perceived value from
13:27:11the meeting and no accountability for
13:27:12not attending. Participants may also
13:27:15need help to connect to a meeting or
13:27:16other technology challenges. Another
13:27:19parameter is the level of participant
13:27:21interaction. When people are engaged,
13:27:22they're attentive, contributing, and
13:27:24maximizing the value of the meeting or
13:27:26event. Participation in polls is another
13:27:29parameter to measure the effectiveness
13:27:30of virtual meetings. Lower participation
13:27:33may indicate a lack of focus or
13:27:35interest. Make sure to conduct periodic
13:27:37polls. Strive to attain 100%
13:27:39participation.
13:27:41The most important parameter to measure
13:27:43the effectiveness of a virtual meeting
13:27:44is the outcome. It's important to
13:27:46validate if the meeting achieved its
13:27:48intended purpose. If not, it's important
13:27:50to understand why the purpose was not
13:27:52achieved and continuously improve. We
13:27:54discussed the measurement parameters for
13:27:56the effectiveness of virtual meetings.
13:27:58Next, let's look at some tips on
13:27:59improving the effectiveness of virtual
13:28:01meetings. The first tip to improve
13:28:03virtual meeting effectiveness is to
13:28:05establish ground rules. Ground rules
13:28:07help project teams to communicate
13:28:08effectively, collaborate, and make
13:28:10decisions during a virtual meeting. Some
13:28:12examples of ground rules include be
13:28:14punctual, keep cameras on, start and end
13:28:17on time, ask relevant questions, and
13:28:19mute when others speak. Every
13:28:21participant must be well conversant with
13:28:23using the technology or software for the
13:28:26meeting. Conduct technology training if
13:28:28required. Another tip to improve the
13:28:30effectiveness of virtual meetings is to
13:28:32ensure that every meeting has a well-
13:28:33definfined agenda. Make sure to publish
13:28:35the meeting agenda to all participants.
13:28:38The agenda should have clear objectives
13:28:40stated to help align all participants.
13:28:42At the end of the meeting, the project
13:28:44manager must publish the meeting
13:28:45minutes. Here's an example of a clearly
13:28:47defined agenda. Having the right people
13:28:50in a meeting is essential to be
13:28:51effective. Determine who needs to attend
13:28:53the meeting and ensure the participant
13:28:55understands why their attendance is
13:28:57critical. For example, when setting up a
13:28:59weekly project status meeting, the
13:29:01project manager must invite the team
13:29:03members. However, the project sponsor or
13:29:06senior leadership may be optional. Only
13:29:08invite participants who need to be at
13:29:10the meeting. When selecting the right
13:29:12participants, ensure backup participants
13:29:14in case a key participant cannot attend.
13:29:16Also ensure that the proxy identified is
13:29:19empowered to make decisions. Another tip
13:29:21to make the virtual meetings effective
13:29:23is to involve participants. Here are
13:29:25some examples to involve participants.
13:29:27Divide responsibility for presenting
13:29:29topics among the participants. This will
13:29:31increase overall engagement. Encourage
13:29:33participants to share ideas and thoughts
13:29:35via the chat function. This will bring
13:29:37openness and engage the participants.
13:29:39Schedule periodic check-ins with key
13:29:41participants. This will help solicit
13:29:43feedback throughout the meeting.
13:29:45Leverage technology. Introducing
13:29:47periodic breakout room discussions may
13:29:49increase interaction and help break the
13:29:51monotony of the meeting. In this video,
13:29:54you'll learn that parameters to measure
13:29:55the effectiveness of virtual meetings
13:29:57include attendance, level of participant
13:29:59interaction, polls, and outcomes. Tips
13:30:02to improve the effectiveness of virtual
13:30:03meetings include establish ground rules,
13:30:06technology awareness, meeting agenda,
13:30:08participant selection, proxy participant
13:30:11identification, involve participants.
13:30:16[Music]
13:30:23Welcome to effective status reporting.
13:30:26After watching this video, you'll be
13:30:27able to describe the need for periodic
13:30:29work performance reports, explain the
13:30:32significance of status reporting, and
13:30:33describe the attributes of a good status
13:30:35report. The Project Management
13:30:37Institute, PMI, discusses the need for
13:30:39periodic work performance reports. These
13:30:42reports include status reports, memos,
13:30:44justifications, dashboards, and more.
13:30:47Periodic work performance reports
13:30:48support the following. Better
13:30:50decision-making, identifying and raising
13:30:52issues, defining required actions, and
13:30:54creating awareness in the team and other
13:30:56stakeholders. Status reports are one of
13:30:58the most frequently used categories of
13:31:00periodic work performance reports.
13:31:02According to PMI, a status report
13:31:04provides the status of a project. The
13:31:06report may include information on
13:31:08progress since the last report and
13:31:10forecasts for cost and schedule
13:31:12performance. Typically, a status report
13:31:14is created weekly. However, the
13:31:16frequency may increase or decrease
13:31:18depending on the project requirement. It
13:31:20is important to document the definition
13:31:22and need for status reporting and its
13:31:24frequency in the communications
13:31:25management plan during the project
13:31:27planning phase. The project manager is
13:31:30responsible for establishing status
13:31:32reporting formats and submission
13:31:33schedules. In most cases, organizations
13:31:36use a standard status report template
13:31:38across projects. For the status report
13:31:40to be effective, it should have some
13:31:42attributes. Let's look at these
13:31:43attributes. The status report should
13:31:45have an audience focus. Ensure to tailor
13:31:47content according to the audience. For
13:31:49example, a weekly status report may
13:31:51contain several line items for
13:31:53development as the audience is all
13:31:54project team members. At the same time,
13:31:56a monthly project report to senior
13:31:58management may contain highle milestone
13:32:00details. Another key attribute of an
13:32:03effective status report is that it is
13:32:05short. Ensure that the status report is
13:32:07one page or shorter. Use links to review
13:32:09details if needed. It is also important
13:32:12to format a status report for better
13:32:14readability. Share the essential
13:32:16information first followed by secondary
13:32:18information. For example, a milestone
13:32:20achieved or a requirement change may be
13:32:23something to highlight at the start of
13:32:24the report. You can also add a highle
13:32:26summary of the project areas. Adding
13:32:28factual data to the status report is
13:32:30important. However, make sure you only
13:32:32add information stakeholders require.
13:32:34For example, summarize the development
13:32:36status instead of providing a line by
13:32:38line detail. Use graphs or visuals to
13:32:41improve readability.
13:32:43Varied audiences such as technical,
13:32:45non-technical, senior, or junior will
13:32:47use the status report. Keep the language
13:32:49simple to enable varied audiences to
13:32:51understand the status report. Limit the
13:32:53use of technical jargon. Add a glossery
13:32:56at the end of the status report. Use
13:32:58this section to add definitions for
13:32:59technical jargon. Also add legend
13:33:02descriptions for any graphs or visual
13:33:03aids. A project team and stakeholders
13:33:06may include people with disabilities
13:33:08such as color blindness. Make the report
13:33:10inclusive. Ensure to use symbols along
13:33:12with colors to improve readability for
13:33:14all audiences. Putting a status report
13:33:16together takes time. Make sure to set
13:33:18realistic expectations with team members
13:33:20to receive all information. Similarly,
13:33:23set realistic expectations with
13:33:25stakeholders for sharing the reports.
13:33:27Ensure the author takes accountability.
13:33:29The project manager may delegate status
13:33:31report collection and distribution
13:33:33responsibility to a project core team
13:33:35member. However, the project manager
13:33:37remains accountable for the quality of
13:33:39the report.
13:33:41Here's an example of a status report. In
13:33:44this video, you learned that periodic
13:33:46work performance reports help in various
13:33:48aspects of project management, including
13:33:50decision-making and issue identification
13:33:52and resolution. The status report is a
13:33:55frequently used periodic work report to
13:33:57provide a project's current status. The
13:33:59attributes of a good status report
13:34:01include the following. Focuses on the
13:34:03right audience. It is short and to the
13:34:05point. Starts with the essential
13:34:06information. Contains factual data. Uses
13:34:09simple language. Sets realistic
13:34:11expectations. Adheres to accessibility
13:34:14norms. Contains a glossery if needed.
13:34:17And ensures report credibility.
13:34:21[Music]
13:34:29Hello everyone and welcome to a quick
13:34:31demonstration on a project status
13:34:34report. Before we begin, let's go ahead
13:34:37and define the purpose of project status
13:34:39reports. First and foremost is to ensure
13:34:42current status is understood by all key
13:34:45stakeholders. Secondly, a good status
13:34:48report can help maintain interest and
13:34:50commitment levels. And third, a status
13:34:53report should be a tool to address
13:34:55issues and help needed. We have an
13:34:58example of a one-page status report. And
13:35:01let me repeat that last phrase, one
13:35:04page. The best status reports are short.
13:35:08What goes into a status report? To begin
13:35:11with, we should always have the project
13:35:14identifier or name. In this particular
13:35:17case, we have the ABC company all hands
13:35:20meeting. The status report should also
13:35:23be dated. Status reports are not a
13:35:26oneandone. You're going to go ahead and
13:35:28submit periodic status reports and they
13:35:30will build upon one another. Always
13:35:33define your name and your organization.
13:35:37In most cases, the project manager is
13:35:39the individual who submits the status
13:35:41report. In this partic in this
13:35:44particular case, we have Sarah Wilson
13:35:46who is in operations.
13:35:48The next area is very very important
13:35:51deliverable status. And the best method
13:35:54to report deliverable status is using
13:35:57what we call traffic light reporting
13:35:59which is red, yellow and green. You'll
13:36:02notice that we have a overview of what
13:36:05red, yellow, and green mean. Provide a
13:36:09definition that is suitable to your
13:36:12particular project. The definitions that
13:36:15you see here may work for you or you may
13:36:18want to go ahead and update them and
13:36:20make them more specific for the project
13:36:22that you are managing. But the bottom
13:36:24line is this. Ensure that when people
13:36:27are reporting green, red, and yellow
13:36:30that everyone is using the same
13:36:33definition.
13:36:34Color codes are very, very effective.
13:36:38The three key deliverable status
13:36:40indicators that most stakeholders are
13:36:43going to be interested in is scope,
13:36:46schedule, and budget. That's our
13:36:48triangle in a project.
13:36:51What we want to do is to define the
13:36:54current health of the project in terms
13:36:56of scope, schedule, and budget. And we
13:36:59also want to show how this particular
13:37:02status is trending. You'll notice in
13:37:05this example we have scope is currently
13:37:07yellow and trending yellow. Schedule is
13:37:10fine green and green. Budget is
13:37:12currently green. However, it's trending
13:37:15toward red. What follows after your
13:37:19status is help needed. One of the things
13:37:23that we want to do is to describe the
13:37:25help needed. And help needed is any help
13:37:28that will allow us to stay green or
13:37:32return to green. Normally a best
13:37:35practice is to describe the help needed
13:37:37in terms of a must-have, a should have
13:37:40or a like to have. Everything should not
13:37:43be a must-have. So in this particular
13:37:46case, we have a must-have. We need to
13:37:48finalize the speaker agenda. And who is
13:37:51the source for this help? the CEO and
13:37:54operations manager. You'll notice above
13:37:57we had scope yellow and yellow. One of
13:38:00the reasons for that is because the
13:38:02speaker agenda has not yet been
13:38:04finalized. A should have. We need to
13:38:07identify alternative caterer to meet
13:38:09some dietary needs. And this is again
13:38:11the operations manager. And then we have
13:38:14another mustave. We may need an
13:38:16additional $2,000. The initial
13:38:18refreshment estimate was too low. and
13:38:21that is assigned to the finance lead.
13:38:23You'll notice our budget is currently
13:38:25green, but it is trending toward red
13:38:27because we realize that we are going to
13:38:29have a funding shortfall. The next area
13:38:33is for risk. What are some new risks and
13:38:36changes since the last report? So, we
13:38:38have two risks that we can add. Key
13:38:41personnel absences may impact the
13:38:44overall quality of the project and
13:38:47limited gluten-free food choices is
13:38:50driving some of the catering cost
13:38:52overruns. However, we had a risk that we
13:38:55had reported in our last status report.
13:38:58AV configuration issues have now been
13:39:02overcome. What are some issues? What is
13:39:05an issue? That is a risk that occurred
13:39:07or questions you need to have responses
13:39:10for. The food cost estimates were higher
13:39:12than planned. That's no longer a risk.
13:39:15That is an issue. We need to know where
13:39:18to fit the motivational speaker in the
13:39:20agenda as well. Are there any recent or
13:39:23pending decisions impacting the project?
13:39:26Yes, finalization of required speakers
13:39:29is needed to plan the agenda. And
13:39:31finally, any kind of comments. And this
13:39:33may seem redundant, but it's not a bad
13:39:35thing to repeat good news or to
13:39:38reiterate perhaps bad news or help
13:39:41needed. The AV issues previously
13:39:43reported were resolved and the
13:39:45motivational speaker was identified.
13:39:48Before we close this demo, just five key
13:39:51notes. Number one, keep the report
13:39:53brief. Shorter reports are much easier
13:39:56to understand. Number two, traffic light
13:39:59reporting green, yellow, and red is a
13:40:02best practice. It is great to use the
13:40:04colors as you saw in the demo status
13:40:07report that we just shared. However,
13:40:09remember that some people cannot see
13:40:11colors well, so add the verbiage. Third,
13:40:14share the most important information
13:40:17first. People normally read from top to
13:40:20bottom. Next, determine the optimal
13:40:23reporting frequency based on the needs
13:40:25of the project. If status is slowly
13:40:27changing, perhaps an every other week
13:40:30status reporting schedule will suffice.
13:40:33And finally, ensure the status report is
13:40:35targeted at the stakeholders who need
13:40:37the information. Ensure these
13:40:39stakeholders have access to the report.
13:40:43This concludes our demo on status
13:40:46reporting. You will have the opportunity
13:40:48to read a scenario, analyze this
13:40:51scenario, and prepare a status report as
13:40:54part of your course lab requirements.
13:40:58Thank you for your attention. Have a
13:41:00great rest of your day, and we look
13:41:01forward to seeing you again for future
13:41:03demonstrations.
13:41:07[Music]
13:41:16Hello everyone. In our last video, we
13:41:18discussed four communication styles. The
13:41:22purpose of this demo is to go ahead and
13:41:24share with you how to complete a survey
13:41:27that will be presented to you in an
13:41:30upcoming lab. This particular survey
13:41:32will give you an opportunity to
13:41:34determine what your primary
13:41:36communication styles are.
13:41:39This particular demo will walk you
13:41:41through the four different styles,
13:41:44analytical, structural,
13:41:46conceptual, and social, and show you how
13:41:49to complete this survey and to attain
13:41:53your results.
13:41:55Each of the four styles presents eight
13:41:58different statements for you to review.
13:42:01Review each statement and try to answer
13:42:03them as honestly as possible. Don't
13:42:06answer them in terms of how you would
13:42:09like to be, but how you truly are. For
13:42:12each particular statement, you will
13:42:14strongly agree, that's five points, or
13:42:17agree, four points, three neither agree
13:42:21nor disagree, two moderately disagree,
13:42:24or one strongly disagree. So with that,
13:42:26let's go ahead and take a look at a
13:42:28sample. The analytical statements were
13:42:32completed by this individual. They read
13:42:35each particular statement. Statement
13:42:37number one, the accuracy of the work is
13:42:39critical. This individual felt that they
13:42:42would strongly agree with this statement
13:42:44and they put an X or whatever you want
13:42:47to go ahead and put into the five
13:42:49column. The second question simply
13:42:51communicate the bottom line to me.
13:42:53Again, they felt that they would
13:42:55strongly agree with this statement. They
13:42:58had a few where they agreed, not
13:43:01strongly, but they agreed. that was
13:43:03placed in the four column and there were
13:43:06a few statements where they neither
13:43:07agreed or disagreed. They were rather
13:43:10neutral on this. At the end of
13:43:13completing the eight statements and
13:43:16scoring them, they calculated their
13:43:18score. They took a look at their fives
13:43:21and went 5 10 15. Then they counted
13:43:25their fours, eight more for 23. and then
13:43:28they added nine points for the three for
13:43:31a total of 32. Their total score in
13:43:34analytical was 32.
13:43:37They repeated the same process for the
13:43:39structural style. They responded to the
13:43:41eight statements. They placed their
13:43:45opinion in one of the applicable
13:43:48columns. They totaled up their total
13:43:51score and in structural they scored a
13:43:5330.
13:43:55They then went to the conceptual style.
13:43:58Again, they responded to eight
13:44:00statements. They put their marks in the
13:44:03appropriate column based on their level
13:44:05of agreement or disagreement or
13:44:07somewhere in between. And in conceptual,
13:44:10they scored a 27. And finally, they
13:44:13responded to the eight statements in the
13:44:16social style as well. They responded in
13:44:19columns 5, 4, and three based on their
13:44:22level of agreement or disagreement. and
13:44:24came up with a total of 29.
13:44:27They have now completed their survey for
13:44:30all of the statements for all four
13:44:32styles. The next step is to add up your
13:44:36total scores. They scored 32 in
13:44:39analytical, 30 in structural, 27 in
13:44:42conceptual, and 29 in social. That is a
13:44:46total of 118 points. Remember that
13:44:50number. And now go back to the beginning
13:44:53of the survey. The second step is to
13:44:56take your total score in each particular
13:44:58style, in this case analytical, and
13:45:01divide it by the total score you just
13:45:03calculated, 118.
13:45:05That comes out to 27.2%.
13:45:10Repeat this for structural. 30 divided
13:45:13by your total score of 118 comes out to
13:45:1625.4%.
13:45:19Repeat this for conceptual. 27 / 118 =
13:45:2422.9%.
13:45:26And 29 / 118 equals 24.6.
13:45:32We now have our percentages which should
13:45:35add up to 100 plus or minus based on
13:45:39rounding. A score of 25% or over
13:45:45means that you have a preference for
13:45:48this particular communication style. The
13:45:50individual who completed this survey
13:45:52scored 27.2%
13:45:55in analytical. This is above 25%. This
13:45:58individual has a preference for this
13:46:01criteria. The individual in structural
13:46:04scored 25.4%.
13:46:07That's not a lot above 25%, but it still
13:46:10is a preference.
13:46:12In conceptual, however, they scored
13:46:1422.9%.
13:46:16That doesn't mean that they don't
13:46:18appreciate any of the aspects of
13:46:20conceptual thinking or styles, but it is
13:46:23not a preference. And they scored 24.6%
13:46:27in social. Again, very close to 25%.
13:46:31But not close enough. This is not a
13:46:34preference as well. When you complete
13:46:36your survey and complete all of your
13:46:39percentages, we do have some tips for
13:46:42communicating with each style. For
13:46:44example, if you scored high in
13:46:47analytical, and high again means 25% or
13:46:50above, read through these particular
13:46:53tips. Chances are pretty good that
13:46:55you're going to agree with most of these
13:46:57tips in terms of how you prefer to
13:47:00communicate. Do the same for the
13:47:02structural, conceptual, and social. In
13:47:05this particular example, the individual
13:47:08did not score 25% and conceptual and not
13:47:1125% in social. There may be a few
13:47:14bullets that are agreed with, but for
13:47:17the most part, the majority of these
13:47:19bullets are probably not going to be
13:47:20primary considerations for you when it
13:47:23comes to determining your communication
13:47:25style. Have fun in the laboratory. learn
13:47:29a little bit about yourself and your
13:47:31communication style. And in the
13:47:33laboratory, we highly encourage you to
13:47:35go ahead and share your results with
13:47:37others as well. Thank you for attention
13:47:39to this demo and we look forward to
13:47:42seeing you in future demos. Have a great
13:47:44day.
13:47:48[Music]
13:47:56Welcome to Leadership Essentials. After
13:47:58watching this video, you'll be able to
13:47:59define the key attributes and skills of
13:48:02a good leader, explain the attributes of
13:48:04a servant leader, and describe specific
13:48:06leadership competencies that can give
13:48:07your project an advantage. A project has
13:48:10different leadership roles such as
13:48:11management and leadership. Management
13:48:13focuses on ways to meet project
13:48:15objectives. Some ways include
13:48:17implementing effective processes,
13:48:18planning, coordinating, measuring, and
13:48:20monitoring work. Leadership focuses on
13:48:22people. This position includes
13:48:24influencing, motivating, listening,
13:48:26enabling, and other activities dealing
13:48:28with the team. As you have seen, a
13:48:30project manager plays a management role
13:48:32because they must be a good leader. The
13:48:34project management institute or PMI
13:48:36provides a list of key traits and
13:48:38activities of a successful leader. Every
13:48:40project manager must develop these
13:48:42traits to be successful. Let's look at
13:48:44the traits and activities of a
13:48:45successful leader. One trait of
13:48:47successful leaders is that they create
13:48:49and maintain a vision and motivate
13:48:51others. For example, a project manager
13:48:53must ensure a clear project goal. In
13:48:55addition, the project manager must
13:48:57create a healthy work environment filled
13:48:59with empowerment and skill proficiency
13:49:00which motivates the team. Another key
13:49:03trait of successful leadership is
13:49:05identifying, addressing, and solving
13:49:06challenges. A project manager must be a
13:49:09problem solver. For example, if the
13:49:10client complains about a team member,
13:49:12the project manager must fully
13:49:14understand and assess the situation
13:49:16before providing a solution. Leaders
13:49:18uphold levels of commitment by
13:49:20collaborating with team members. For
13:49:22example, a project manager must
13:49:23facilitate collaboration between team
13:49:25members and steer everyone toward a
13:49:27common goal. The PMI describes some key
13:49:29interpersonal skills as traits of a
13:49:31successful leader, including emotional
13:49:34intelligence, decision-making, and
13:49:35conflict management. Let's review these
13:49:37traits. Emotional intelligence or EQ is
13:49:40a leadership trait that increases social
13:49:42awareness, improves social skills, aids
13:49:44in self-improvement, and increases
13:49:46empathy. For example, a project manager
13:49:48with high emotional intelligence acts
13:49:50after a thoughtful situation assessment.
13:49:52This behavior makes it easy for the
13:49:54project manager to establish trust and
13:49:56build better relationships with the team
13:49:58and stakeholders. Decision-m is a
13:50:00crucial leadership trait. A leader must
13:50:03clearly define their decisions and plans
13:50:05and include the team in decision-m. For
13:50:07example, a project manager determines
13:50:09that the skills required to complete the
13:50:11project are unavailable in the existing
13:50:13team. In this situation, the project
13:50:15manager asks the team for their input
13:50:17and may decide that training the current
13:50:19team is a good option as timelines are
13:50:21flexible and the option aligns with the
13:50:23vision of the larger organization.
13:50:25Finally, conflict management keeps
13:50:27communications respectful and focused.
13:50:29Leaders always encourage dialogue that
13:50:31will move the project forward and
13:50:33intervene when conflict turns negative.
13:50:35Consider this scenario. The project
13:50:37deliverable is due next Monday. Alex
13:50:39needs Julia's input to complete the task
13:50:41to complete the deliverable. Julia has
13:50:44not responded to any of Alex's messages
13:50:46or emails. Alex is annoyed but continues
13:50:48with other tasks. The project manager,
13:50:50Chris, notices this and objectively
13:50:52lists the tasks to complete and assigns
13:50:54them to the respective team members.
13:50:56Further, Chris encourages Alex and Julia
13:50:58to have a conversation to sort out their
13:51:00differences. Another leadership trait is
13:51:03the ability to tailor a leadership
13:51:05style. For example, at the start of a
13:51:07project, the project manager may need to
13:51:08be a visionary to set and communicate
13:51:10the project goal to the team. However,
13:51:12when working with a junior team member,
13:51:14the project manager may need to be
13:51:16directive. Next, let's understand
13:51:18servant leadership. Servant leadership
13:51:20allows teams to self-organize,
13:51:22empowering the team to make their own
13:51:23decisions. There are three leadership
13:51:25behaviors specific to a servant leader.
13:51:28One, obstacle removal. Servant leaders
13:51:30encourage open communication to help
13:51:32identify blockers or impediments. If the
13:51:35team lacks resources, address the
13:51:37shortage immediately. Two, diversion
13:51:40shield. Servant leaders protect the
13:51:42project team from internal and external
13:51:44distractions to help the team remain
13:51:45productive and focused. Interface with
13:51:48stakeholders who have questions so the
13:51:49team can focus on the job. Three,
13:51:51encouragement and development
13:51:53opportunities. Servant leaders provide
13:51:55tools, rewards, and encouragement to
13:51:57maintain team satisfaction and
13:51:58productivity. The project manager must
13:52:00never take the team for granted. A
13:52:02leader must possess at least some
13:52:04competencies. These competencies include
13:52:06transparency. A project manager must be
13:52:09transparent in their actions and thought
13:52:10processes. Integrity. A project manager
13:52:13must be ethical and honest. The project
13:52:15manager must always share accurate and
13:52:17timely information. Respect. A project
13:52:20manager must respect others skills,
13:52:22thinking, and expertise. The team is
13:52:24more effective than the individual when
13:52:26they work together and share. Positive
13:52:28discourse. A project manager must create
13:52:30solutions that work for everyone and be
13:52:32inclusive. Share the decision and the
13:52:34rationale behind it. Support. A project
13:52:37manager must build team trust and
13:52:38proactively identify and remove
13:52:40impediments. Trust leads to open and
13:52:42honest conversation and collaboration.
13:52:45Courage. A project manager must show
13:52:46courage and conviction and be willing to
13:52:48take the lead when needed or follow when
13:52:50it makes sense. Celebrate success. A
13:52:53project manager must recognize and
13:52:55acknowledge team contributions in real
13:52:57time and never take credit for the
13:52:59contributions of others. In this video,
13:53:01you learned that management focuses on
13:53:03meeting project objectives and
13:53:05leadership focuses on people. Key leader
13:53:07traits and activities include vision and
13:53:09motivation, problem solving, commitment,
13:53:11and collaboration. Interpersonal skills
13:53:14including emotional intelligence,
13:53:16decision-making, and conflict
13:53:17management, ability to tailor leadership
13:53:20style. Servant leadership behaviors
13:53:22include obstacle removal, being a
13:53:23diversion, encouraging, and developing
13:53:25team member skills. Leader competencies
13:53:27include transparency, integrity,
13:53:29respect, positive discourse, support,
13:53:32courage, and celebrate success.
13:53:36[Music]
13:53:43Welcome to expert viewpoints. Why
13:53:45leadership? In this video, we will hear
13:53:47leaders and experts discuss the benefits
13:53:49of good leadership.
13:53:51What are the benefits of good
13:53:52leadership?
13:53:54I think one of the big benefits of good
13:53:56leadership is increased productivity.
13:53:59You see increased productivity when you
13:54:01set goals, when you set clear
13:54:03expectations,
13:54:05and when you um give feedback and you
13:54:07give valid feedback that's constructive
13:54:09and to the point, that's not overly
13:54:12critical and not um personal. So, by
13:54:16providing clear expectations and the
13:54:18goals of what needs to get done, you're
13:54:20really setting your team up for success.
13:54:22you're enabling them to be as efficient
13:54:24as possible to get things done in a
13:54:27possibly faster timeline than what you
13:54:29originally anticipated and that's going
13:54:31to produce better outcomes for your
13:54:33organization.
13:54:35The other good thing or the other
13:54:37benefit of good leadership is improve
13:54:40morale. So the clearer you are, the more
13:54:42concise you are, the more open you are
13:54:45about what your expectations are as a
13:54:47leader and as a a leader of team
13:54:50members, the the higher the morale is
13:54:52going to be. There's not going to be
13:54:54surprises when you have feedback that
13:54:56they may need to change something. Um,
13:54:58and the feedback would be given in good
13:55:00faith. And so the more open you are, the
13:55:03more honest you are, and the more you
13:55:06set expectations about what's good,
13:55:08better, best, the higher the morale in
13:55:10your company and your organization is
13:55:12going to be. And then a third one is
13:55:16those two combined. So, uh, setting
13:55:18expectations, being clear about that,
13:55:21leading to better productivity,
13:55:23increased morale, you're also just going
13:55:25to be able to build better
13:55:26relationships. Trust is something that
13:55:28you have to earn. And so by being open,
13:55:32by being um clear about what your
13:55:35expectations are, you're going to start
13:55:37building trust within your project team
13:55:39and then your client is going to see
13:55:40that as well because you'll have a happy
13:55:43team. Happy team is going to produce
13:55:45great results and then that's going to
13:55:47give you a happy client. I think that
13:55:50the benefits of great leadership
13:55:51particularly in project management are
13:55:55uh high-erforming teams and projects
13:55:58that are completed successfully. So a
13:56:01successful project being a project
13:56:02that's completed on time, on budget, and
13:56:06with high quality deliverables where it
13:56:09meets the project objectives. And I
13:56:11think that great leadership does this
13:56:14because great leaders are able to really
13:56:18bring people together in a way that just
13:56:22enhances the strengths of each of the
13:56:25members on the team and minimizes the
13:56:28weaknesses of members on the teams.
13:56:31Great leaders help the whole team be
13:56:36greater than the sum of its individual
13:56:37parts. And they're able to bring out the
13:56:41best in people and help teams
13:56:44communicate effectively about challenges
13:56:46and issues that they're facing or work
13:56:48that needs to be done. And
13:56:52that is one of the benefits of great
13:56:54leadership. And I think those high
13:56:56performing teams as well as a leaders a
13:56:59great leader's ability to really manage
13:57:02stakeholders well to have a high
13:57:07overarching view of an entire project
13:57:11while also being able to really
13:57:13understand and see the details helps
13:57:16teams get projects done on time, on
13:57:20budget, and in a high quality way. and
13:57:24really meet the project objectives in a
13:57:27way that makes the project successful.
13:57:30>> In my opinion, the number one benefit of
13:57:33effective leadership is the ability to
13:57:36motivate the team. As a leader, you need
13:57:39to understand that intrinsic motivation
13:57:42must come from within or inside the
13:57:46individual.
13:57:47Successful leadership allows all
13:57:49stakeholders and team members to believe
13:57:52they will achieve something of value by
13:57:55being part of the project. It allows the
13:57:58individual to feel positively
13:58:00challenged, believe in the work that
13:58:03they are doing and strive to make a
13:58:06difference. It allows for
13:58:09self-direction,
13:58:10acceptance of responsibility and
13:58:13personal growth. Question number two,
13:58:16what distinguishes a good leader from a
13:58:19poor leader? In a word, focus. A good,
13:58:24let me say great leader focuses on the
13:58:26needs and success of others over self.
13:58:30The great leader identifies and removes
13:58:33obstacles to success before they impact
13:58:36the project and the individual
13:58:38negatively. They eliminate factors that
13:58:41may prevent the individual from
13:58:43successfully accomplishing the work of
13:58:45the project. And finally, they provide
13:58:48encouragement and opportunities for each
13:58:51member of the team to develop their
13:58:53skills and ultimately thrive.
13:58:56>> Benefits of good leadership can add
13:58:58value to teams communication,
13:59:00productivity, and create a better and
13:59:03more motivating work environment.
13:59:09[Music]
13:59:16Welcome to expert viewpoints leading
13:59:18successfully. In this video, experts and
13:59:20leaders will describe how effective
13:59:22leadership supported their success when
13:59:24managing projects.
13:59:26Provide examples of effective leadership
13:59:28that allowed you to succeed in projects.
13:59:31Well, a key aspect of effective
13:59:34leadership and arguably the most
13:59:36important is to create a vision for the
13:59:39project that the team can embrace. To do
13:59:42so, you need to both understand the
13:59:46purpose of the project and be able to
13:59:49relay that purpose to the team. When the
13:59:52team understands the purpose and buys
13:59:55into the value, then they are willing to
13:59:58commit their time and energy in the
14:00:01right direction. I recall a project for
14:00:04a large technology company that was
14:00:06intended to upgrade numerous aspects of
14:00:10the company's wide area network. There
14:00:13were multiple stakeholders and each had
14:00:15their own understanding of what the
14:00:17project would deliver.
14:00:20I was asked to be the program manager. I
14:00:23gathered the key stakeholders together
14:00:25and we had a twour brainstorming session
14:00:29where we collaboratively defined the
14:00:32project's purpose, how we would measure
14:00:35success, how the future state would
14:00:37compare to the current state, and
14:00:40finally how we will ensure we do not
14:00:42drift from that vision. In the end, we
14:00:46were all finally on the same page.
14:00:49expectations were established that were
14:00:51motivational and provided a roadmap to
14:00:54the ultimate project success.
14:00:58>> Uh some examples of things about me that
14:01:01I think make me an effective leader.
14:01:03One, I'm very approachable. Um I work to
14:01:06make people try to make people
14:01:08comfortable in whatever setting we're
14:01:10in, whether it's on the phone, whether
14:01:11it's an email or uh face to face in a
14:01:15meeting. Eye contact is critical. Um,
14:01:18and if you're not don't have your video
14:01:20on, then don't multitask. So, to me, eye
14:01:24contact when you're in a meeting or when
14:01:26you're on a video call, very crucial to
14:01:28show that you're engaged, that you're
14:01:30listening, that you're paying attention,
14:01:32that you're processing what's being
14:01:34shared with you. If you don't have your
14:01:36video on and you're not in face to face,
14:01:40then do not multitask because you will
14:01:42get distracted. You will get
14:01:44sidetracked. So, um tips there on on
14:01:47being a good leader. In addition to
14:01:50that, um ask questions. You know, don't
14:01:54be afraid if you don't understand
14:01:56something or if you want to hear more
14:01:57about something, use use the phrase tell
14:02:00me more. Um tell me more is also
14:02:02especially effective in calming a
14:02:04situation down. If you feel like things
14:02:07are starting to get hot and percolate a
14:02:09little bit, start asking, "Tell me more
14:02:11about this. Tell me more about that.
14:02:13tell me what happened when X Y and Z
14:02:16happened. So ask questions, make
14:02:19yourself available. Um listen, don't
14:02:22multitask. I think those are all great
14:02:24characteristics and great things that
14:02:26leaders have.
14:02:29[Music]
14:02:39Hello everyone. We welcome you to a
14:02:41brief demo on leadership. Effective
14:02:45leadership is critical to project
14:02:46success. We challenge you to go ahead
14:02:49and complete the survey below to
14:02:51determine your leadership strengths and
14:02:53weaknesses. When you're complete, select
14:02:56two areas you can commit to improving
14:02:58over the next six days. This particular
14:03:01leadership survey has 10 questions. We
14:03:05will ask you to go ahead and score each
14:03:07question on a 1 through five scale. If
14:03:11you believe that you always and
14:03:13consistently do something in the
14:03:16question, give it a five. If you usually
14:03:18do something, it's a four. If it's half
14:03:21and half, 50/50, score it a three. If it
14:03:25is a two, score it occasionally. And a
14:03:28one for rarely. Again, score each
14:03:32statement as honestly as possible. So,
14:03:35let's go ahead and take a look at these
14:03:3710 questions, which is a really great
14:03:40overview of the essentials of
14:03:42leadership. Question number one
14:03:45discusses vision. A solid leader creates
14:03:48a vision. They share where the ASIS and
14:03:502B states are currently. And every
14:03:54leader knows that a good vision
14:03:56motivates. On this particular example,
14:03:59the individual scored a four. They
14:04:01believe that they usually create and
14:04:04share a vision. Question number two
14:04:07discusses motivation. The leader needs
14:04:10to maintain motivation and commitment.
14:04:12Without motivation, production may
14:04:14suffer and the project may fail. This
14:04:17individual scored themselves a four.
14:04:20Question number three talks about biases
14:04:24and we all have biases. Bias occurs when
14:04:27you are not objective or show
14:04:28favoritism. And a good leader strives to
14:04:31control this bias. This individual was
14:04:34very honest and scored themselves a two,
14:04:37which means they occasionally recognize
14:04:39and control their personal biases, but
14:04:42there is some room for improvement.
14:04:44Question number four discusses emotional
14:04:47intelligence. Emotional intelligence
14:04:49allows you to be self-aware,
14:04:52self-manage, be more socially aware, and
14:04:55improve relationships. This is a
14:04:57leadership must. This individual gave
14:05:00themselves a score of three, 50/50.
14:05:03Question number five discusses decision
14:05:06making, another key leadership
14:05:09responsibility.
14:05:10A leader must make decisions. However,
14:05:13an inclusive and collaborative approach
14:05:15generally yields the best results. This
14:05:18individual scored a three.
14:05:22Question number six talks about
14:05:23tailoring leadership styles. You must
14:05:26tailor or adapt your leadership styles
14:05:28to the individual to be effective. Do
14:05:30not use a singular one-sizefitsall
14:05:33approach. Every one is different. This
14:05:37individual for question number six gave
14:05:40themselves a two. Room for improvement.
14:05:44Question number seven talks about
14:05:45blockers or impediments. Blockers can
14:05:48halt production and bring the project to
14:05:50a standstill. Simply speaking, identify
14:05:53them before they identify you. This
14:05:56individual felt that they did quite well
14:05:58in this area. They scored a four.
14:06:01Question number eight talks about
14:06:03distractions. A good leader shields the
14:06:06team from distractions that can
14:06:08interfere with the work in progress.
14:06:10This individual scored themselves a
14:06:13three. Question number nine talks about
14:06:16encouragement. As a leader, be a
14:06:19cheerleader. Encourage the team by
14:06:20providing rewards, tools, and support.
14:06:24This individual felt they were very
14:06:25strong in this area and scored
14:06:27themselves a five. The final question
14:06:30was regarding the management of
14:06:32conflict. Remember that conflict can be
14:06:35functional or dysfunctional. Recognize
14:06:38conflict and address it as soon as
14:06:40possible to achieve the benefits of
14:06:42functional conflict and avoid the perils
14:06:45of the dysfunctional conflict. This
14:06:47individual scored themselves a four. At
14:06:50the end of the survey, the individual
14:06:52scored up all of their areas. For each
14:06:56five, they gave themselves a five. For
14:06:58each four, they gave themselves a four.
14:07:00Their total score was 34.
14:07:03Now, where do they stand as a leader?
14:07:06Well, in this particular case, this
14:07:08individual is a fair leader. It says you
14:07:11apply proven leadership techniques in
14:07:14both cases. There is room for
14:07:15improvement. Choose your two most
14:07:17challenging areas and develop an action
14:07:20plan to approve. However, even if you
14:07:23score 40 to 50 and you are an
14:07:26exceptional leader, there is always room
14:07:28for improvement. And if you score very
14:07:31low 10 to 24, it means your leadership
14:07:34abilities do require improvement.
14:07:37However, find a positive mentor or coach
14:07:40to follow. Participate in leadership
14:07:42training, set a goal, and improve your
14:07:44skills one step at a time. There is a
14:07:48term called don't try to boil the ocean.
14:07:51What that means is don't try to do
14:07:53everything at once. The recommendation
14:07:55to become a better leader is to look for
14:07:58two areas of improvement. In our
14:08:01example, the two lowest scoring areas
14:08:03were control of personal bias and
14:08:06tailoring of leadership. Develop a
14:08:09personal action plan. Work with your
14:08:11peers, work with others, validate that
14:08:14plan, and do your best to improve. Even
14:08:17if you can only increase your score from
14:08:19a two to a three, that is an
14:08:21improvement. and you're following a
14:08:24journey to where you can take your
14:08:26leadership from good to great. That
14:08:29concludes this overview. You will have
14:08:31an opportunity to complete this survey
14:08:33on your own. We hope that you enjoy the
14:08:36survey and we hope that you have an
14:08:38opportunity to identify a few key areas
14:08:42where you may improve your leadership
14:08:44skills. Have a great rest of your day
14:08:46and we look forward to seeing you again
14:08:48in future demo videos.
14:08:53[Music]
14:09:01Welcome to impact of a good leader on
14:09:03team dynamics and productivity. After
14:09:05watching this video, you'll be able to
14:09:07summarize the Tuckman ladder and define
14:09:09how being a good project leader impacts
14:09:11a project team. The dynamics of a
14:09:13project team vary over the project life
14:09:15cycle. For example, when team members
14:09:17meet for the first time, the trust
14:09:18levels may be minimal. Trust may grow as
14:09:21the project progresses. Conflicts may
14:09:23arise due to differences of opinion as
14:09:25the team starts working together. All
14:09:27these can impact overall productivity. A
14:09:29project manager must recognize, prepare,
14:09:31and manage the dynamics of a team
14:09:33throughout the project life cycle.
14:09:35Ultimately geared towards creating a
14:09:36high productivity team. The Tuckman
14:09:39ladder developed by Bruce Tuckman in
14:09:401965 is a model for project team
14:09:43development throughout the project life
14:09:45cycle. The Tuckman ladder guides the
14:09:47project manager and prescribes
14:09:48leadership strategies to achieve maximum
14:09:50team productivity. The Tuckman ladder
14:09:52shares four stages of team development,
14:09:54including form, storm, norm, and
14:09:57perform. At each stage, the Tuckman
14:09:59model prescribes distinct leadership
14:10:01strategies. Let's look at each stage in
14:10:03practical leadership strategies in
14:10:05detail. Consider this scenario. At the
14:10:07start of a new project, individuals from
14:10:09different departments come together to
14:10:10work on the project. Being a new
14:10:12project, some individuals are excited,
14:10:14some are confused, and others are
14:10:16curious. This is the form stage of the
14:10:19Tuckman ladder, where the team needs
14:10:21general information on the project, such
14:10:22as purpose, value to the organization,
14:10:24themselves, and who's involved. The
14:10:26project manager should be a leader who
14:10:28directs and tells the team what they
14:10:30need to know. For example, the project
14:10:32manager must set clear goals and
14:10:34objectives, address questions and
14:10:35issues, and orient the team to the
14:10:37project. Remember, failure to tell leads
14:10:40to confusion, lack of commitment,
14:10:41questions, and blockers. The storm stage
14:10:44is when individuals start working on the
14:10:46project on their tasks. For example,
14:10:48after the project manager provides
14:10:49project details to the team, each
14:10:52individual starts working on project
14:10:53tasks. Different working styles can lead
14:10:56to conflicts and questioning each
14:10:57other's capabilities and working styles.
14:10:59There may even be some resilience to
14:11:01starting any work. This is an essential
14:11:03stage as many teams fail beyond
14:11:05recovery. In the storm stage, the
14:11:07project manager must be a leader who can
14:11:08sell the project value to a team member
14:11:10and spell out the value the team member
14:11:12brings. The project manager must address
14:11:14reservations, provide assurances and
14:11:16answer questions. Most importantly, the
14:11:18project manager must look for
14:11:20opportunities to build relationships
14:11:21with team members. A failure to sell
14:11:24will leave the team member in a state
14:11:25where they are not productive and unable
14:11:27to focus on the project's work. Next
14:11:29comes the norm stage where the team has
14:11:32overcome the storm. and they are
14:11:33beginning to work together and their
14:11:34focus shifts from self to the project.
14:11:36For example, individuals gradually start
14:11:39resolving their differences,
14:11:40appreciating each other's strengths and
14:11:41skills and working as a team. In the
14:11:44norm stage, the project manager must be
14:11:46a leader who participates. The project
14:11:48manager must encourage team members to
14:11:50take responsibility for the project's
14:11:52progress. The project manager must also
14:11:54promote collaboration and effective
14:11:56interpersonal communication. A failure
14:11:58to participate can lead to the team
14:12:00rolling back to the storm stage.
14:12:02Throughout this time, the team is
14:12:03motivated and starts working towards a
14:12:05common goal. For example, if a team
14:12:07member is on leave, another team member
14:12:09picks up the work and takes it to
14:12:10closure. This is the perform stage of
14:12:12the Tuckman ladder where the team shows
14:12:14commitment and motivation and requires
14:12:16minimal support. In the perform stage,
14:12:19the project manager must be a leader who
14:12:21delegates. The project manager must
14:12:23delegate tasks to team members and let
14:12:25the team take responsibility. The
14:12:27project manager should focus on status
14:12:29updates and check-ins regularly. A
14:12:31failure to delegate displays a lack of
14:12:33trust and confidence in the team.
14:12:35Micromanagement and team demotivation go
14:12:37together. In this video, you learned
14:12:39that the Tuckman ladder is a team
14:12:41building model. There are four stages of
14:12:43the Tuckman ladder. Form stage, where a
14:12:45project manager must be a leader who
14:12:47directs. Storm stage, where a project
14:12:49manager must be a leader who sells
14:12:51project value. Norm stage, where a
14:12:53project manager must be a leader who
14:12:55participates. Perform stage, where a
14:12:57project manager must be a leader who
14:12:59delegates.
14:13:02[Music]
14:13:10Welcome to leadership factors and
14:13:12styles. After watching this video,
14:13:14you'll be able to compare manager and
14:13:16leader, identify the different types of
14:13:18leadership styles, list the factors that
14:13:20impact a leader style, and describe the
14:13:22Hershey Blanchard situational leadership
14:13:24model. Manager and leader as terms are
14:13:27used interchangeably. However, while
14:13:29managers and leaders share common
14:13:31attributes, there are several
14:13:32differences. Project Management
14:13:34Institute or PMI lists 11 distinctions
14:13:37between managers and leaders. Let's look
14:13:38at these. A manager uses their position
14:13:41to direct the work. A leader guides,
14:13:43influences, and collaborates using
14:13:44relational power. A manager maintains
14:13:47the current state. A leader develops a
14:13:49new and improved state. A manager is an
14:13:51administrator. A leader is an innovator.
14:13:54Managers focus on systems and
14:13:55structures. Leaders focus on
14:13:57relationships with people. Managers rely
14:14:00on control. Leaders inspire trust. A
14:14:03manager focuses on achieving short-term
14:14:05goals. A leader focuses on a long range
14:14:07vision. The manager asks how and when.
14:14:09The leader asks what and why. Managers
14:14:12focus on the bottom line. Leaders focus
14:14:14on the horizon. Managers accept the
14:14:16status quo. Leaders challenge the status
14:14:19quo. Managers do things right. Leaders
14:14:21do the right things. Managers focus on
14:14:24operational issues and problem solving.
14:14:26Leaders focus on vision, alignment,
14:14:28motivation, and inspiration. A project
14:14:31manager needs to strive to be both a
14:14:32manager and a leader. Let's now move the
14:14:35focus to leadership styles and look at
14:14:36some distinct styles. Lazy fair or
14:14:39hands-off style is where a leader allows
14:14:41the team members to work independently
14:14:42and make decisions on their own.
14:14:44Transactional is a leadership style
14:14:46focused on accomplishments such as
14:14:47completing tasks, providing feedback,
14:14:49meeting goals and objectives, and
14:14:51determining the rewards based on
14:14:53accomplishments. Another leadership
14:14:55style is servant leadership. A servant
14:14:57leader focuses on serving the people and
14:14:58always puts their people first.
14:15:00Transformational leadership style
14:15:02focuses on empowering, inspiring, and
14:15:04encouraging innovation. Charismatic
14:15:06leadership is a style where leaders are
14:15:08high energy, enthusiastic,
14:15:09inspirational, and have a strong
14:15:11conviction. Interactional leadership
14:15:13style is a combination of transactional,
14:15:15transformational, and charismatic
14:15:17leadership styles. A project manager may
14:15:19have one of the above leadership styles
14:15:21to be dominant. However, they will need
14:15:23to mix or swap styles based on different
14:15:25situations. One approach to select the
14:15:27best leadership style is influenced by
14:15:29the four factors. Project manager
14:15:32characteristics, which include their
14:15:33attitude, moods, needs, values, and
14:15:35ethics. Team members characteristics are
14:15:37their attitudes, moods, needs, values,
14:15:39and ethics. Organizational
14:15:41characteristics which includes the
14:15:42purpose and structure of the
14:15:44organization. The nature of work also
14:15:46influences the leadership style.
14:15:48Environmental characteristics such as
14:15:50the current social situation, economic
14:15:52state, and even internal and external
14:15:54political elements can influence
14:15:55leadership style. Another approach to
14:15:57selecting a leadership style is the
14:15:58Hershey Blanchard situational leadership
14:16:00model. The model defines four specific
14:16:03performance readiness levels for each
14:16:04team member or stakeholder. The model
14:16:07suggests that project managers adapt
14:16:08their leadership styles to tasks and
14:16:10relationships in the workplace that map
14:16:12to the individuals or team members
14:16:14readiness level. Readiness level four is
14:16:16the highest state of readiness. The team
14:16:18member is highly skilled and capable of
14:16:20performing at a high level. They also
14:16:22have the confidence to do what is
14:16:23required and are self-directed to take
14:16:25the initiative without being directed.
14:16:27At this level, the optimal strategy is
14:16:29to delegate. Readiness level three is
14:16:31similar to readiness level four with one
14:16:33big exception. The team member has the
14:16:35necessary skills to perform at a high
14:16:37level. They also require minimal
14:16:39direction. The exception is confidence.
14:16:41Something is preventing this team member
14:16:43from taking the initiative to perform.
14:16:45We classify readiness level three as a
14:16:47state of moderate readiness. At this
14:16:49level, the optimal strategy is to
14:16:51participate. Readiness level two is a
14:16:53state where the team member has the
14:16:54confidence and motivation to perform.
14:16:56They are anxious to move forward. The
14:16:58problem is that they lack the skills to
14:17:00be successful. We also classify
14:17:02readiness level two as a state of
14:17:04moderate readiness. These team members
14:17:06must be leaderdirected. At this level,
14:17:07the optimal strategy is to sell.
14:17:09Readiness level one is the lowest state
14:17:11of readiness. The team member lacks the
14:17:13skills necessary to perform. In
14:17:15addition, they lack the confidence
14:17:16needed to be self-directed. These team
14:17:19members must be leaderdirected. At this
14:17:21level, the optimal strategy is to tell.
14:17:23The table summarizes the association
14:17:25between leadership styles and readiness
14:17:27levels. In this video, you learned that
14:17:29management and leadership do intersect
14:17:31and have shared attributes. There are 11
14:17:34distinctions between a manager and a
14:17:35leader as defined by PMI. Some
14:17:38leadership styles include lazair,
14:17:40transactional, transformational, servant
14:17:42leadership, charismatic, and
14:17:43interactional. There are four main
14:17:45characteristics to consider when
14:17:47choosing a leadership style, including
14:17:49leader characteristics, team
14:17:50characteristics, organizational
14:17:52characteristics, and environmental
14:17:54characteristics. The Hershey Blanchard
14:17:56situational leadership model defines
14:17:57four specific performance readiness
14:17:59levels for each team member or
14:18:01stakeholder.
14:18:04[Music]
14:18:11Welcome to expert viewpoints leadership
14:18:13competencies skills and mindset.
14:18:16What are some leadership challenges you
14:18:18encountered and how did you overcome
14:18:19them?
14:18:22I've encountered a lot of leadership
14:18:23challenges over the years. Um, having
14:18:25been a leader and then obviously having
14:18:27been led by many leaders, I've got to
14:18:29see it from both sides of the coin. Um,
14:18:31delivering, you know, leadership skills
14:18:33to other people and then being the
14:18:34recipient of other people's leadership
14:18:37uh, abilities and skills. Um, so I've
14:18:39had many many challenges. I think if I
14:18:41were to kind of call out one of the
14:18:43biggest challenges that I've um had to
14:18:46face as a leader and then overcome is um
14:18:50the ability to be honest with bad news.
14:18:54Um early on in my career, I hated
14:18:57delivering bad news. Absolutely hated
14:18:59it. Um whether it be performance
14:19:01challenges or telling upper management
14:19:04that a project was going to be late. Um
14:19:06it it didn't matter. I just hated
14:19:08delivering bad news. I I don't think
14:19:09most people like delivering bad news. Um
14:19:12but in leadership in in project
14:19:14management, it's always something that
14:19:16you have to do. Um there things rarely
14:19:20go perfectly and there's always some bad
14:19:22news that you have to deliver. So
14:19:23earlier on in my career, I would find
14:19:26ways either to avoid delivering the bad
14:19:28news. I would try to solve certain
14:19:30problems myself so they didn't have to
14:19:32deliver the bad news. Um, or I would try
14:19:35to couch the bad news in vocabulary that
14:19:39made it didn't make it sound as bad as
14:19:41it was. Um, so one big mistake I made a
14:19:45lot in my career is that I wasn't clear
14:19:48on what I wanted my team to do or what I
14:19:50wanted a specific team member to do or I
14:19:53wasn't clear to upper management on how
14:19:55bad things were because I was trying to
14:19:58um I was trying to minimize the impact
14:20:01of my bad news that I was delivering.
14:20:04And I can say, obviously recollection
14:20:06isn't always perfect, but I can say with
14:20:08a lot of confidence that in almost every
14:20:10situation where I did that, I ended up
14:20:13regretting it. Um, here's an example.
14:20:16When I was, you know, managing teams
14:20:18early in my career, there was always
14:20:20people on the team that needed to have
14:20:22their performance improved. They needed
14:20:23to do a better job than they were doing.
14:20:25and we would give year- end and mid-year
14:20:27reviews and I would have to tell them,
14:20:29you know, you're you're not performing
14:20:30at the level you need to perform to get
14:20:32a good bonus or whatever. And I would
14:20:36not want to deliver that message because
14:20:38people never wanted to hear that they
14:20:39weren't performing well. And so I would
14:20:42try to I would couch it. I would focus
14:20:44on the things they were doing well. And
14:20:46then I would say, "Well, here's a couple
14:20:47of things you should probably work on."
14:20:49But I was never really super clear on,
14:20:52you know, you're not performing and
14:20:54these are the things that you need to
14:20:55get better at uh in order to get up to
14:20:57that top performer level. And then uh 6
14:21:01months later or a year later, whenever
14:21:03their next review was, they didn't
14:21:05really
14:21:07So at their next performance review,
14:21:09they didn't really respond to the
14:21:11feedback I gave them because I wasn't
14:21:12clear in my feedback and their situation
14:21:15would be worse. And then I'd have to
14:21:17deliver even more bad news, but I didn't
14:21:20want to deliver the worst news the the 6
14:21:23months or a year later. And so that
14:21:25problem would continue to exacerbate
14:21:27until it came up. It came to a a really
14:21:30big problem that my manager would have
14:21:32to step in and deliver the bad news. So
14:21:35I had to learn uh to be an effective
14:21:38leader. It's better to deliver hard news
14:21:41and sometimes bad news very very
14:21:43honestly and very clearly upfront rather
14:21:46than letting it you know just grow
14:21:48bigger and bigger until uh a project
14:21:50blows up. Now, obviously, there's ways
14:21:53to deliver bad news or tough news in a
14:21:57way that doesn't demoralize the people
14:21:58that you're delivering it to or that
14:22:01doesn't, you know, that reduces
14:22:03confidence in leadership if you have to
14:22:05deliver bad news to leadership. But I
14:22:07found that being extremely clear and not
14:22:11soft soaping your bad messages and then
14:22:14always trying to provide a mitigation.
14:22:16So if you um have to deliver a bad
14:22:18message to one of your uh the people on
14:22:20your team, you can say here's what's
14:22:23happening. Here's what it means if you
14:22:25don't improve, but now let's talk about
14:22:27ways that we can turn this around. Or if
14:22:30you have a project that is behind
14:22:32schedule, you can say, you know, you can
14:22:34say to your team, the the project is
14:22:36behind schedule, things aren't going
14:22:38well. here's the impact if we don't turn
14:22:40this around and here are some ideas that
14:22:43I'm going to bring to the table to help
14:22:44us get this back on track. So, it's not
14:22:47just delivering bad news and kind of
14:22:49letting the team flounder. It's
14:22:51providing a path forward so that that
14:22:54can be improved and then the team has a
14:22:56very good sense of uh what they need to
14:22:58do or the individual that you're talking
14:23:00to has a good sense of what they need to
14:23:01do in order to get the project or their
14:23:03career or whatever it is uh back on
14:23:06track. So I think those those uh two
14:23:08components go together
14:23:10>> for a large number of years I have been
14:23:13a remote worker and so I even when
14:23:16people were in the office before co I
14:23:19was not there you know people would have
14:23:21project team members would have hallway
14:23:22conversations they would discuss
14:23:24something maybe they would decide
14:23:26something maybe they would take a
14:23:27project a different way and I'm not
14:23:29there to be part of that conversation
14:23:32not every conversation can be had in a
14:23:35meeting with a remote person as part of
14:23:37that meeting or be documented as notes
14:23:40and sent out later. Um, you're not going
14:23:43to get people who run into each other in
14:23:45your little kitchen area at work getting
14:23:46a cup of coffee having a conversation.
14:23:48They're not going to go back to their
14:23:50desk and ping you and say, "Hey, I just
14:23:52talked to this person and here's what we
14:23:54talked about and I thought you should
14:23:55know." So what I've done, what I did to
14:23:58overcome that, what I still do is I just
14:24:00have frequent touch points almost like a
14:24:02sprint in order to stay informed. And so
14:24:06maybe it's a 15minute connect at the end
14:24:08of the day or or noon or whatever. Maybe
14:24:11it's a coffee chat in the morning, but I
14:24:13just touch base with key people that I
14:24:15have a really good relationship with and
14:24:17say, "Hey, what's going on? Who have you
14:24:19talked to lately? um anything I need to
14:24:22know about that you're hearing around
14:24:23the office or wherever they are, you
14:24:26know, and around I think of around the
14:24:28office as in air quotes. Um that has
14:24:31really been one of the the critical
14:24:33things that I've done to um to work past
14:24:38being a remote leader to where I can't
14:24:41be there. The other issue or the other
14:24:44uh leadership challenge that I have
14:24:46faced in the last few years is having a
14:24:48global team and my team I'm in uh Fargo,
14:24:52North Dakota and my team is in India. I
14:24:55cannot be feet on the ground for them. I
14:24:58can't be there to react in the moment to
14:25:00provide decisional direction on hot
14:25:03items. And so again, frequent
14:25:06connections, frequent conversations, and
14:25:08then also um different chat apps,
14:25:11WhatsApp on my cell phone if they need
14:25:14to get a hold of me or texts or
14:25:15something like that, um are really
14:25:18critical. And and then surrounding
14:25:20myself with people that I trust. That's
14:25:23really a big one. And there's probably
14:25:24different quotes of people saying that.
14:25:26I think presidents have said that US
14:25:28presidents but you know where I can't be
14:25:30feet on the ground where I can't be
14:25:32available for crucial in the- moment
14:25:35conversations I need to trust the person
14:25:38who is having that conversation and I do
14:25:41and my team in in India is an excellent
14:25:44team and they run a really tight chip
14:25:46and so finding those trusted people that
14:25:50you can have on your team that keep you
14:25:52informed that engage you when you need
14:25:53to be engaged is super critical.
14:25:56I'm a firm believer in the emotional
14:25:58intelligence model.
14:26:01Unfortunately, I often encounter many
14:26:03stakeholders who have severe
14:26:05self-awareness issues. They have no idea
14:26:09how their actions impact the team. In
14:26:11addition, they have limited control over
14:26:13how the team affects them.
14:26:16I often share the top five
14:26:18self-awareness challenges and ask team
14:26:21members to honestly evaluate themselves.
14:26:24If they are lacking, I give them a
14:26:26challenge to address the challenge they
14:26:29see as the biggest one impacting them.
14:26:32So, let me go ahead and include the top
14:26:34five areas of self-awareness challenges
14:26:38you may encounter. Challenge number one,
14:26:41do you accurately perceive your own
14:26:43emotions in the moment? and understand
14:26:46your tendencies across situations.
14:26:50Do you know how you're going to react?
14:26:52Number two, are you willing to tolerate
14:26:54the discomfort of focusing on feelings
14:26:57that are negative? Unfortunately, in
14:27:00project management, not everything is
14:27:02positive and sometimes you have to have
14:27:04the difficult discussions. Number three
14:27:07is my favorite. Do you have a
14:27:08straightforward and honest understanding
14:27:11of why you do the things that you do? Do
14:27:14you know how people push your buttons?
14:27:16And do you know how you're going to
14:27:18react? Number four, do you have a clear
14:27:20understanding of what you do well? What
14:27:23motivates and satisfies you? And again,
14:27:27which people or situations can lead you
14:27:30into actions that perhaps you may not be
14:27:33happy with in retrospect.
14:27:36Finally, are you afraid of your
14:27:38emotional mistakes or can you recognize
14:27:42the beauty and the blemishes of who you
14:27:44are? I'm going to take this as the
14:27:47approach of other managers that I've
14:27:50worked with and my own leadership as far
14:27:53as things that we've had encountered.
14:27:55So, for example, the first one is lack
14:27:58of communication. When you don't
14:28:00understand exactly how they like to
14:28:02communicate and they don't look to see
14:28:05how you would like to communicate,
14:28:07there's that barrier. With open
14:28:09communication, you also understand more
14:28:12of the expectations that they're looking
14:28:13for. When you have no expectations, it
14:28:16can be a very stressful environment for
14:28:19both sides because you're not getting
14:28:20the information you need from your
14:28:22manager and the manager doesn't know
14:28:24what's going on either. So really having
14:28:26that open communication, setting
14:28:28expectations makes a huge difference.
14:28:34[Music]
14:28:42Welcome to situational leadership with
14:28:44your team. After watching this video,
14:28:46you'll be able to summarize key
14:28:47leadership tailoring considerations,
14:28:50explain the Oscar coaching and mentoring
14:28:51model. There are different types of
14:28:54leadership styles including tell, sell,
14:28:56participate, and delegate. Another video
14:28:58explains the leadership styles in
14:28:59detail. The project manager cannot rely
14:29:02on one or the other and must be able to
14:29:03determine the most appropriate
14:29:05leadership style based on the situation.
14:29:08For example, a project manager has to
14:29:09manage the completion of a project. The
14:29:11team has been working together for a
14:29:13long time and understands the project
14:29:14processes and deliverables. The project
14:29:17manager has full confidence in them.
14:29:19Therefore, they can use the delegate
14:29:20leadership style with the team. A
14:29:22project manager must understand how to
14:29:24tailor the leadership style in different
14:29:26scenarios. To help the project manager
14:29:28with tailoring or adapting the
14:29:29leadership styles, the project
14:29:31management institute or PMI provides
14:29:33four key variables. Let's dive into the
14:29:35variables. One variable to consider is
14:29:38the team member's expertise. A project
14:29:40manager must determine the level of
14:29:41expertise each team member possesses.
14:29:43The project manager must also determine
14:29:45how well a team member skill set matches
14:29:47the project's requirements. A good
14:29:49understanding of the skill levels and
14:29:51capability to perform the required tasks
14:29:53in a project is crucial to select the
14:29:55proper leadership style. For example,
14:29:57consider a team member with minimal
14:29:59skills and low confidence. In this case,
14:30:01a project manager needs to provide
14:30:03direction. Hence, the project manager
14:30:05will use the direct leadership style. An
14:30:07example of selling is encouraging the
14:30:09team member to apply new skills learned
14:30:10in a training session. Another variable
14:30:13to consider is the maturity of team
14:30:15members. While a team member may have
14:30:16the expertise in a certain skill,
14:30:18experience in working in the area of
14:30:20expertise can bring other advanced
14:30:22skills such as problem solving,
14:30:23adaptability, and resilience. The third
14:30:26variable to consider when selecting the
14:30:27appropriate leadership style in a given
14:30:29situation is governance. The level of
14:30:31governance drives the levels of
14:30:33empowerment and delegation that a
14:30:34project manager can give the team. For
14:30:36example, on a highly data-sensitive
14:30:38project, the project manager may need to
14:30:40direct all team members to work from an
14:30:42on-site location rather than a remote
14:30:44location. The project manager might even
14:30:46need to use the cell leadership style to
14:30:48help team members understand the
14:30:50importance of the project for the
14:30:52organization while highlighting the
14:30:53skill additions for the team members.
14:30:55The fourth variable to be considered
14:30:57when selecting the leadership style is
14:30:59the nature of the team setup,
14:31:00colllocated or distributed. For example,
14:31:03consider a team of experienced
14:31:04individuals that works in from the same
14:31:06location. It's likely to be easy for a
14:31:08project manager to assess the team's
14:31:10maturity and delegate work as necessary.
14:31:12At the same time, in a newly setup
14:31:14distributed environment, irrespective of
14:31:16the levels of expertise in the team, the
14:31:18project may need to use direct
14:31:20leadership style until the team settles.
14:31:22With an understanding of the variables
14:31:24and leadership styles, a project manager
14:31:25can use the Oscar coaching and mentoring
14:31:27model developed by Karen Witworth and
14:31:30Andrew Gilbert. The Oscar model is a
14:31:32five-step process to help leaders better
14:31:34adapt their styles and approaches by
14:31:35providing an action plan for personal
14:31:37development. The Oscar model refers to
14:31:39five contributing factors. The outcome
14:31:42can be summarized as the expectations
14:31:44you have for the individual in the long
14:31:45run. What is the expected result from
14:31:47the conversation? The situation is in
14:31:49essence a gap analysis. Where is the
14:31:51individual in terms of skills,
14:31:53abilities, and knowledge and where do
14:31:54they need to be? choices and
14:31:56consequences objectively analyze the
14:31:58gaps and determine the best ways to
14:32:00improve the individual's performance and
14:32:01outcomes. The action is a well planned
14:32:04step-by-step approach to reach the level
14:32:06of success required of the individual.
14:32:08Finally, reviews at each step along the
14:32:10way are essential to provide feedback
14:32:12and ensure the individual stays on
14:32:14track. Let's review an example of using
14:32:16the Oscar model. Consider a scenario. A
14:32:18new developer has been assigned to the
14:32:20project team. One, the project manager
14:32:22defines the outcomes. The outcome is
14:32:24that the new team member must integrate
14:32:26into the team and be self-directed by
14:32:28the next iteration. Next, the project
14:32:30manager defines the situation and
14:32:32performs a gap analysis. The situation
14:32:34with gap analysis is the new team member
14:32:36is deficient in three key skills and
14:32:38must attend a training class. The
14:32:40consequence is explained in terms of
14:32:41choices. In this example, the new team
14:32:43member must score at least an 80% on the
14:32:46final training course exam and be
14:32:48evaluated by a senior team member for
14:32:50competence. The action plan is developed
14:32:52and the new team member signs off. In
14:32:54the end, the team member's progress is
14:32:56reviewed and ready for being
14:32:57self-directed.
14:32:59In this video, you learned that the
14:33:00project management institute or PMI has
14:33:03four key variables when determining the
14:33:04most appropriate leadership style:
14:33:06experience, maturity, governance, and
14:33:08distributed teams. Developed by Karen
14:33:10Witworth and Andrew Gilbert, the Oscar
14:33:12model is a five-step process to help
14:33:14leaders better adapt their styles and
14:33:16approaches by providing an action plan
14:33:18for personal development.
14:33:22[Music]
14:33:31Welcome to expert viewpoints using your
14:33:33intuition. In this video, we'll hear
14:33:35leaders and experts discuss the
14:33:36importance of using your intuition to
14:33:38make decisions and share their real
14:33:40world experiences.
14:33:43When a project goes off course, there
14:33:45are tiny little hints that many people
14:33:47might not notice, but a good project
14:33:50manager will pick up on it right away.
14:33:52Maybe it's silence on a call. Maybe it's
14:33:55a client's communication style that has
14:33:58shifted and their sentences are a little
14:33:59bit shorter with a small hint of
14:34:01negativity.
14:34:02It's important to not shy away from this
14:34:04and start checking in with your
14:34:06teammates and clients one on-one. Say,
14:34:08"Hey, how how are you feeling about this
14:34:10project? I've noticed this. This will
14:34:12help you get to the root of the problem
14:34:14faster and change course.
14:34:17>> Intuition for me is the ability to use
14:34:19your background knowledge, your natural
14:34:22skills, as well as all the training and
14:34:24experience that you've gained to bring
14:34:27that to the table to um help make
14:34:30decisions. So, for example, if you're
14:34:34presented with a problem, let's say that
14:34:36a stakeholder has just told you that
14:34:39they thought they were going to have
14:34:40time to work on your project, but now
14:34:42they have to pull out because the
14:34:45previous project that they were working
14:34:47on is running over. Now, without
14:34:49intuition, you may not have any sense of
14:34:52what that what that's going to mean. Um,
14:34:55and uh if you're a junior project
14:34:57manager, that may seem like the world's
14:35:00going to end, right? this is now uh no
14:35:03longer uh something I can handle. Uh we
14:35:05have a major stakeholder that can't do
14:35:07their work and so we need to push out
14:35:09the timelines and all the rest of it,
14:35:10right? Um you're if you have some
14:35:13intuitions around that, you may say,
14:35:14"Okay, this has happened before. I've
14:35:17experienced this problem before. Um then
14:35:20there's a number of things I can do. I
14:35:22can go to the person's manager and ask
14:35:24for that person's time back or see if
14:35:26the manager has another person on their
14:35:27team that can step in and fill in the
14:35:29gap. There's things that you can do to
14:35:31maybe share time. So, the person works a
14:35:34little bit on the previous project and
14:35:35then works on your project. Um, you may
14:35:39even evaluate, do I need the
14:35:40stakeholder? Is this something that uh
14:35:43that I I can do without for at least the
14:35:45time being or can I push the stakeholder
14:35:48out so they can join later and then
14:35:50still not impact the project timelines.
14:35:53So what I think intuition does there is
14:35:55it gives you a sense of what does this
14:35:57information that I've just received what
14:35:59does it mean for this project and how do
14:36:02I incorporate that information now to
14:36:04make a good decision or to make a
14:36:06decision that's right for the team or a
14:36:08decision that is going to help ensure
14:36:10that this project continues to move
14:36:12forward and intuitions um can help with
14:36:15that because they do bring that pre past
14:36:17experience to the table as well as um
14:36:21kind of your natural dispositions for uh
14:36:24for dealing with with complicated issues
14:36:26in a project and every project has those
14:36:28complicated issues for sure. Um I think
14:36:32part of the problem with intuition is
14:36:35that it is very it can be very difficult
14:36:37to define and
14:36:40understanding what your own intuitions
14:36:42what you're good at intuitively and what
14:36:44you actually need data for can also be
14:36:46very tricky. So for example, a project
14:36:49manager might think that they have some
14:36:50really good intuitions on how long
14:36:53something is going to take to
14:36:54accomplish. Um whereas you know most
14:36:57people need a little bit of data. So if
14:36:59you're developing a product and there's
14:37:01a certain aspect of that product that um
14:37:03is critical for getting the project done
14:37:06um having some data so that you say in
14:37:08the past this has taken developers this
14:37:11much time to put this piece of the
14:37:13project together. I'm going to use that
14:37:17that information and then add my
14:37:19intuition on top of that. I think you
14:37:22can use data and then add intuition to
14:37:24that data to make better decisions. If
14:37:27you say if you just use data, if you say
14:37:29it's taken this long in the past and
14:37:31it's going to take this long for this
14:37:32project without bringing your intuitions
14:37:34to the table, I think you miss on miss
14:37:36out on something very critical there. I
14:37:38think you miss out on a very important
14:37:41aspect of using raw data without
14:37:44intuition that um adding intuition to
14:37:47that data can definitely help you make
14:37:49better decisions.
14:37:51>> Intuition can be very useful when you're
14:37:53in situations where there's incomplete
14:37:55information, ambiguity, maybe a crisis
14:37:58situation, or you just need to make a
14:38:01decision really fast in the moment.
14:38:03trusting your gut, going with what you
14:38:05think is right in that moment in time is
14:38:08very acceptable in my book. Um, but
14:38:11always going with your gut and not
14:38:13looking for data, facts, and taking the
14:38:15time to analyze it and and really make
14:38:19an informed decision is not the right
14:38:21way to go. You really need to balance
14:38:23out as a successful leader your gut
14:38:26decisions together with your very
14:38:28well-informed decisions. Of course, you
14:38:30want to lean towards the side of a
14:38:32well-informed decision, but in those
14:38:34moments when you need to make a a a gut
14:38:38decision or um or use your intui in
14:38:42intuition to make a decision when you
14:38:43don't have the complete facts, feel
14:38:45empowered to do that. The more you do,
14:38:48you will get more confident in the
14:38:50outcome and in making those decisions.
14:38:52But early on, I know it is tough to to
14:38:55feel confident that you can take a
14:38:56chance and go with it. I think as long
14:38:59as you're trying your best in my book,
14:39:01um, and you're making the decision or
14:39:04you're using your intuition and making a
14:39:05gut decision based on the best of your
14:39:09abilities, I'm not going to fault
14:39:11anybody for that. There may be some
14:39:13people who do, but in my book, you're
14:39:14trying your best and trying to keep
14:39:16things moving forward.
14:39:20[Music]
14:39:28Welcome to acquiring resources. After
14:39:31watching this video, you'll be able to
14:39:32recognize the common challenges that
14:39:34project managers face when acquiring
14:39:36resources. Explain why effective
14:39:38negotiation skills are important for
14:39:40project managers when acquiring
14:39:42resources. Identify the key principles
14:39:44of effective negotiation and describe
14:39:47how the key principles of effective
14:39:48negotiation can be applied to the
14:39:50challenges of resource acquisition.
14:39:53Acquiring resources needed to complete
14:39:54the project successfully is also a
14:39:56project manager's responsibility.
14:39:59However, acquiring resources can be a
14:40:00complex and challenging process. Let's
14:40:03explore the most common challenges that
14:40:04project managers face when acquiring
14:40:06resources.
14:40:08One of the biggest challenges project
14:40:09managers face when acquiring resources
14:40:11is having a limited budget to work with.
14:40:13A limited budget can make it difficult
14:40:15to obtain the resources needed to
14:40:17complete the project successfully.
14:40:19Another common challenge is the limited
14:40:21availability of resources including
14:40:23personnel, equipment or materials.
14:40:25Sometimes there may be conflicting
14:40:26priorities making it difficult to obtain
14:40:28a resource. For example, consider a team
14:40:30member shared among multiple projects
14:40:33making it challenging to obtain the
14:40:34resource. Lack of effective
14:40:36communication can lead to
14:40:38misunderstandings or confusion about
14:40:40resource needs and availability. The
14:40:42project manager can implement a few
14:40:43actionable resource acquisition
14:40:45strategies to mitigate the challenges.
14:40:47Let's look at the strategies. Build a
14:40:49strong network of colleagues and
14:40:51potential resource providers such as
14:40:52vendors, suppliers, and subcontractors
14:40:55to increase the likelihood of finding
14:40:56the necessary resources when they're
14:40:58needed. Build relationships with other
14:41:00department heads and project managers to
14:41:03identify potential conflicts and
14:41:05proactively address them. Ensure clear
14:41:07and effective communication with
14:41:08stakeholders and resource providers,
14:41:10including concise documentation on
14:41:12timelines, budgets, and deliverables.
14:41:14Conduct a costbenefit analysis to
14:41:17determine which resources are critical
14:41:18to the project success and prioritize
14:41:21their acquisition. While a project
14:41:23manager may implement one or more
14:41:24resource acquisition strategies, they
14:41:27may still struggle to acquire the
14:41:28required resources.
14:41:30Effective negotiation can help project
14:41:32managers to overcome some challenges by
14:41:34finding mutually beneficial solutions
14:41:37that satisfy both the project's needs
14:41:39and the resource provider's needs.
14:41:41According to the pinach, negotiation is
14:41:43a process of communicating,
14:41:45collaborating, and compromising to reach
14:41:46a mutually acceptable agreement. There
14:41:49are six key principles to effective
14:41:51negotiation, including be prepared,
14:41:53build relationships, listen actively,
14:41:56communicate clearly, creatively, solve
14:41:59problems, manage emotions. Let's look at
14:42:01each principle in detail. Be prepared.
14:42:04Before the negotiation begins, the
14:42:06project manager should understand the
14:42:07negotiation process, identify key
14:42:09issues, define objectives, and aim to
14:42:11understand the other party's interests.
14:42:13The project manager must understand if
14:42:15there are any competing priorities or
14:42:17challenges the other party may face
14:42:19regarding resources. Build
14:42:21relationships. When the negotiation
14:42:23begins, attempt to build a relationship
14:42:25and trust with the other party, which
14:42:27can create a positive negotiation
14:42:29environment. You can do this by
14:42:30expressing your willingness to work with
14:42:32the other person and identifying areas
14:42:34of common interest. Be sure to listen
14:42:36actively. Active listening lets
14:42:38negotiators understand the other party's
14:42:40interests, concerns, and needs. If
14:42:42necessary, repeat back the other party's
14:42:44concerns or objections, and ask
14:42:46questions to clarify. Communicate
14:42:48clearly and assertively to avoid
14:42:50misunderstandings and ensure that both
14:42:52parties understand each other's needs
14:42:54and expectations. Be sure to state your
14:42:56resourcing needs and position clearly.
14:42:58Think creatively to come up with
14:43:00possible solutions. Be willing to
14:43:02explore alternative options and make
14:43:04concessions when necessary. Finally,
14:43:06managing your emotions and maintaining a
14:43:09professional demeanor throughout the
14:43:10negotiation process is important.
14:43:12Negotiation can be a stressful and
14:43:14emotional process, but following the key
14:43:16principles of effective negotiation can
14:43:18help you acquire resources even if you
14:43:21face many challenges. In this video, you
14:43:23learned that project managers face
14:43:25budget, availability, prioritization,
14:43:27and communication challenges when
14:43:29acquiring resources. Project managers
14:43:31can mitigate these challenges by
14:43:32networking, building relationships,
14:43:34clearly communicating, and doing
14:43:36costbenefit analysis. Effective
14:43:39negotiation is a process of
14:43:40communicating, collaborating, and
14:43:42compromising with other parties to come
14:43:44to a mutually beneficial solution.
14:43:46Project managers can effectively
14:43:48negotiate by following six key
14:43:50principles, including preparing for the
14:43:52negotiation, building rapport, actively
14:43:54listening during negotiations, clearly
14:43:57and assertively communicating needs,
14:43:59creatively problemolving with other
14:44:01parties, and managing their emotions.
14:44:05[Music]
14:44:14Welcome to building trust. After
14:44:16watching this video, you'll be able to
14:44:18summarize Lenion's five dysfunctions of
14:44:20a team. Identify methods to build trust.
14:44:23Trust is a key factor that helps the
14:44:25project manager, team, and stakeholders
14:44:27ensure the project is successfully
14:44:29delivered on time and on budget. When a
14:44:31team lacks trust, part of the project
14:44:33manager's role is to determine reasons
14:44:35for the trust deficit. Lenchon's five
14:44:37dysfunctions of a team model describes
14:44:39five common dysfunctions that can occur
14:44:42within a team which can impede trust and
14:44:44collaboration. The dysfunctions build
14:44:46upon one another. The first or the
14:44:48bottommost layer of dysfunction is the
14:44:50absence of trust. When team members are
14:44:52unwilling to be vulnerable and open up
14:44:53to each other, it creates a lack of
14:44:55trust within the team. The next layer is
14:44:57fear of conflict. Healthy debate and
14:44:59conflict are good for a team's growth.
14:45:01When team members fear voicing their
14:45:03opinions and ideas, it can result in
14:45:04poor decision-making. The third layer is
14:45:07a lack of commitment. Team members may
14:45:09lack motivation and commitment when they
14:45:11don't align with project goals and
14:45:12objectives. The fourth layer is
14:45:14avoidance of accountability. Team
14:45:16members may not feel accountable or
14:45:18responsible for the project outcomes.
14:45:20This can result from a lack of
14:45:21commitment or motivation. The final
14:45:24layer is inattention to results. When
14:45:26team members prioritize their individual
14:45:28goals over the project goals, it can
14:45:30lead to a lack of focus on achieving the
14:45:32desired outcomes. Lenion's dysfunction
14:45:34model shows that the absence of trust
14:45:36makes up the bottom layer. Lenion
14:45:38defines trust as the confidence among
14:45:40team members that their peers intentions
14:45:42are good and that there's no reason to
14:45:44be protective and careful around the
14:45:46group. He describes trust as the
14:45:47willingness of team members to be
14:45:49vulnerable with each other and to admit
14:45:50their weaknesses and mistakes without
14:45:52fear of judgment or reprisal. In other
14:45:54words, team members trust each other
14:45:56when they feel safe enough to be open
14:45:58and honest about their thoughts,
14:45:59feelings, and intentions. According to
14:46:01Lenion, trust is critical because it
14:46:03sets the tone for the rest of the team's
14:46:05interactions. Without trust, team
14:46:07members are more likely to avoid
14:46:09conflict, withhold their opinions, and
14:46:10prioritize their individual goals over
14:46:13the project outcomes. Trust is essential
14:46:15for building strong relationships and
14:46:17effective collaboration. And it requires
14:46:19a commitment from all team members to be
14:46:21open and honest with each other. How do
14:46:23you as a project manager help a team
14:46:25build trust? Building trust is not an
14:46:27easy exercise. Building trust often
14:46:29requires teams to spend ample time
14:46:31together. It also requires team members
14:46:34to have a deep understanding of others
14:46:35unique skills, abilities, and
14:46:37personalities. It requires team members
14:46:39to fulfill their commitments and
14:46:41complete tasks as promised consistently.
14:46:44Finally, trust is earned through a track
14:46:46record of honesty, transparency, and
14:46:48accountability. There are also a few
14:46:50team exercises you can leverage to help
14:46:52build trust more quickly. For example,
14:46:54imagine a small digital marketing agency
14:46:56that has just been acquired by a more
14:46:58prominent, more traditional marketing
14:47:00firm. The project manager believes
14:47:02there's a lack of trust in the team due
14:47:03to different personalities,
14:47:05communication styles, focus areas, and
14:47:07approaches. One way the project manager
14:47:09can help the team gain a deeper
14:47:11understanding of other team members to
14:47:13build trust is to do an exercise where
14:47:15team members share information about
14:47:17themselves. The exercises don't need to
14:47:19be incredibly personal in nature, but
14:47:21should provide some interesting or
14:47:23unique information about each member.
14:47:25Some examples include two truths and a
14:47:27lie. In this game, each team member
14:47:29shares three statements about
14:47:30themselves, two of which are true and
14:47:32one that's false. The other team members
14:47:34must guess which statement is the lie.
14:47:36Human bingo. Create a bingo card with
14:47:38different personal characteristics such
14:47:39as plays an instrument, has traveled to
14:47:41a foreign country, or speaks more than
14:47:43one language. Team members must talk to
14:47:45each other and find someone who fits
14:47:47each characteristic until they have a
14:47:49full bingo card. Life mapping. Have each
14:47:52team member create a short visual
14:47:53timeline of the most important impactful
14:47:55events of their life and share key
14:47:57points with the team. You can ask team
14:47:59members to keep the timeline
14:48:00professional in nature and focus on
14:48:02things like educational milestones,
14:48:04career milestones, and inflection points
14:48:06where they learned a new skill or had a
14:48:08life-changing conversation with a
14:48:10mentor. Now imagine the new marketing
14:48:12team is working on a complex project
14:48:14with tight deadlines and multiple
14:48:16dependencies. The team members do not
14:48:18communicate regularly with each other or
14:48:20with the project manager and they avoid
14:48:22sharing their progress, challenges or
14:48:24ideas. They also do not give or receive
14:48:26constructive feedback on their work.
14:48:28When the team does communicate,
14:48:30conversations quickly turn into heated
14:48:32debates. To build trust in this
14:48:34scenario, a project manager may have the
14:48:36team take a personality assessment and
14:48:38share their results with key members of
14:48:39their team. Understanding different
14:48:41personality types and preferences can
14:48:43help team members understand their own
14:48:45strengths and weaknesses and communicate
14:48:47more effectively with others who have
14:48:48different preferences. A few of the most
14:48:51popular assessments include MyersBriggs
14:48:53type indicator, MBTI. This assessment
14:48:56measures personality preferences based
14:48:58on four dichotoies. Extroversion,
14:49:01introversion, sensing, intuition,
14:49:03thinking, feeling, and judging,
14:49:04perceiving. DISC. This assessment
14:49:07measures behavioral styles based on four
14:49:09dimensions: dominance, influence,
14:49:12steadiness, and conscientiousness.
14:49:14Strengthsfinder. This assessment
14:49:16measures individual strengths across 34
14:49:18talent themes. Insights and emerges out
14:49:22an individual's thinking attributes into
14:49:24four styles to determine work
14:49:25preferences, communication styles, and
14:49:27more. By applying some of these
14:49:28strategies, the project manager of the
14:49:30newly created marketing team can begin
14:49:32to build trust in the team. Over time,
14:49:35as the team members fulfill their
14:49:36commitments and continue to be more
14:49:38transparent, trust will continue to
14:49:40grow. In this video, you learned that
14:49:42Lention's five dysfunctions of a team
14:49:44include absence of trust, fear of
14:49:46conflict, lack of commitment, avoidance
14:49:48of accountability, and inattention to
14:49:50results. Trust is the confidence among
14:49:53team members that their peers intentions
14:49:55are good and that there's no reason to
14:49:57be protective and careful around the
14:49:58group. Building trust is not easy and it
14:50:01requires time, credibility, and an
14:50:02understanding of team members unique
14:50:04attributes. Project managers can
14:50:06leverage exercises such as unique
14:50:08attributes exercises and personality
14:50:10assessments to build trust more quickly.
14:50:13[Music]
14:50:21Welcome to expert viewpoints, inspiring
14:50:23trust within teams. In this video, we
14:50:26will hear leaders and experts describe
14:50:28the methods they use to inspire trust
14:50:30and develop rapport with and between
14:50:33team members and stakeholders.
14:50:35What methods do you use to inspire trust
14:50:38and develop rapport with and between
14:50:39team members and stakeholders? Generally
14:50:42speaking, developing trust and and
14:50:44rapport I think happens through hon with
14:50:47honesty by allowing yourself to be v
14:50:49vulnerable. Um not coming in as I know
14:50:53everything I'm going to lead this
14:50:54project it's going to be great but
14:50:56really building up a team of
14:50:58co-ownership co-responsibility
14:51:00capitalizing on people's strengths and
14:51:03diminishing the effects the effects of
14:51:05people's weaknesses. Um openness and
14:51:08being willing to hear feedback about
14:51:10yourself. I think also really establish
14:51:13trust. Managing your emotions is huge.
14:51:16Um if you're one to fly off the handle
14:51:18at the drop of a hat, it's going to be
14:51:21difficult for people to want to work
14:51:23with you or want to um get into a
14:51:26trusting relationship if they're not
14:51:28sure if you're going to react in an
14:51:29uncomfortable way. So managing your
14:51:31emotions is also critical, I think, to
14:51:33establishing trust. Following through
14:51:36with what you've committed to is equally
14:51:39um if not more important and not
14:51:43overpromising and underdelivering. Um
14:51:45you know occasionally that can happen
14:51:47but if overpromising and underdelivering
14:51:49becomes a consistent
14:51:51consistent event for you then then all
14:51:54trust is going to be difficult to
14:51:56achieve.
14:51:58One of my favorite authors is Louise
14:52:00Penny and she created a fictional
14:52:03inspector gamash and he has uh four
14:52:08sentences that he says leads to wisdom
14:52:12but I think it they also lead to trust.
14:52:14And so he said his guidance to his
14:52:17fictional police team is you have to
14:52:19learn these four sentences and you have
14:52:21to mean them when you say them. And the
14:52:24four sentences are
14:52:26I need help, I don't know, I'm sorry, I
14:52:31was wrong. And I totally agree with
14:52:34those four. So think about those and how
14:52:36you can incorporate them into your
14:52:38project life and and into your personal
14:52:41life. And good luck with building trust.
14:52:45Building trust on a team is sometimes a
14:52:48challenge for project managers. But some
14:52:51of the ways that I have dealt with this
14:52:53in the past is by using personality
14:52:57assessments
14:52:58to understand the different
14:53:00personalities on the team and then
14:53:02having the team share some of those
14:53:06findings from those assessments with
14:53:08their other team members. I'm also a
14:53:10really big fan of just taking some time
14:53:14during meetings or um at the beginning
14:53:17of a call to have a little bit of a
14:53:20conversation with members on the team
14:53:23and allowing them to share things that
14:53:26are personal hobbies or
14:53:29um
14:53:32stories about their life or things that
14:53:34are going on in their life, things that
14:53:36they're looking forward to. Um, I'm a
14:53:39I'm a big believer that building trust
14:53:42is really about building those
14:53:44relationships between your team members
14:53:48and finding areas where your team
14:53:54really can connect outside of the work
14:53:57that they're doing. So assuming that
14:54:00everyone on the team has a shared
14:54:02mission to complete the project or for
14:54:05the work that they're doing for the
14:54:07organization or the company that you're
14:54:08working for.
14:54:10Trust needs to be built outside of that
14:54:13shared mission as well. And one way to
14:54:17do that is to really find out about
14:54:20people outside of work and then connect
14:54:22people who have similar interests or
14:54:25similar hobbies. maybe they're in
14:54:27similar stages in their life and they
14:54:29can connect on a deeper level than than
14:54:32just what they're doing in their
14:54:34daytoday jobs. Um I'm also a fan of some
14:54:40team building exercises. Sometimes they
14:54:43get a bad rap. Um there are people who
14:54:46don't like to participate in them. But I
14:54:49do believe that doing some short team
14:54:52building exercises that
14:54:56can bring people together in a fun way
14:54:59is a great way to build trust. I also
14:55:02think that as a project manager and as a
14:55:04leader, trust comes from the top. And if
14:55:09your team can trust you and you've shown
14:55:12yourself to be credible and trustworthy
14:55:15and that when you say you're going to do
14:55:17something, you do that thing and you get
14:55:20it done when you say you're going to get
14:55:21it done. That also helps them become
14:55:25more trustworthy of one another because
14:55:27you're setting the tone for what trust
14:55:30and rapport looks like on the team.
14:55:33There is a gentleman named Patrick
14:55:35Lenion who wrote a book entitled The
14:55:37Five Dysfunctions of a Team. And I
14:55:40believe his quote says it best.
14:55:42According to Patrick Lenion, and I
14:55:45quote, "Trust is about vulnerability.
14:55:48Team members who trust one another learn
14:55:51to be comfortable being open, even
14:55:54exposed to one another around their
14:55:56failures, weaknesses, and even fears."
14:56:00unquote.
14:56:01With that, what are four things that a
14:56:03project manager can do to create a
14:56:06trusting team environment?
14:56:08Number one, communicate effectively.
14:56:11Work hard to gain stakeholder
14:56:13acceptance, support, and enthusiasm for
14:56:17both the project approach and outcomes.
14:56:20Number two, follow Lenion's guidance.
14:56:25Take the time to get to know your team.
14:56:28Be vulnerable yourself and share. Create
14:56:31an environment where the team members
14:56:33know they can be open, let down their
14:56:36guards, and feel safe. Number three,
14:56:40empower the team. Encourage each member
14:56:43to own and develop their own working
14:56:45environment, agreements, and decisions.
14:56:49And finally, number four, develop an
14:56:52approach that aligns with the
14:56:53organizational culture. First, I like to
14:56:56build strong relationships,
14:56:59effective communication, and then of
14:57:01course lead by example by being a
14:57:03servant leader and with a collaborative
14:57:06approach. Most importantly, don't forget
14:57:09to celebrate success.
14:57:13At the start of a project, I typically
14:57:15express my excitement for the project
14:57:17and maybe a personal connection I have
14:57:19to it. People want to know that you
14:57:21genuinely care about it being
14:57:23successful.
14:57:24I also make a point to check in with
14:57:26people. Usually at the start of a
14:57:28meeting, I'll say, "Hey, is there
14:57:30anything making you nervous right now?
14:57:32How are we feeling?" It's important to
14:57:34take the pulse.
14:57:35Showing empathy is critical, too. Maybe
14:57:39you have a client that uh missed a
14:57:42meeting because his product launch
14:57:44wasn't going well. You could say, "Hey,
14:57:46maybe we'll skip this week's meeting and
14:57:48I'll just chat you if anything urgent
14:57:50comes up." Good luck out there. It shows
14:57:52you care. And lastly, finding solutions
14:57:55to your teammates's problems is a great
14:57:58way to de develop rapport. You could say
14:58:01something like, "Hey, this task seems
14:58:02like it's really frustrating. What can
14:58:04we do to make this a better experience
14:58:06for you?" And then start brainstorming
14:58:08solutions together. This is probably the
14:58:10best way I've experience to inspire
14:58:12trust.
14:58:16[Music]
14:58:24Welcome to emotional intelligence. After
14:58:27watching this video, you'll be able to
14:58:28define the five components of the
14:58:30emotional intelligence or EQ theory.
14:58:33Summarize how project managers can use
14:58:35EQ and identify methods to improve EQ.
14:58:38Project managers often need to use their
14:58:40emotional skills to inspire team
14:58:42confidence and commitment. Since project
14:58:44managers interact and influence many
14:58:46individuals in an organization, they can
14:58:48have a large impact. Imagine two people
14:58:50interacting and then imagine the
14:58:52interaction cascading into project
14:58:54teams, groups, and the whole
14:58:55organization. That is the power of
14:58:57influence. Emotional intelligence or EQ
14:59:00determines how well a project manager
14:59:01can form and maintain relationships as
14:59:04their decisions can impact many
14:59:05relationships in a complex network. The
14:59:08Project Management Institute or PMI
14:59:10defines emotional intelligence as the
14:59:12ability to identify, assess, and manage
14:59:14the emotions of oneself and other people
14:59:17as well as the collective emotions of
14:59:18groups of people. The emotional
14:59:20intelligence model, which is used
14:59:22globally, includes five components.
14:59:24Self-awareness, which is the act of
14:59:26knowing your own emotions and how they
14:59:27affect your thoughts and behavior.
14:59:29Self-regulation, which involves managing
14:59:31your emotions and impulses so that you
14:59:33can respond appropriately to situations.
14:59:35Motivation, which is the ability to
14:59:37motivate yourself and others to achieve
14:59:39goals. Empathy, which is the
14:59:41understanding of other people's emotions
14:59:43and being able to respond appropriately.
14:59:45And social skills include the ability to
14:59:47communicate effectively with others,
14:59:49resolve conflicts, and build
14:59:50relationships.
14:59:52Let's understand how a project manager
14:59:53can make use of the components of EQ.
14:59:56Having knowledge about emotional
14:59:57intelligence can help a project manager
14:59:59in many ways, such as managing
15:00:00stakeholders, fostering trust, making
15:00:02decisions, leading teams. Let's look at
15:00:04an example of EQ at work. Rose is a
15:00:07project manager managing a project to
15:00:09replace citywide street lights. As the
15:00:11project progresses, there's a
15:00:12disagreement between the city officials
15:00:13and the lighting vendors regarding the
15:00:15delay in project timelines. The lighting
15:00:18vendors have had an unforeseen issue
15:00:19causing a delay in material supply. Rose
15:00:22listens to the perspectives of both
15:00:23parties and understands their
15:00:25challenges. Without being judgmental or
15:00:27biased, Rose focuses on the problem at
15:00:29hand. This helps her foster trust with
15:00:31both parties. Further, Rose is able to
15:00:33manage both parties to help them agree
15:00:35to a new acceptable timeline. A strong
15:00:38EQ is an asset for any project manager.
15:00:40Every project manager should test their
15:00:42current EQ level and work toward
15:00:44improvement if required. There are many
15:00:46emotional intelligence assessments that
15:00:48you can take to test EQ levels. These
15:00:50include tests such as the emotional and
15:00:52social competency inventory, the 6
15:00:54seconds emotional intelligence
15:00:56assessment, and team emotional
15:00:57intelligence. Some techniques to improve
15:00:59EQ include self-reflection, engaging
15:01:02with your own emotions, and getting
15:01:03feedback from leaders and peers to
15:01:05better understand how you're perceived.
15:01:07In this video, you learned that
15:01:08emotional intelligence, or EQ, is the
15:01:11ability to identify, assess, and manage
15:01:13the emotions of oneself and other
15:01:15people, as well as the collective
15:01:16emotions of groups of people. The EQ
15:01:19model includes the five components of
15:01:21self-awareness, self-regulation,
15:01:23motivation, empathy, and social skills.
15:01:25EQ helps project managers foster trust,
15:01:28make more rational decisions, manage
15:01:30stakeholders, become better leaders, and
15:01:32improve project outcomes. Project
15:01:34managers assess their EQ with a number
15:01:36of assessments and use techniques such
15:01:38as self-reflection and gathering
15:01:40feedback to improve their EQ.
15:01:44[Music]
15:01:53Welcome to adaptability and resilience.
15:01:55After watching this video, you'll be
15:01:57able to define adaptability and
15:01:58resilience, discuss examples of
15:02:00adaptability and resilience, implement
15:02:03adaptability and resilience traits to
15:02:05effective communications and leadership.
15:02:07Netflix started as a DVD rental by mail
15:02:10service. Customers could order DVDs
15:02:12online and receive them in the mail. 10
15:02:14years later, Netflix, powered by new
15:02:16streaming technologies, launched its
15:02:17online streaming service, allowing
15:02:19customers to watch movies and TV shows
15:02:21directly on their computers. Since then,
15:02:24video streaming has become one of the
15:02:25primary ways that people consume media.
15:02:28But even with the challenge of increased
15:02:29competition, Netflix has continued to
15:02:32evolve and is considered a leading
15:02:33streaming platform. This example
15:02:36illustrates the leadership
15:02:36characteristics of adaptability and
15:02:38resilience. Netflix has adapted over the
15:02:41years to stay relevant and they have
15:02:42shown resilience by continually moving
15:02:44forward despite challenges such as a
15:02:46heavily competitive market. Adaptability
15:02:48and resilience are two essential
15:02:50qualities necessary for effective
15:02:51leadership. Adaptability refers to the
15:02:54ability to adjust to changing
15:02:55circumstances and situations. Let's look
15:02:58at some of the benefits of being
15:02:59adaptable. Adaptable leaders can quickly
15:03:01assess new situations, make necessary
15:03:03changes to their plans, and effectively
15:03:06navigate unexpected challenges. For
15:03:08example, during CO 19, organizations had
15:03:10to adapt quickly to the idea of a remote
15:03:12workforce and make the required
15:03:14adjustments to technology and behaviors.
15:03:16Those who struggled perished.
15:03:18Resilience, however, refers to
15:03:19recovering quickly from setbacks and
15:03:21failures. Resilient leaders can maintain
15:03:23their focus and motivation even when
15:03:25things don't go as planned. A resilient
15:03:28leader might face a significant setback
15:03:30such as losing a key employee or a
15:03:32failed product launch. Rather than
15:03:34giving up, they can use the experience
15:03:35as a learning opportunity and develop a
15:03:37new plan. They maintain their focus and
15:03:39motivation and can inspire their team to
15:03:41do the same. Adaptability and resilience
15:03:44are good traits for a project manager to
15:03:46have. Some common ways that project
15:03:48managers need to apply adaptability and
15:03:50resilience are the following. Adjusting
15:03:52communication style, being open to
15:03:54feedback, embracing change, staying
15:03:56focused. Let's look at some examples to
15:03:58understand adaptability and resilience
15:04:00better. When many companies shifted to
15:04:02remote work during CO 19, there was a
15:04:04huge impact on communication between
15:04:06team members and stakeholders. Short
15:04:08hallway conversations and midday coffee
15:04:10brainstorms were no longer possible and
15:04:12asynchronous communication methods like
15:04:14team chats became even more popular. In
15:04:17this scenario, project managers had to
15:04:19quickly study and adapt to their team
15:04:20members communication styles and
15:04:22preferences. Amidst all this, the
15:04:24project managers had to ensure everyone
15:04:26followed the organization's work
15:04:27policies. The project managers tried to
15:04:30adapt their communication approaches to
15:04:31different communication preferences,
15:04:33which helped keep teams engaged and
15:04:35motivated to work towards project goals.
15:04:37In the end, success came to project
15:04:39managers who could adapt to change.
15:04:41Here's another example. Imagine a
15:04:43project manager leading a construction
15:04:45project to build a new office block. The
15:04:47project manager receives news of supply
15:04:49shortages for a special type of wood and
15:04:51steel specified in the development
15:04:52plans. Changing the material will
15:04:55require changing the building permits.
15:04:57In this scenario, the project manager
15:04:59should not make a rash decision.
15:05:01Instead, the project manager can contact
15:05:03team members, stakeholders, and other
15:05:04project leaders for feedback and ideas.
15:05:07For example, construction contractors
15:05:08can provide feedback on alternative
15:05:10materials. Local officials and
15:05:12regulators can provide feedback on how
15:05:14to expedite the permit process and
15:05:16suggest alternative solutions to meet
15:05:18any regulatory requirements. Resilience
15:05:20is key. As a good leader, a project
15:05:22manager should constantly look for
15:05:24solutions and never give up. In this
15:05:26video, you learned that adaptability and
15:05:28resilience are two important qualities
15:05:30that are necessary for effective
15:05:32leadership. Adaptability refers to the
15:05:35ability to adjust to changing
15:05:36circumstances and situations. Resilience
15:05:39refers to the ability to recover quickly
15:05:41from setbacks and failures. Project
15:05:43managers can apply adaptability and
15:05:45resilience by adjusting their
15:05:46communication styles, being open to
15:05:49feedback, embracing change, and staying
15:05:50focused.
15:05:54[Music]
15:06:01Welcome to expert viewpoints overcoming
15:06:03resource challenges. In this video, we
15:06:06will hear experts and leaders discuss
15:06:07overcoming resource challenges.
15:06:10How did you overcome resource planning
15:06:12challenges you have encountered?
15:06:16>> Resource planning challenges can be very
15:06:18real and very critical. And when you get
15:06:21to a larger size company or you start
15:06:24having multiple projects running in
15:06:26parallel of competing priority, resource
15:06:29management and capacity planning becomes
15:06:31more difficult. So one, you need to have
15:06:34clear understanding as a resource
15:06:36planner of what the tasks are, how long
15:06:38they're going to take in general, and
15:06:40when your projects are going to wrap up
15:06:42so that you can you can start the the
15:06:45synchronized conducting of resourcing.
15:06:48Second is once you've come up with good
15:06:51resourcing plans, you see the eb and
15:06:53flow of the projects, you begin to
15:06:56identify peaks and valleys. Um, for us,
15:06:59July and September tend to be slower
15:07:01months. And so, how can I take advantage
15:07:04as a resource planner of slower months
15:07:07when December and through April is a
15:07:10just insane race to get work done? Um,
15:07:13so I look for trends uh as far as our
15:07:16projects. I look for resource alignment.
15:07:19Are there project teams that work really
15:07:21well together on specific projects? Are
15:07:24there others where it just doesn't work
15:07:25out? We have to rematch. Um I look for
15:07:28that and then I also bring in other
15:07:31people. So within our organization at
15:07:33scaleup, each team is responsible for
15:07:35their own resources, but managing and
15:07:38prioritize prioritizing projects across
15:07:41the entire company is my responsibility.
15:07:44And so I have to understand everybody's
15:07:46schedules almost and commitments and and
15:07:49project commitments so that I can advise
15:07:52swaps. Um we need more instructional
15:07:54designers here or I've got a high
15:07:56priority there. How can I send people
15:07:59over to the right spots at the right
15:08:01time and and not completely derail other
15:08:03projects that need to continue? So to do
15:08:06that um I meet with all my my leads, all
15:08:10my managers and then all of our
15:08:12supporting teams as well. and understand
15:08:14workloads, capacity challenges, and then
15:08:17I can make those decisions better
15:08:19informed in the moment. I don't get them
15:08:21all right, but I try to be as informed
15:08:24as I can.
15:08:26I would say the greatest resource
15:08:28challenge I encounter is a failure to
15:08:31plan and manage resource risks. A
15:08:34project requires a defined number of
15:08:37personnel, equipment, supplies,
15:08:39materials,
15:08:41and potentially other miscellaneous
15:08:43resources such as licenses or permits.
15:08:46Unfortunately, many project managers
15:08:49assume that resources will be available
15:08:51when needed
15:08:53and find this assumption was erroneous
15:08:55as the project progresses. Planning is
15:08:58the key. So, the logical follow-up
15:09:00question is how do you overcome them?
15:09:03Well, let's share a step-by-step
15:09:05approach and see if we can answer this
15:09:07question. Step number one, break out the
15:09:10project into phases and chronological
15:09:13activities that must be accomplished.
15:09:16The best tool to accomplish this is
15:09:18referred to as a work breakdown
15:09:21structure or WBS.
15:09:24Step number two, assign core team
15:09:27members who are knowledgeable on each
15:09:30activity in that work breakdown
15:09:32structure. It is their job to define all
15:09:36resource requirements for that
15:09:39particular activity.
15:09:41Step number three, document all
15:09:44activities and resource requirements on
15:09:46a tool called the resource breakdown
15:09:49structure. This tool defines each
15:09:52resource required by activity and
15:09:56defines when the resource will be
15:09:58required. And finally, determine who
15:10:02manages and distributes the resources
15:10:04you need. Share your time phased
15:10:07resource breakdown structure with these
15:10:10individuals.
15:10:11Identify any risks upfront and begin
15:10:14working those responses ahead of time.
15:10:17I was working on a project a few years
15:10:19ago with a company that I was with and I
15:10:21was leading a team to redo the website
15:10:26of a major tech company and my team was
15:10:30responsible for creating content for
15:10:32about 30 pages of the website and we
15:10:37only had one content writer at the time.
15:10:39And as we were looking at the project
15:10:41schedule and trying to figure out how we
15:10:43were going to get everything done, we
15:10:45realized there was no way that we would
15:10:47be able to complete the project with
15:10:49just one resource. So I was facing some
15:10:52resourcing challenges. There was not
15:10:55anyone else that was available on
15:10:59different teams or other teams to
15:11:01support my content writer. and we really
15:11:04just needed some folks to uh write
15:11:08content for the website. So, I actually
15:11:11had to go to the
15:11:14manager that was above me to let her
15:11:18know first of all that we were going to
15:11:20have resourcing issues and that we had
15:11:22resourcing issues and that the timeline
15:11:24was going to be impacted if we didn't
15:11:27get any more resources. And in working
15:11:30with her, we discussed that there was
15:11:33potentially a budget to bring on some
15:11:35more resources, but it also wasn't her
15:11:38decision. So, her and I had to come up
15:11:41with a plan. How many resources did we
15:11:44actually think that we were going to
15:11:46need? How long did we think that we were
15:11:48going to need those resources for? What
15:11:51skills did those resources need to have?
15:11:54And then what was the available budget
15:11:56that we had to spend on those resources?
15:11:59And then we actually took that to our
15:12:01VP, that plan to our VP and requested
15:12:05that we get some contracting resources
15:12:08just for the duration of the project. So
15:12:11her and I had to put together this plan
15:12:14and then we pitched it to the VP of our
15:12:16department who um approved the use of
15:12:21contractors and approved our plan. But
15:12:24then I was stuck because I needed the
15:12:27resources. I had the money for the
15:12:29resources now and I was approved to get
15:12:31the resources, but I still didn't have
15:12:33those resources. So, I actually had to
15:12:36and I needed them very quickly. So, I
15:12:39actually had to tap some people in my
15:12:41network to ask them
15:12:44a if they wanted to to do this work, if
15:12:47they were available to work, and if they
15:12:49wanted to do this work, and if they
15:12:52didn't, if they knew anyone who would be
15:12:54available to do that work, um, and had
15:12:57the skill set that we needed. And so
15:12:59within a few days of getting the budget
15:13:01and the plan approved, I was doing
15:13:04interviews and uh talking to some people
15:13:07that we could use as contracting
15:13:10resources. And we were really able to
15:13:13find just two or three people who could
15:13:16work for a short amount of time. They
15:13:19were uh willing to do the role. They had
15:13:22the skills that we needed and we were
15:13:24able to get those people um within our
15:13:27budget.
15:13:32[Music]
15:13:41Welcome to introduction to agile
15:13:42development in scrum. I'm John Rafrano
15:13:45and I'll be your instructor throughout
15:13:46this course that not only teaches you
15:13:48what agile is but introduces you to the
15:13:50tools and techniques that I have used
15:13:52over the years to become agile.
15:13:55According to Project Management
15:13:56Institute, more than 70% of
15:13:58organizations have incorporated some
15:14:00agile approaches and 77% of companies
15:14:03adopt scrum. Additionally, more than 25%
15:14:06of manufacturing firms use agile
15:14:09exclusively. And based on research from
15:14:10Price Waterhouse Coopers, agile projects
15:14:13are 28% more successful than traditional
15:14:16projects. Unfortunately, 47% of all
15:14:19agile transformations fail according to
15:14:21Forbes. 47%. That's almost half. Why do
15:14:25you think that is? One study by version
15:14:28one shows the number one reason agile
15:14:30projects fail is inexperienced with
15:14:32implementing and integrating the agile
15:14:34methodology. You see, agile is not just
15:14:36a process that you follow. It's a
15:14:39mindset that you become. It's a
15:14:41philosophy that requires you to think
15:14:43differently about managing teams and
15:14:45projects. Executive leadership needs to
15:14:48change their long-term focus and instead
15:14:51focus on delivering value quickly and
15:14:53iteratively to delight their customers.
15:14:56In order to succeed at becoming agile,
15:14:58you must change the company culture.
15:15:01Another reason agile projects fail is
15:15:02that agile is not something you could
15:15:04simply learn from a book. I like to use
15:15:06the analogy of learning how to drive a
15:15:08car. Those of you who drive No. They
15:15:10they don't give you the keys to the car
15:15:11in the owner's manual and say, "Here, go
15:15:13learn how to drive." No. Someone who's
15:15:16driven before usually goes out with you
15:15:18sitting in the passenger seat telling
15:15:19you what to watch out for, how hard to
15:15:21press on the gas or the brake pedal. You
15:15:24have to practice with an instructor to
15:15:27acquire the skills to drive. Agile is a
15:15:30lot like that. For this course, I will
15:15:32be instructing you on not only what to
15:15:34do, but what to look out for. We'll
15:15:37discuss both patterns and anti-atterns
15:15:40because recognizing when something is
15:15:42wrong is just as important as knowing
15:15:45how to do something right. You'll learn
15:15:47the importance of being organized into
15:15:49small coll-located crossfunctional teams
15:15:52and how to empower your teams to be
15:15:54self-managing so they could make
15:15:56decisions faster. I'll teach you how to
15:15:58perform agile planning with practical
15:16:00examples taken from software development
15:16:03that you can apply to your own situation
15:16:05regardless of what you're developing.
15:16:08You'll see how concepts from lean
15:16:10manufacturing have found their way into
15:16:11agile and scrum and how at the end of
15:16:13every iteration, you should ask
15:16:15yourself, do we pivot or persevere? In
15:16:18other words, should we try change
15:16:19course, try something new, or keep going
15:16:22the way you are?
15:16:24This course will equip you with what you
15:16:26need to be successful in implementing
15:16:28agile in your organization. So absorb
15:16:31the videos, reinforce your learning with
15:16:33the quizzes, and use the discussion
15:16:35forums to talk with your peers and
15:16:37classmates. Like anything else, the more
15:16:40you practice, the better you get. So
15:16:42make sure you challenge yourself to
15:16:43complete the hands-on final module at
15:16:45the end and start building your agile
15:16:48planning skills.
15:16:50Congratulations on embarking on this
15:16:52exciting journey and good luck.
15:16:59[Music]
15:17:04After watching this video, you'll be
15:17:07able to define the agile philosophy,
15:17:09describe the characteristics of agile,
15:17:11and explain the philosophy of the agile
15:17:13manifesto.
15:17:15So, what is agile? Agile is an iterative
15:17:19approach to project management that
15:17:21allows teams to be responsive and
15:17:23deliver value to their customers
15:17:24quickly. Notice I said iterative. Unlike
15:17:28other planning approaches where we plan
15:17:29out an entire year's worth of work, with
15:17:32agile, we plan out small increments and
15:17:35then get feedback from the customer to
15:17:37see if they like what we're doing and
15:17:38then we adjust as we go along.
15:17:41So what are some defining
15:17:43characteristics? Well, agile emphasizes
15:17:46this adaptive planning. As I said, we
15:17:48don't plan out an entire year. We just
15:17:50plan out a small iteration to see if we
15:17:54can deliver something of value to the
15:17:55customer and get feedback and see what
15:17:57they like. That allows us to do
15:18:00evolutionary development. So, our
15:18:02development is evolving over time. We're
15:18:05building instead of building the whole
15:18:06thing up at once, we're building it in
15:18:08small increments and then we evolve as
15:18:10we go and respond as we go. This gives
15:18:13us the opportunity to do early delivery.
15:18:16very key. If you're developing
15:18:18iterations and you're not delivering to
15:18:20your customer, you're not being agile.
15:18:22Early delivery is a key component of
15:18:24being agile. Putting something in the
15:18:26customer's hands, getting feedback from
15:18:28them to understand, do they like it?
15:18:30Should we pivot? Should we persevere?
15:18:32This is really, really a critical
15:18:34defining characteristic of being agile
15:18:36over just doing iterative development.
15:18:39That leads us to continuous improvement.
15:18:41So now we can continuously improve as a
15:18:44team. We continuously improve the
15:18:45product that we're delivering, right?
15:18:47Because we have the opportunity to get
15:18:49feedback from our customer because we
15:18:51delivered it and that allows us to be
15:18:54responsive to change. So as changes
15:18:56happen and changes always do, customers
15:18:58always have changing requirements. We
15:19:00can respond to those changes because we
15:19:02haven't planned too far in advance. The
15:19:04customer sees the progress we've made
15:19:05and then we can replan very very quickly
15:19:08and be responsive to what a customer
15:19:10needs.
15:19:12This brings us to the agile manifesto.
15:19:15The agile manifesto says, "We have come
15:19:17to value individuals and interactions
15:19:19over process and tools, working software
15:19:22over comprehensive documentation,
15:19:25customer collaboration over contract
15:19:27negotiation, and responding to change
15:19:30over following a plan. This is the
15:19:32important part that is while there's
15:19:35value in the items on the right, we
15:19:37value the items on the left more. It
15:19:39doesn't mean that we don't have process
15:19:41and tools. It just means that we value
15:19:43interacting amongst ourselves and with
15:19:46our customers more than the process and
15:19:48tools. It doesn't mean we don't
15:19:49document. Documentation's important so
15:19:52that people understand how to use your
15:19:54product. But we can't ship
15:19:55documentation. So let's not lose the
15:19:58focus. Working software is what we're
15:20:00here to deliver. It doesn't mean that we
15:20:02don't negotiate contracts. We still have
15:20:04contracts, but we want to collaborate
15:20:06with the customer. As things change, we
15:20:08want to be responsive, which means we
15:20:11not that we don't have plans, but we
15:20:14value responding to change over simply
15:20:16following the plan.
15:20:19Agile software development then is an
15:20:21iterative approach to software
15:20:22development that conforms to the agile
15:20:25manifesto. We want to make sure that
15:20:27we're keeping those four things in the
15:20:28manifesto, you know, on our minds a
15:20:31whole time. We also want to make sure
15:20:33that we emphasize flexibility,
15:20:36interacting with our peers, interacting
15:20:38with our customer, and having a high
15:20:40level of transparency so that everybody
15:20:42knows what everyone else is working on.
15:20:44Everybody feels responsible for
15:20:46delivering value to the customers. This
15:20:47is critically important. And then
15:20:49finally, we use small, colllocated,
15:20:52cross-functional, self-organizing,
15:20:55self-managing teams. We're going to talk
15:20:56a lot about this during this course.
15:21:00The key takeaway here is to build what
15:21:03is needed, not what was planned. If you
15:21:06build what was planned and the customer
15:21:08doesn't like it, why did you bother
15:21:10building it? It's really, really
15:21:11important to make sure that as needs
15:21:13change, and they will, you want to build
15:21:16what's needed from the customer
15:21:17regardless of what was planned, we could
15:21:19always replan and be responsive to
15:21:21change. In this video, you learn that
15:21:24agile is an iterative collaborative
15:21:26approach to software development using
15:21:28small cross- functional teams. The agile
15:21:31approach emphasizes flexibility,
15:21:33interactivity, and transparency. The
15:21:36agile manifesto describes the core
15:21:38values of agile. Individuals in
15:21:41interaction over process and tools,
15:21:43working software over comprehensive
15:21:44documentation, customer collaboration
15:21:47over contract negotiation, and
15:21:49responding to change over following a
15:21:51plan.
15:21:57[Music]
15:22:03After watching this video, you'll be
15:22:05able to describe the waterfall approach
15:22:07to software development, explain the
15:22:09problems with the waterfall approach,
15:22:11describe extreme programming approach,
15:22:14list the values of XP approach, and
15:22:17define conbon and list its core
15:22:19principles.
15:22:21So, let's take a look at traditional
15:22:22waterfall development. It all starts out
15:22:24with a requirements phase. people are
15:22:27gathering requirements, seeing what the
15:22:29customer wants, making sure that we're
15:22:30going to deliver something that the
15:22:31customer wants, at least for that point
15:22:33in time. And so this is a phase where
15:22:36all you're doing is documenting all the
15:22:39requirements that the customer might
15:22:40want in the system. Then you move on to
15:22:43the design phase. Notice I'm using the
15:22:46term phases here. This is very important
15:22:48because there was exit criteria and
15:22:51entrance criteria to move from one phase
15:22:53to the other. So once we've got all the
15:22:55requirements, we move on to the design
15:22:58hoping that we have all of the
15:23:00requirements that we actually need. So
15:23:02then in the design phase, the architects
15:23:04are designing. They're figuring out how
15:23:06do we take those requirements, turn them
15:23:08into working software. Uh and so they
15:23:10design the entire system. And then once
15:23:13that phase is done, we move on to the
15:23:15coding phase. So this is where the
15:23:16developers are hacky hack coding away.
15:23:19Now you'll notice this is called
15:23:21waterfall. and those arrows are flowing
15:23:23down because it's really hard to swim up
15:23:27a waterfall. So, this is an appropriate
15:23:29name because when you're in the coding
15:23:31phase and you find out this is a bad
15:23:33design, it doesn't work. It's real hard
15:23:36to go back up and redesign things. In
15:23:39fact, because we treat software
15:23:40development like civil engineering
15:23:42projects, sometimes some of those
15:23:44designers have moved on to the next
15:23:45project and you've got to go find them.
15:23:48So, very very difficult to go back and
15:23:50swim up the waterfall. Then after
15:23:52coding, we finally get to integrate. So
15:23:55all along we're coding in isolation.
15:23:57We're not integrating my module with the
15:23:59next person's module. You know, there's
15:24:01a time when all those modules come
15:24:02together. The first time we realize, do
15:24:04all these pieces of code even work
15:24:06together? And then we move on to the
15:24:08testing phase because now we've got a
15:24:10system that people can test. And as they
15:24:13find bugs, you got to go back, swim up
15:24:15the waterfall, and open some bugs in the
15:24:18coding phase and do some recoding. And
15:24:19then if one of those bugs that they
15:24:21tested uh turns out to be you really
15:24:23need to change the design because these
15:24:25things aren't interacting well way way
15:24:28up the waterfall very expensive to go
15:24:30back up to the design phase. And then
15:24:32finally after all the testing is done we
15:24:35deploy the software. So what's wrong
15:24:38with this approach? Well there's no
15:24:40provision for change. Every phase has
15:24:43entrance and exit criteria and when one
15:24:45ends you know the next one begins and
15:24:47there's just no provision for going back
15:24:49and changing the design or changing the
15:24:51requirements or anything like that. So
15:24:53the other problem is you don't know if
15:24:54it works to the end right there's no
15:24:56intermediate delivery. Nothing is
15:24:58delivered until that last step when we
15:25:01give it to the operations team and say
15:25:03go deliver this thing into production.
15:25:06The other is that each step ends when
15:25:08the next one begins. That's where it got
15:25:10this waterfall name where things are
15:25:12just passed down. And of course, every
15:25:14one of these is an opportunity to lose
15:25:16information uh you know and to to have a
15:25:18mishap happen or to have people get uh
15:25:21blocked because they can't accept you
15:25:23know the work from the previous phase
15:25:25and now you're waiting uh to get that
15:25:26next phase going. The other is that
15:25:29mistakes that are found later on are
15:25:31very very costly. Very costly to find
15:25:34something that's designed wrong in
15:25:35testing and go back and redesign it. And
15:25:38then finally, there's usually long lead
15:25:40times, right, between getting that
15:25:42software delivered from the time you
15:25:44first ex want the software and you
15:25:46design the software and code it and test
15:25:48it and by the time you finally deliver
15:25:49it, long long long lead times. So the
15:25:53problem here is teams are working
15:25:55separately. They're unaware of their
15:25:56impact to each other, right? The
15:25:58designers are unaware of the impact of
15:25:59the code. The coders are unaware of
15:26:01their impact to integrating all the code
15:26:03together. So everybody's working in
15:26:04their little silos for their little
15:26:06phase. And then this should be a scary
15:26:08thought. The people who are furthest
15:26:11away from the code, the poor operations
15:26:13team have to run this and manage this in
15:26:16production, right? They know the least
15:26:18about the code and they're the ones who
15:26:20are expected to run it. Not very
15:26:22efficient. Let's talk about another
15:26:24methodology, extreme programming. Uh
15:26:27this was introduced back in 96. Kent
15:26:29Beck introduced this. And if you look at
15:26:32the graphic on the right, you'll see
15:26:33that it is very iterative and talking
15:26:36about loops. You've got these major
15:26:38release plan on the outer loop and then
15:26:40you've got an iteration plan. And so the
15:26:42release may be months, the iterations
15:26:44may be weeks, acceptance test may be
15:26:46days, standup meetings once a day,
15:26:48right? Pair negotiation in hours, unit
15:26:50testing in minutes, pair programming in
15:26:52seconds. Uh you know, it's these tighter
15:26:54and tighter loops uh of of of doing work
15:26:57and then getting fast feedback. It's
15:27:00based on an iterative approach to
15:27:02software development. Uh and in fact,
15:27:04this is where agile got it from. Uh and
15:27:07the intent here is to improve software
15:27:08quality, right? Be responsive to change,
15:27:10be responsive to customer requirements,
15:27:12do things in small increments. And so
15:27:15many people recognize extreme
15:27:16programming as one of the first agile
15:27:19methods.
15:27:20So let's talk about extreme programming
15:27:22values. First is simplicity, right? Do
15:27:25what you need and no more. Don't
15:27:27overengineer. Don't overcode. Don't
15:27:30deliver more code than the customer
15:27:32asked for. Keep it simple. Very
15:27:33important. The next one is
15:27:35communication. Everyone on the team
15:27:37should be communicating. Knowing what
15:27:39everyone else is doing. It fosters a lot
15:27:41a lot of communication and people
15:27:43interacting. Very important as well. And
15:27:45then feedback. You have no idea how
15:27:47you're doing unless you're getting
15:27:48feedback. So having those feedback loops
15:27:51are critical to extreme programming and
15:27:53critical to agile in general. And then
15:27:56respect. Everyone feels that they are
15:27:58respected on the team, that they can
15:28:00offer advice, that they can make
15:28:01suggestions, uh, and that their
15:28:03suggestions are just as valuable as
15:28:05anybody else's suggestion on the team.
15:28:07There's no hierarchy. Everybody is peers
15:28:09on the team and respected for their
15:28:11ideas. And then finally, courage, right?
15:28:14We don't pad our estimates. We're just
15:28:16very honest about we think we could do
15:28:18this and we don't think we can do that.
15:28:19And we're not going to lie to you that
15:28:21we, you know, we can get this this done
15:28:22in this amount of time. We're very open
15:28:24and honest and extreme programming on
15:28:26these are the estimates. This is what
15:28:28we'll commit to. Next, there's conbon.
15:28:31This comes from the Japanese
15:28:32manufacturing systems. Uh and conbon
15:28:35literally means billboard sign and it's
15:28:37all about continuous flow on the
15:28:39manufacturing floor where these cards or
15:28:41notes would flow with the product from
15:28:44station to station uh going down the
15:28:46line. So the core principle of a conbon
15:28:49are visualize the workflow. If you can't
15:28:52see the work, you can't manage the work.
15:28:54And this is something we take into agile
15:28:56too. You you're going to find out we're
15:28:57going to use conbon boards in agile. And
15:28:59it's all about visualizing the work.
15:29:01Very very important that you could
15:29:03understand the work that needs to be
15:29:04done and everything is accounted for.
15:29:07Conbon also stresses limit the work in
15:29:10progress. You don't want and you're on a
15:29:12manufacturing floor, you don't want work
15:29:14to back up at one of the stations. But
15:29:16even when you're developing software,
15:29:17you don't want to have people working on
15:29:19too many things at once because, you
15:29:21know, you can only ship 100% of one
15:29:23thing that's working. You can't ship 50%
15:29:25of two things. And so, if you got one
15:29:27person working on two things, it's not
15:29:28good. And that comes from conbon to
15:29:30limit the work in progress. Then there's
15:29:33managing and enhancing the flow. In
15:29:35conbon, they're always looking to
15:29:37improve. They're always looking to
15:29:38change and understand how can we get a
15:29:40better flow, a quicker flow uh on the
15:29:43manufacturing floor. and then making
15:29:45policies explicit so that everyone
15:29:48understand how things work and everyone
15:29:50understands a definition of done. What
15:29:52does it mean to have something be done?
15:29:55We take that also from conbon in our
15:29:57agile um planning to understand what the
15:30:00definition of done is and then
15:30:02continuously improving very very
15:30:04important to get feedback and
15:30:06continuously improve on what you're
15:30:07doing. So conbon is all about uh making
15:30:10the flows work better, understanding
15:30:12them, seeing them, being able to measure
15:30:14them, and then continuously improving on
15:30:17how we can flow faster. In this video,
15:30:20you learn that the traditional waterfall
15:30:22approach to software development is a
15:30:23structured step-by-step process that can
15:30:26lead to problems not surface until later
15:30:28in development.
15:30:30The extreme programming was developed to
15:30:32improve software quality and
15:30:33responsiveness to changing requirements.
15:30:36XP values include simplicity,
15:30:38communication, feedback, respect, and
15:30:41courage. Conbon is a system
15:30:43characterized by visualizing workflow,
15:30:46limiting work in progress, managing and
15:30:48enhancing the flow, making process
15:30:50policies explicit, and continuously
15:30:52improving a process.
15:30:59[Music]
15:31:05After watching this video, you'll be
15:31:07able to list the five practices of
15:31:08working agile, explain working in small
15:31:11batches, define a minimum viable
15:31:13product, understand behavior-driven
15:31:15development, understand test-driven
15:31:17development, explain how pair
15:31:19programming works.
15:31:22So, let's take a look at what it really
15:31:24means to work in an agile fashion.
15:31:27First, you want to work in small
15:31:29batches. We get this from uh lean
15:31:32manufacturing. You don't want to make a
15:31:33big batch of something and then find out
15:31:35that you did it wrong because that's a
15:31:36lot of waste having to go back and
15:31:38change it. Next, you want to use minimum
15:31:41viable products to figure out what does
15:31:44the customer like, what doesn't the
15:31:45customer like. And then you want to use
15:31:48practices like behavior-driven
15:31:49development and test-driven development
15:31:52to improve your testing of the system
15:31:54from the outside in and from the inside
15:31:57out. And then finally, you want to take
15:31:59advantage of pair programming. This came
15:32:01from extreme programming, but pair ch
15:32:03program chroming is critically
15:32:04important. And so we're going to look at
15:32:06each one of these in turn
15:32:10working in small batches. Let's say I
15:32:12need to mail out a thousand brochures.
15:32:15And the steps are you need to fold the
15:32:17brochures and then insert the brochures
15:32:19into envelopes and then seal the
15:32:21envelopes and then finally stamp the
15:32:23envelopes with postage. So let's say
15:32:25that we're going to do these thousand in
15:32:27batches of 50, right? Big batches, 50 a
15:32:30piece. and assume that each step takes
15:32:32about six seconds to complete. So I can
15:32:33do about 10 steps per minute. Uh and so
15:32:36we do the first step folding, right? And
15:32:38at 10 per minute, it takes me about 5
15:32:40minutes to fold 50 of them. Then I move
15:32:44on to the next step. The next step is
15:32:46inserting them all. And again, it I
15:32:48could do about 10 of them per minute.
15:32:50And so it takes me five more minutes
15:32:52plus the five minutes from before. Now
15:32:54I'm 10 minutes into it. I've got them
15:32:56all folded and inserted. Then I move on
15:32:58to step three, sealing them all. Right?
15:33:00So now again about 10 per minute. I
15:33:02could do another uh 50 and another five
15:33:05minutes. So I'm up to 15 minutes, right?
15:33:08Wall clock time. And then finally, I get
15:33:10to step four and it took me 16 minutes
15:33:14to get my first finished product, right?
15:33:16The first one where I I had things that
15:33:18I could actually inspect it and see what
15:33:20the quality was. So what if the
15:33:22envelopes had no glue, right? it would
15:33:25be 11 minutes before I I figure out that
15:33:28something went wrong. What if there's a
15:33:30typo on the brochure? I have to go all
15:33:31the way back uh to to the beginning,
15:33:33right? Um so this is just very very
15:33:36wasteful working in these large batches
15:33:38like this now. Let's look at the same
15:33:40example with single piece flow. And
15:33:42again, assume each step takes about 6
15:33:44seconds to complete. With single piece
15:33:46flow, I fold right and put them in the
15:33:49envelope and seal them, put a stamp on
15:33:50them, and the first finished product is
15:33:52in about 24 seconds. Now, I can inspect
15:33:55it, see if it works, uh see if it's what
15:33:58I thought it was, and then let the rest
15:34:00of the flow rip. Now, what if the
15:34:02envelopes had no glue? Well, I would
15:34:04find out after uh maybe 18 seconds,
15:34:07right? And if there was a typo on the
15:34:08brchure, after 24 seconds. So, it's
15:34:11very, very important that we don't work
15:34:13in too large a batches. so that we can
15:34:15get fast feedback and that we can pivot
15:34:17and understand you know do we need to do
15:34:19something different and then make the
15:34:21changes that we need to make. So let's
15:34:24talk about minimum viable product. First
15:34:27let's understand what it is not because
15:34:29there's a misconception that a minimum
15:34:30viable product is like phase one of the
15:34:33project or you know the first beta or
15:34:35something like that and it's not. This
15:34:37is not what a minimum viable product is.
15:34:40A minimum viable product is the minimal
15:34:42thing that you can do to prove a
15:34:44hypothesis and gain learning and gain
15:34:46understanding. The difference between
15:34:48these two is that the first one is all
15:34:51about delivery, right? What am I going
15:34:52to deliver? But the second one is all
15:34:54about learning. What can I learn? What
15:34:57can I learn from putting out this MVP
15:35:00and and and get feedback and then maybe
15:35:02make the next one even better. So, it's
15:35:05important that at the end of each MVP,
15:35:08you decide whether to pivot or
15:35:09persevere.
15:35:12Let's look at an example. Here's a team
15:35:14that's developing a minimum viable
15:35:16product for a customer that wants a car.
15:35:19And so, in the first iteration, they
15:35:20deliver a wheel. The customer's like,
15:35:22"What am I going to do with a wheel? I
15:35:24can't do anything with this." Like,
15:35:25well, we're working iterations. We're
15:35:26trying to be agile here, right? And so,
15:35:28the next iteration, we'll give you some
15:35:30more. And they give them a chassis. And
15:35:31it's like, okay, I really can't do
15:35:34anything with this. And then finally,
15:35:35you know, they give them a car with no
15:35:37steering wheel. And and then eventually
15:35:40they get the car, right? And so they get
15:35:42this this coupe.
15:35:44That team did not understand how to
15:35:46create a minimum viable product. They
15:35:48were just doing iterative development.
15:35:50The second team understands the value of
15:35:52creating an MVP. At first, they give
15:35:56them a skateboard and the customer's
15:35:58like, "I asked you for a car and you're
15:36:00giving me a skateboard." Like, whoa,
15:36:01whoa. We're testing the color. How do
15:36:04you like that color red? Is that the
15:36:05color you want? Oh, yeah. Red's kind of
15:36:07cool, but you know, it's really hard to
15:36:09steer. We'll fix that in the next MVP.
15:36:13And then they add a way to steer it. And
15:36:15the customer's like, well, okay, you did
15:36:17give me a way to steer it, but I can't
15:36:18go very fast. I need a better form of
15:36:20locomotion. And then we'll deal with
15:36:22that in the next MVP. In the next
15:36:24iteration, they give them pedals.
15:36:26Somewhere along the way, while the
15:36:28customer is riding on that motorcycle,
15:36:30feeling the wind in their hair, they
15:36:32decide, "I want a convertible."
15:36:36In the first instance, the customer got
15:36:38exactly what they asked for months
15:36:40before cuz they were just following a
15:36:41plan. But in the second instance, the
15:36:44customer got exactly what they desired
15:36:47because they were working interactively
15:36:49with the development team. And in the
15:36:52end, you develop something that's a
15:36:53little bit different, but it's closer to
15:36:55what the customer really, really wants.
15:36:59Behavior driven development is when we
15:37:01describe the system from the outside in.
15:37:04This is usually done at an integration
15:37:07testing level, right? So, this is where
15:37:09we're taking the customer's view of the
15:37:11system. Usually, when you're doing BDD
15:37:14testing, you're doing it against the
15:37:16user interface, right? you're doing it
15:37:17against the thing that the customer sees
15:37:19to see if the um system behaves the way
15:37:22it's supposed to. So, if it's an
15:37:24e-commerce system, when I put something
15:37:25in my cart, does it behave the way I
15:37:27want? When I transfer a cart to an
15:37:28order, does it behave the way I want?
15:37:30It's really taking an outside in
15:37:32approach, it's not too concerned with
15:37:34the things going on underneath.
15:37:36The cool thing is it uses a single
15:37:38syntax that both the developers and the
15:37:41stakeholders can use to describe the
15:37:43system and agree on the behavior of the
15:37:46system on what the system does. So let's
15:37:48take a look at that syntax. It starts
15:37:51with these BDD feature scenarios where I
15:37:54say as a some role. So I want to know
15:37:57who is this for. I need some function
15:38:00right? So what is it the functionality
15:38:02that we actually need so that I get some
15:38:05business value. So now you know who is
15:38:08it for? Is it for the customers? Is it
15:38:09for the system administrator? Right?
15:38:11Who's getting the the value out of this?
15:38:13What is it they need and why do they
15:38:15need it? And that's the beginning of
15:38:17your feature file. And then you start
15:38:19running through scenarios. And here's
15:38:22where we use this common syntax. It's
15:38:24known as Girkin syntax after the Girkin
15:38:26pickle. Um and it goes something like
15:38:29this. given a set of preconditions.
15:38:32Right? So that kind of sets up the
15:38:33scenario. Given that this is true, I've
15:38:36got two items in my cart. I got three
15:38:37items in my order, whatever. When some
15:38:40event happens, right? So that's the
15:38:42thing that's under test, then I should
15:38:45see some observable outcome. So using
15:38:48this given when then syntax developers
15:38:51can understand it, stakeholders can
15:38:53understand it, everybody can understand
15:38:54this common syntax that when I have
15:38:57something in my cart and then I clear my
15:39:00cart, you know, I should see nothing in
15:39:02my cart. So so very very important to
15:39:04have the syntax in these BDD scenarios.
15:39:09Test driven development is testing the
15:39:12system from the inside out. Unlike
15:39:14behavior-driven development, it is
15:39:16concerned with the internals of the
15:39:18system, the single modules. Usually,
15:39:20this is called unit testing, right? And
15:39:22this is something that is unit test case
15:39:24driven. And we want to make sure that
15:39:26given these inputs, I get these outputs
15:39:28at a small module level. I don't know if
15:39:30when I put them all together, I'm going
15:39:32to get the behavior I want. That's kind
15:39:33of BDD. But for TDD, test-driven
15:39:35development, I'm just testing the system
15:39:38way down at the unit level. And so you
15:39:40write a test case first for the code you
15:39:42wish you had and then you write enough
15:39:44code to make that test case pass and
15:39:46then you start all over again and and
15:39:48and refactor. So the workflow goes
15:39:50something like this. I write a test
15:39:52case. You might say you write test cases
15:39:54before you write the code. Yeah, this
15:39:56keeps me f uh featured on what is the
15:39:59code supposed to do when I call this?
15:40:01How do I want to call this? What are the
15:40:02parameters I think I want to pass in?
15:40:04And then what does it do for me? So you
15:40:06write the test case first. Then you
15:40:08write enough code to make that test case
15:40:10pass. And then once it passes, then you
15:40:13can refactor the code because now you
15:40:15have test cases to keep you honest.
15:40:17You'll know if you broke anything. Now,
15:40:19because when the test case runs and it
15:40:21fails, it usually turns red. And then
15:40:24when it works correctly, it turns green.
15:40:26We tend to call this red green refactor.
15:40:29Watch a test, write a test case, watch
15:40:31it fail, make just write enough code to
15:40:33make it pass, and then refactor. Make
15:40:36it. You might not have made it very
15:40:37elegant just to make it pass. Now you
15:40:39can go back and you can add all sorts of
15:40:40error checking and whatnot. Make it a
15:40:42little more uh robust and then run the
15:40:44test cases. Make sure you didn't break
15:40:46anything.
15:40:48Pair programming. Pair programming. You
15:40:51might say two programmers working
15:40:53together on the same thing. Uh and the
15:40:56first thing is I'm paying two people to
15:40:58do one job. But actually it works out
15:41:01really really well because what you're
15:41:03doing is you've got one person writing
15:41:05code and then you've got another person
15:41:07who is another set of eyes on the code.
15:41:09So the question is would you rather find
15:41:11bugs in production? Would you rather
15:41:13find bugs while you're writing the code?
15:41:14It's a lot cheaper to find them while
15:41:16you're writing the code. So having two
15:41:18sets of eyes they check each other and
15:41:20they go back and forth. It's not just
15:41:22one and then the other. Usually in 20
15:41:23minute increments, right? Somebody's
15:41:25writing code, the other one is watching.
15:41:27And they're not just watching. Sometimes
15:41:28they're looking things up. Sometimes
15:41:30they're discussing what do you think I
15:41:31should call this variable? What do you
15:41:33think I should call this function?
15:41:34Right? It's two sets of minds working
15:41:37around this code. And what happens is
15:41:39you actually get higher quality code at
15:41:41the end of the day. Right? The code
15:41:43quality goes up because two people have
15:41:45already checked it. And so when you say
15:41:47I can't afford to pay two people to
15:41:49write one piece of code, you can't
15:41:51afford not to pay two people to write it
15:41:53because writing the code is the cheap
15:41:54part. debugging it and maintaining in
15:41:56production. That's the expensive part.
15:41:58And so if you want the expensive part to
15:42:00get cheaper, you want to have your
15:42:02programmers do pair programming. It's
15:42:04also very good to put a senior
15:42:05programmer with a junior programmer. Now
15:42:07the junior programmers can see how does
15:42:09the senior programmer approach the
15:42:11problem and so they learn they get
15:42:12mentorship and then the senior program
15:42:14can see how the junior person is making
15:42:16out or you get people who are unfamiliar
15:42:19with the code working with someone who
15:42:20is now you get more people learning the
15:42:22code because they they're and they're
15:42:24getting like a tutorial from the other
15:42:26person. So pair programming is really
15:42:28really great way of bringing all your
15:42:30people on your team up to a certain
15:42:32level. In this video, you learn that
15:42:36working in small batches means
15:42:37delivering something useful quickly. An
15:42:40MVP is the cheapest, easiest thing you
15:42:42can do to test a hypothesis and learn.
15:42:45Behavior-driven development makes sure
15:42:47you are building the right thing. And
15:42:49test-driven development makes sure
15:42:51you're building the thing right. While
15:42:53pair programming enables you to discover
15:42:55defects earlier and increase your code
15:42:58quality.
15:42:59[Music]
15:43:11After watching this video, you'll be
15:43:14able to distinguish between agile and
15:43:15scrum, define the key characteristics of
15:43:18the scrum methodology, and describe the
15:43:20steps in the scrum process.
15:43:23Agile and scrum are two words that many
15:43:26people use interchangeably, but there
15:43:28really is a difference. Agile is a
15:43:30philosophy. It is not prescriptive. It's
15:43:33a philosophy for doing work. Scrum is a
15:43:36methodology. It is prescriptive. It's a
15:43:39methodology for working in an agile
15:43:41fashion.
15:43:43So what is scrum? Well, it's a
15:43:45management framework for doing
15:43:47incremental product development. It
15:43:50emphasizes small cross-functional
15:43:52self-managing teams and it provides a
15:43:56structure of roles and rules and
15:43:58artifacts and we're going to learn about
15:44:00all of those.
15:44:02It also uses these fixed length
15:44:04increments that are called sprints.
15:44:06We're going to get into sprints in a
15:44:07moment. And it has a goal of building an
15:44:11increment each time through a sprint, a
15:44:14potentially shippable increment each
15:44:16time through that iteration. very very
15:44:19important that you get stuff in your
15:44:21customers hands early.
15:44:24So I like to say easy to understand,
15:44:28difficult to master. There's not a lot
15:44:30of rules in scrum, but somehow it's
15:44:33really, really hard to do. And I
15:44:34attribute it to being a barrel arena.
15:44:36Like all you have to do is dance on your
15:44:38toes, right? How hard could it be? Well,
15:44:41we all know it takes years to gain the
15:44:44muscle uh memory and and build up your
15:44:47muscles to be able to dance on your
15:44:49toes. It's not as easy as it looks. And
15:44:52scrum is the same way. Not as easy as it
15:44:54looks. So, my advice is if you've never
15:44:57done it before, hire somebody on the
15:44:59team who has. Have some to guide you,
15:45:02someone to mentor you, because it is a
15:45:04lot harder than it looks.
15:45:07So, let's talk about the sprint. A
15:45:09sprint is one iteration through the
15:45:12design, code, test, deploy cycle, right?
15:45:15So you're doing these many iterations.
15:45:16It's kind of like the software delivery
15:45:18life cycle in a in a MIDI in iteration.
15:45:22Uh every sprint should have a goal,
15:45:24right? You everybody should understand
15:45:26what is it we're trying to build with
15:45:27this increment. What should this
15:45:29increment do at the end of the sprint?
15:45:32And then the sprints are usually two
15:45:33weeks long. Some people say two to four
15:45:35weeks. I find four weeks to be far too
15:45:38long. A lot of things can change in four
15:45:40weeks, right? Remember, small, you want
15:45:42to work in small batches. Uh, and so I
15:45:44think it's really important to try to
15:45:45keep your sprints at two weeks. Some
15:45:47people get them down to one. That's a
15:45:49little too fast for me, but two weeks
15:45:50seems to be a good goal uh to make your
15:45:53sprints.
15:45:54So, let's look at the steps in the Scrum
15:45:56process. You've got the product backlog.
15:45:59This is the list of all the stories of
15:46:02everything you ever want to do with your
15:46:04product. This is it. This is everything.
15:46:06It's kind of your to-do list of
15:46:07everything you might want to do. Then
15:46:10we've got something called backlog
15:46:12refinement. That's when we go through
15:46:13the product backlog and we groom the
15:46:15stories to make sure that they're sprint
15:46:17ready because we want to start doing
15:46:19planning on those stories. Then we have
15:46:22a planning meeting where we produce a
15:46:24sprint backlog. Notice the sprint
15:46:26backlog is smaller than the product
15:46:28backlog. The sprint backlog is just
15:46:31those stories that we want to accomplish
15:46:33in the next sprint in the next two
15:46:35weeks. So we take from that product
15:46:37backlog, pair it down into a sprint
15:46:40backlog of just the stories to execute
15:46:42in the next sprint. And then we start
15:46:45our twoe sprints and every day we get
15:46:47together and do the daily scrum or the
15:46:50daily standup where everybody gets to
15:46:52answer three questions. What did you do
15:46:54yesterday? What are you going to do
15:46:55today? and is there anything blocking
15:46:57you or impeding you from getting uh
15:46:59further? Uh so you go through that every
15:47:01day for two weeks, build your sprint and
15:47:04then finally hopefully you've got a
15:47:06valuable shippable increment at the end
15:47:08of that process.
15:47:10Agile development is iterative. You're
15:47:13going to go through this again and
15:47:15again. Design, code, test, deploy.
15:47:17Design, code, test, deploy. I mean this
15:47:19is this is what you do in every sprint.
15:47:22And notice, you know, you've got to have
15:47:24some kind of deploy. It's not enough to
15:47:26just do design code and test design code
15:47:28and without deploying it and getting
15:47:30feedback, right? So, so every sprint you
15:47:33make a plan, you go through the software
15:47:35delivery life cycle cycle and then you
15:47:38deploy that application and you get some
15:47:40feedback from the customer that is input
15:47:42to the next plan to go through the next
15:47:45cycle.
15:47:47In this video, you learn that scrum is a
15:47:49methodology that follows the agile
15:47:51philosophy. The scrum management
15:47:53framework provides structure through
15:47:55defined roles, meetings, rules, and
15:47:58artifacts. It also prescribes small
15:48:01cross- functional self-organizing teams,
15:48:04uses fixed length iterations called
15:48:06sprints, and produces a potentially
15:48:08shippable product increment with every
15:48:10iteration.
15:48:12[Music]
15:48:23After watching this video, you'll be
15:48:25able to list the three roles of scrum,
15:48:27explain what a product owner does,
15:48:29explain what a scrum master does, and
15:48:31explain what a scrum team does. There
15:48:34are only three roles in scrum. It starts
15:48:37with the product owner. That's the
15:48:39person who has the vision. That's the
15:48:40person who calls the shots. They're the
15:48:42one who decides to pivot or persevere.
15:48:45Often I get asked the question, what's
15:48:47the difference between a product manager
15:48:48and a product owner? It's pretty simple.
15:48:51A product manager is a job title. A
15:48:54product owner is a scrum role. Your
15:48:56product manager might be your product
15:48:57owner, might not be your product owner.
15:48:59Don't get them confused. This is a role
15:49:02in scrum.
15:49:04Then there's the scrum master. We want
15:49:07them to be mentors, right? We want them
15:49:10to be the smartest person about scrum on
15:49:12the team to help the rest of the team
15:49:14implement scrum. So that is somebody
15:49:16that you want to be guiding the team. If
15:49:18you don't have an experienced scrum
15:49:19master, get one because that can make or
15:49:22break a team. If you've got experienced
15:49:24teams, maybe they don't need an
15:49:25experienced scrum master. But if you've
15:49:27got a team just starting out in scrum, I
15:49:30recommend the scrum master be
15:49:31experienced. And then there's a scrum
15:49:33team or sometimes called the development
15:49:35team. Not to be confused with a team of
15:49:37software engineers. The development team
15:49:39are the people who are developing
15:49:41whatever it is you're delivering. They
15:49:42could be software engineers, testers,
15:49:44operations folks, uh business analysts,
15:49:47whoever it is that's part of the team
15:49:49that's delivering the product increment.
15:49:51So, let's dig deeper into each one of
15:49:53these roles to see what they do. The
15:49:56product owner, they represent the
15:49:58stakeholder interests. If there's any
15:50:00questions about what the stakeholders
15:50:02want, you should go to the product
15:50:04owner. You don't need to go to the
15:50:05stakeholder. who is a stakeholder. It's
15:50:07usually the person with the checkbook.
15:50:09It's the person who is funding whatever
15:50:10it is that you're doing, right? They're
15:50:12the one at the end of the day that are
15:50:14paying you to do it. Um, but this
15:50:16product owner is the liaison between the
15:50:18the scrum team and the stakeholders and
15:50:21their interests. They also articulate
15:50:23the product vision. This is very key.
15:50:26Product owners have to have a vision of
15:50:28where they're going. It really, really
15:50:29important. And when and they should
15:50:31articulate that vision to the team so
15:50:33the whole team knows where they're
15:50:35going. They are the final arbiter of
15:50:38requirements or questions. You have any
15:50:39questions on the requirements don't need
15:50:41to go to the stakeholders. You go to the
15:50:43product owner. They are the liaison. And
15:50:45they constantly rep prioritize the
15:50:47product backlog adjusting any
15:50:49expectations. And so every time through
15:50:52a sprint we go through the product
15:50:53backlog. the product owner, maybe the
15:50:55scrum master will go through the product
15:50:56backlog and they will rep prioritize and
15:50:58they will um groom these stories and
15:51:01make them give them more detail. Uh so
15:51:03that is one of the jobs of the product
15:51:05owner making sure that backlog is sprint
15:51:07ready. They also accept or reject each
15:51:10product increment. So that's the person
15:51:11that says, "Yep, let's go with it. Let's
15:51:13ship it or no, not quite what the
15:51:15customer asked for. Um you know, let's
15:51:17try again. We'll write some more stories
15:51:18and and try to get it right the next
15:51:20time." Uh so they decide whether to
15:51:22ship. It's it's their sole
15:51:24responsibility. They decide whether to
15:51:26continue development. Maybe you you
15:51:28don't need to persevere. Maybe you need
15:51:29to pivot. Maybe you need to do something
15:51:31different. Uh so they would uh make that
15:51:33decision as well.
15:51:35The scrum master facilitates the scrum
15:51:38process. They should be the smartest
15:51:39person in the room about scrum. It's
15:51:42very important to have an experienced
15:51:43scrum master. If you have an
15:51:44inexperienced team, if you have a very
15:51:46experienced team in scrum, you might not
15:51:48need a very experienced scrum master or
15:51:50uh you might have a scrum master uh
15:51:53between a couple of teams that are
15:51:54experienced because they don't need um a
15:51:56lot of uh his time. They coach the team.
15:52:00We want them to be agile coaches, right?
15:52:02We want them to be mentors. We want them
15:52:04to help the team through the scrum
15:52:06process. They create an environment that
15:52:09allows the team to be self-organizing,
15:52:11right? So the the team decides what they
15:52:13do. They're the ones that are going to
15:52:14commit to a uh to a sprint increment and
15:52:17the pro and the scrum master has to make
15:52:19sure that the team has the ability in
15:52:21the environment in which they can do
15:52:22that and be self-organizing. They also
15:52:24shield the team from external
15:52:26interferences, right? Keep them in the
15:52:27zone. So if customers are grabbing team
15:52:30members or stakeholders or calling team
15:52:31members, you know, the scrum master
15:52:33needs to stop that. They need to say if
15:52:35you need something, you come to me,
15:52:36right? Let the team alone. Let them do
15:52:38the work they need to do. They also help
15:52:41resolve impediments. We're going to find
15:52:43that we do a daily standup and the three
15:52:45questions we ask during that standup are
15:52:47what did you do yesterday? When did you
15:52:48get it got done today? And are there any
15:52:50impediments? If anyone on the team has
15:52:52an impediment, it is the c the scrum
15:52:55master's highest priority that day to
15:52:56get them unblocked to remove that
15:52:58impediment. Very very very important.
15:53:00It's very different than traditional
15:53:02project management where a project
15:53:03manager if you told me you have an
15:53:05impediment they'll ask you what are you
15:53:06going to do about it? It's not the scrum
15:53:07master's job. The scrum master's job is
15:53:09to say I will give that impediment to
15:53:11me. I will get it fixed. You move on to
15:53:13some more productive work.
15:53:16They also enforce the sprint time boxes,
15:53:18right? So, you've got 15minute um daily
15:53:21standup and they make sure it stays at
15:53:2315 minutes, right? And all the other
15:53:25scrum meetings, they make sure that
15:53:26their time box, the twoe spread, make
15:53:28sure we don't go over the two weeks
15:53:29during the sprint.
15:53:31They capture empirical data, maybe
15:53:33adjust forecast, right? So, they're the
15:53:35one who's making sure looking at
15:53:37burndown charts and making sure that the
15:53:39team is going to reach their goals. And
15:53:41they should have no management authority
15:53:44over the team. And I get a lot of
15:53:46questions about this. Uh you know, why
15:53:48can't they be a manager? Well, the scrum
15:53:50master has to be, if you will, a friend
15:53:53to the team, right? A coach to the team.
15:53:56And it's a very unique manager, uh, you
15:53:58know, that the team members can come to
15:54:00and tell them, you know, I don't feel I
15:54:02have enough training for this or I don't
15:54:03feel I can I'm good enough to do that or
15:54:05whatever. They need somebody they can
15:54:06confide in. And usually that's not a
15:54:08management person or somebody you know
15:54:10who controls uh that person's salary.
15:54:12And so they they need to be there to
15:54:14lend an ear and to help the team. So I
15:54:16recommend that they not be a manager of
15:54:19the team. They be somebody else that the
15:54:20team can confide in.
15:54:23Then there's the scrum team themselves.
15:54:26This is a crossf functional team
15:54:28consists of developers, testers,
15:54:30business analysts, domain experts,
15:54:31operations people. If you're doing
15:54:33DevOps, I mean it's a crossf functional
15:54:35team. very very very important that it's
15:54:38not just software engineers like we used
15:54:40to do traditionally when we did uh
15:54:42waterfall development.
15:54:44The scrum team is self-organizing.
15:54:46There's no externally assigned roles.
15:54:48Everybody is equal. Everybody has the
15:54:50same role. They're part of the scrum
15:54:52team. Uh they are self-managing. They
15:54:55self assign themselves work. So uh when
15:54:57you're looking at you know the combon
15:54:59board uh and you're saying well how do I
15:55:01know if somebody I've assigned enough
15:55:03work to somebody? The answer is you
15:55:05don't because you don't assign work to
15:55:07anyone. The scrum team pulls the work
15:55:09off of the combon board, assigns it to
15:55:12themselves and starts working on it.
15:55:14Very very different. It's why I say, you
15:55:16know, scrum easy to understand,
15:55:17difficult to master. Some people can't
15:55:20get the hang of this, but this is how it
15:55:21works. You've got to let them uh be
15:55:23self-managing.
15:55:25Now, they shouldn't be too large. A
15:55:27scrum team is 7 plus or minus two. I've
15:55:29heard some people say five plus or minus
15:55:31two, but the idea is that they're small.
15:55:32They're not 20 25 people. They should be
15:55:36colllocated if at all possible. They are
15:55:38most successful when they're
15:55:39coll-located. There is empirical data
15:55:41for that, right? They just are more
15:55:43successful when people are together
15:55:44hopefully in the same team room. But if
15:55:46they can't be, my recommendation is if
15:55:48the team has to be geographically
15:55:50dispersed, put at least two members in a
15:55:52geography or time zone so that they can
15:55:55collaborate together and then maybe have
15:55:57other people on the team in another time
15:55:58zone. Don't just stick one person alone
15:56:00in a time zone. they kind of get
15:56:02forgotten about and it it's really not
15:56:03fair to them. You need people to
15:56:05collaborate with. Uh very very very
15:56:07important. And then they're dedicated.
15:56:10Most successful teams have long-term
15:56:12full-time members. They're not on
15:56:15multiple projects. They're not getting
15:56:16pulled off for other projects. You know,
15:56:18I've I've st I've stood in meetings uh
15:56:21daily standups where someone says, "What
15:56:22did you do yesterday?" And they say, "My
15:56:24manager pulled me off to do something
15:56:25else. I didn't get anything done for
15:56:27this project yesterday." That is a sign
15:56:29that you're in trouble, right? You do
15:56:31not want to have people on multiple
15:56:32projects. You want them to be dedicated
15:56:34if you want to be a high performing
15:56:37successful team.
15:56:39They negotiate commitments with the
15:56:41product owner one sprint at a time.
15:56:44They're not committing for what they're
15:56:45going to do down the road. They're not
15:56:47committing in January for what they're
15:56:48going to do in September. They're going
15:56:50to commit what am I going to get done in
15:56:51the next two weeks. And they've got a
15:56:54autonomy on how to reach those
15:56:55commitments. So they're not told how to
15:56:57do something. They're told what needs to
15:56:59get done and then get out of their way.
15:57:00You hired good people. Let them do their
15:57:02thing and let them figure out how to get
15:57:04that thing done.
15:57:07In this video, you learn that the
15:57:09product owner represents stakeholders,
15:57:10articulates the product vision, and
15:57:12decides priorities, requirements, and
15:57:14readiness to ship. The scrum master
15:57:16coaches the team, promotes a cooperative
15:57:19environment, shielding the team from
15:57:20interference and unblocking impediments.
15:57:23The scrum team is small, dedicated,
15:57:26colloccated, cross-functional, and
15:57:28self-managing.
15:57:29The scrum team negotiates commitments
15:57:31with the product owner one sprint at a
15:57:33time. The scrum team has autonomy
15:57:36regarding how to reach its commitments.
15:57:38[Music]
15:57:49After watching this video, you'll be
15:57:51able to describe the three Scrum
15:57:53artifacts, explain the five Scrum
15:57:55events, and discuss the benefits of
15:57:57Scrum. Let's take a look at the
15:58:00artifacts of Scrum. The first is the
15:58:02product backlog. This is a list of all
15:58:05the stories you're ever going to want to
15:58:06do. It's all your requirements for the
15:58:08product that haven't been done yet. So
15:58:11any stories that are not in the current
15:58:12sprint are in the product backlog. Some
15:58:15teams have a product backlog and an ice
15:58:17box and a release backlog, but for the
15:58:19most part, we'll call those all the
15:58:21product backlog. Everything you're ever
15:58:23going to do in the future. Then there's
15:58:26the sprint backlog. Those are the
15:58:28stories that you're going to do in the
15:58:29next two weeks, in the next sprint. So
15:58:32those are stories that are kind of on
15:58:34deck uh to be executed.
15:58:37And then you've got a done increment. A
15:58:39done increment is a product increment
15:58:42that is completed by the end of a
15:58:44sprint. And so you work for two weeks in
15:58:46a sprint and then hopefully at the end
15:58:48of that you've got a complete or done
15:58:50increment. Scrum has five events. The
15:58:54first is the sprint planning meeting.
15:58:56That's where you get together to plan
15:58:58out the sprint. Uh in that meeting,
15:59:00you'll have the product owner and the
15:59:03scrum master and the entire team
15:59:05planning out what to do next where the
15:59:07team commits to the stories that they're
15:59:09going to fulfill in the next sprint.
15:59:11Then you've got the daily scrum or daily
15:59:14stand-up meeting. And this happens every
15:59:15day, right? usually in the same place,
15:59:18same time um where they meet to kind of
15:59:20synchronize on how are we doing, what
15:59:22are we going to get done today um and is
15:59:25anybody have any impediments uh that can
15:59:27be relieved by the scrum master. Then
15:59:30there's the sprint itself, right? That
15:59:32is the two weeks in which everybody is
15:59:34working. And then at the end of the
15:59:36sprint, you have a sprint review. That's
15:59:38demo time. That's when you demonstrate
15:59:40what you've done to the stakeholders so
15:59:42they could see the advancements that
15:59:44you've gotten, the new features that
15:59:46you've put in the product. And then
15:59:48finally, and most importantly, is the
15:59:50sprint retrospective. That retrospective
15:59:53is where the team reflects on what went
15:59:56well, what didn't go well, what could we
15:59:58change uh for the future.
16:00:01So what are some of the benefits of
16:00:02using scrum? Well, higher productivity,
16:00:06right? When everybody is meeting every
16:00:07day to understand what to do, when we've
16:00:09got a conbon board with all our work in
16:00:12progress so everyone can see what
16:00:13everyone's working on, it lends itself
16:00:15to higher productivity uh because people
16:00:18are kind of self-managing and being very
16:00:19productive. It's also better quality,
16:00:22right? Better software quality because
16:00:24the team is engaged in what they're
16:00:26doing. They're running tests. They're
16:00:28using behavior-driven development.
16:00:29They're using test-driven development,
16:00:31right? and they're getting higher
16:00:33quality out of their um out of the code
16:00:35that they're writing because they're
16:00:36constantly testing it. You get reduced
16:00:39time to market because you're working in
16:00:41small increments. So small increments
16:00:43mean I get something done, I get a done
16:00:45increment sooner that I can then put out
16:00:47and have customers test and have
16:00:49customers enjoy. You're also increasing
16:00:52stakeholder satisfaction because they're
16:00:54not waiting months and months and months
16:00:55to see if whatever you've built is what
16:00:57they want. They get to see it much
16:00:59quicker. That makes them much happier.
16:01:01And then of course you get better team
16:01:03dynamics because it's transparent.
16:01:05Everyone knows what everyone's working
16:01:07on. Everybody chips in when somebody
16:01:09gets stuck. It's really really a better
16:01:11environment and a more productive
16:01:12environment for developers to be working
16:01:14in. And finally that leads to happier
16:01:17employees, right? Employees understand
16:01:19that they are in control. Uh they are
16:01:21pulling things off the backlog. Uh
16:01:23they're committing to a sprint uh one
16:01:26one sprint plan at a time. and so they
16:01:28feel more in control and they feel
16:01:29happier about their jobs. I want to take
16:01:32a look for a moment at scrum versus
16:01:34conbon. We're going to use a conbon
16:01:36board in uh scrum, but we're not going
16:01:38to follow the whole conbon process. So,
16:01:40I just want to show you what's different
16:01:42about it when we talk about scrum and
16:01:44talk about conbon. First, there's the
16:01:47cadence. Scrum uses fixed length
16:01:49sprints, usually two weeks in in
16:01:51duration. Conbon is continuous flow.
16:01:54It's it's something you would do on a
16:01:56manufacturing floor, right? You don't
16:01:58produce a batch of cars every two weeks.
16:02:00You have cars coming off the assembly
16:02:02line all day long. Uh the release
16:02:05methodologies are different, right?
16:02:07Scrum releases at the end of a sprint.
16:02:09And Conbon does continuous delivery. And
16:02:12so some teams do do software and follow
16:02:14Conbon where they continuously deliver
16:02:16code. Whenever the code is ready, they
16:02:18push it out. They don't wait till the
16:02:20end of a sprint. But scrum uses these uh
16:02:22fixed length sprints to do release. And
16:02:25then there's the roles. I we just shown
16:02:28you that we have product owners and
16:02:29scrum masters and and and development
16:02:31teams in scrum. There are no real roles.
16:02:34There could be an agile coach in
16:02:35combine, but there are no roles in
16:02:37conbon. There are just the people who
16:02:38are working to produce whatever it is
16:02:40you're producing. And then the key
16:02:42metrics in scrum is velocity. We haven't
16:02:45learned about velocity yet, but velocity
16:02:47is how much work a uh team can get done
16:02:50in two weeks. Conbon looks at cycle
16:02:52time. You know, how long does it take
16:02:54from inception to get getting something,
16:02:56you know, off of the off of the assembly
16:02:57line, right? From beginning to end, what
16:02:59are my cycle times of, you know, maybe
16:03:01getting an order from a customer and
16:03:03actually producing the number of things
16:03:05that are in that order.
16:03:07And then there's a change in philosophy,
16:03:10right? In scrum team should strive not
16:03:12to make changes to the sprint forecast
16:03:14during the sprint. Sometimes it happens,
16:03:16sometimes you have to do it, but what
16:03:18you want to do is that two weeks is
16:03:20locked in and if anything else needs to
16:03:21be done, we we'll address it at the end
16:03:23of the two weeks. Whereas conbon change
16:03:25can happen at any time. They're
16:03:27continuously improving, continuously
16:03:30changing. Um and and anyone can decide
16:03:32there's a defect in something and make a
16:03:34change and change the process and keep
16:03:36going. Um there's there's no limit to uh
16:03:38to the change philosophy.
16:03:41In this video, you learned that scrum
16:03:43produces a product backlog, a sprint
16:03:45backlog, a complete or done increment.
16:03:49The scrum events are sprint planning,
16:03:51daily scrum meetings, sprints, sprint
16:03:53reviews, and sprint retrospectives.
16:03:56If done well, Scrum can increase
16:03:58employee productivity and happiness,
16:04:00improve product quality, reduce time to
16:04:03market, and enhance stakeholder
16:04:05satisfaction.
16:04:06[Music]
16:04:17After watching this video, you'll be
16:04:20able to describe how proper organization
16:04:21contributes to success. Explain how
16:04:24teams should be aligned. Explain why
16:04:26autonomy is important and discuss why
16:04:28the entire organization must adopt agile
16:04:31to be effective.
16:04:34I can't stress enough how critical
16:04:36organization is to success. A lot of
16:04:39companies don't understand this. They go
16:04:41in with their existing teams and they
16:04:43think they're going to make those teams
16:04:44agile. But what they don't realize is
16:04:46that your existing teams may need to be
16:04:49reorganized in order to take full
16:04:51advantage of becoming agile.
16:04:54Back in 1968, Melvin Conway made a
16:04:57statement that is now known as Conway's
16:04:58law. Any organization that designs a
16:05:01system defined broadly will produce a
16:05:03design whose structure is a copy of the
16:05:06organization's communication structure.
16:05:08What this means is if you ask four teams
16:05:11to build a compiler, you're going to get
16:05:13a fourpass compiler. You should not be
16:05:15surprised you got a fourpass compiler.
16:05:17You ask four teams to build it.
16:05:20Likewise, if you have a UI team and an
16:05:22app team and a database team, they're
16:05:24going to build a three- tier
16:05:25architecture. And you should not be
16:05:27surprised you got a three- tier
16:05:28architecture, you ask three teams to
16:05:30build it. So, how should these teams be
16:05:33organized? They should be aligned. You
16:05:36want them to be loosely coupled. You
16:05:37don't want a lot of dependency between
16:05:39teams, but you want the teams to be
16:05:40tightly aligned because they are
16:05:42building a single application. And then
16:05:45each team has its own mission, which
16:05:47should be aligned with the business. If
16:05:49I was developing an e-commerce
16:05:51application and I had 50 developers, I
16:05:53wouldn't put them on one big team like I
16:05:55did when I built monoliths, what I would
16:05:57do is I would break them up into smaller
16:05:59teams, an order team, an accounts team,
16:06:01a shop cart team, a recommendation team,
16:06:04right? And they would have ownership of
16:06:06that business area. And then the team
16:06:09should have endtoend responsibility. You
16:06:12want them to build it, run it, and debug
16:06:14it in production. You want that team to
16:06:16be responsible end to end for what
16:06:19they're building. And then finally, they
16:06:21need to have a long-term mission. It
16:06:24really doesn't work well when you're
16:06:25pulling people on and off projects
16:06:27because they don't feel a sense of
16:06:29ownership. So a long-term mission is
16:06:32critical to business success. Autonomy
16:06:35is critically important. It's motivating
16:06:37and motivated people build better stuff.
16:06:40It's just a fact. It's fast. decisions
16:06:44happen locally on the team level rather
16:06:46than waiting for decisions to come down
16:06:48from on high. You know, this is what
16:06:50really holds people up. And so by
16:06:53minimizing these handoffs and and
16:06:55waiting around, the teams don't get
16:06:57bogged down. They get to make their own
16:06:59decisions and they get to run at their
16:07:01own speed.
16:07:03This graphic, the wall of confusion, was
16:07:05made famous by Andrew Clay Schaefer, but
16:07:07it's all about the diametrically opposed
16:07:09metrics that we use with development and
16:07:11operations. Development wants change,
16:07:14right? They are measured on getting new
16:07:16changes out into production. Whereas
16:07:18operations, they're measured on
16:07:20stability. How do you make the system
16:07:22stable? Don't change anything. These are
16:07:25diametrically opposed views. And if you
16:07:26hold these views in your organization,
16:07:29it doesn't matter how agile you are,
16:07:31you're not going to get the benefits
16:07:32that you think you're going to get. Now,
16:07:34I didn't draw this graphic, but I was on
16:07:37a project just like this. We were being
16:07:39agile. We started out in January and we
16:07:42were working in sprints and finally in
16:07:44the middle of February we had something
16:07:46we wanted to deploy and so we went to
16:07:48the operations team and they said open a
16:07:51ticket. We figure okay we'll open a
16:07:53ticket we'll get it deployed in a week
16:07:55or so and the ticket stayed later and
16:07:58later and later and we waited and we
16:08:00developed more functionality and still
16:08:02getting didn't get deployed. Well the
16:08:05finally the application got deployed in
16:08:07September and I left the project in
16:08:09December. I couldn't take it anymore.
16:08:11The moral here is if the entire
16:08:13organization doesn't become agile, it
16:08:16doesn't matter that your development
16:08:17team is agile if your ops team is not.
16:08:20This is what DevOps is all about. And
16:08:23you really should look into adopting
16:08:25DevOps if you want to take full
16:08:27advantage of becoming agile. Otherwise,
16:08:30they're just going to wait and wait and
16:08:32wait for the ops team to catch up to the
16:08:34agile development team.
16:08:36Let's look at the alignment of agile and
16:08:39DevOps. One of the goals of agile is to
16:08:42deliver software faster. While DevOps
16:08:44goal is accelerating time to market,
16:08:47perfectly aligned. In agile, we want to
16:08:50be responsive to change. And in DevOps,
16:08:52we're trying to tightly align the IT
16:08:54organization with the business to um to
16:08:57produce business value. In agile, we're
16:09:01looking at obtaining higher quality. And
16:09:03in DevOps, we're trying to increase the
16:09:04productivity of it. Those two goals are
16:09:08in alignment. And so quite often, if you
16:09:11really want to get the full benefit of
16:09:13being agile, you should look into
16:09:15adopting DevOps as a practice as well,
16:09:17so that the ops team is just as agile as
16:09:21the development team.
16:09:23In this video, you learn that how you
16:09:26are organized can affect the systems
16:09:28that you build. Giving teams autonomy
16:09:31leads to motivated teams who can execute
16:09:33faster and build better systems. Not
16:09:36adopting agile across your organization
16:09:38can lead to operational bottlenecks. And
16:09:41agile and DevOps are closely aligned
16:09:44goals.
16:09:45[Music]
16:09:57After watching this video, you'll be
16:09:59able to discuss how agile is more than
16:10:00just iterative development and describe
16:10:03what agile is not. I want to introduce
16:10:06you to a pitfall that a lot of
16:10:08organizations fall into. They claim that
16:10:11they're agile and then they start a new
16:10:13project and so they've got this studying
16:10:16and approval going on, this design and
16:10:18planning. We call this the fuzzy front
16:10:20end, right? They're kind of doing
16:10:22waterfall stuff. They're building
16:10:24requirements. They're doing a lot of
16:10:25planning, a lot of upfront stuff. Uh,
16:10:28and it doesn't really seem agile.
16:10:31Then they get into doing the actual
16:10:33development. And there they're being
16:10:35iterative. So they're iterating on the
16:10:37plan, iterating, iterating, iterating.
16:10:39The problem is they're just iterating.
16:10:42They're not being agile. They're not
16:10:44stopping at the end of each iteration to
16:10:47get feedback from the customer because
16:10:48they haven't deployed anything. They
16:10:50have no way of getting feedback from the
16:10:52customer. They're not stopping at the ev
16:10:54end of every iteration and saying,
16:10:56"Should I pivot or persevere?" They're
16:10:59just following a plan. Iterating,
16:11:01iterating, iterating, following the
16:11:04plan. And then finally, there's what we
16:11:06call the last mile where they're trying
16:11:09to deploy it and it takes forever to
16:11:11deploy because nobody's ever deployed it
16:11:13before. This is the first time
16:11:15everything's been integrated together,
16:11:17right? And the operations team is trying
16:11:18to get it all working and it takes a
16:11:20long, long time. People think they're
16:11:23agile. They think they're working agile
16:11:25simply because they're iterating. But we
16:11:27like to call this water scrumfall.
16:11:30They're just doing waterfall with they
16:11:33think they're doing scrum in the middle.
16:11:34They're not really doing scrum in the
16:11:36middle. They're just doing iterative
16:11:37development. And so this is a pitfall a
16:11:40lot of companies fall into. Uh and it's
16:11:42really not being agile. If a company is
16:11:45doing all this planning up front,
16:11:47they're not being agile. They're not
16:11:48going to be responsive to change.
16:11:50they're not going to be getting fast
16:11:51feedback unless they're deploying
16:11:52quickly. So, this is a pitfall you want
16:11:55to avoid. So, let's talk about what
16:11:58agile is not. Agile is not just an
16:12:01iterative software development like
16:12:03cipher like a mini waterfall. If you're
16:12:05going to do waterfall tactics and plan
16:12:07everything out, you're not going to be
16:12:09agile. Agile is not just developers
16:12:12working in sprints, right? The
16:12:14development team in agile are developers
16:12:17and testers and business analysts and
16:12:20maybe ops people if you're doing DevOps,
16:12:22right? It's a crossf functional team.
16:12:24It's not just software engineers.
16:12:27And the agile manifesto has no mention
16:12:30of an agile project manager, right? So
16:12:33there are no agile project managers. If
16:12:35you've got a project manager who's doing
16:12:38command and control, you're not being
16:12:40agile.
16:12:42In this video, you learned that many
16:12:44companies adhere to their waterfall
16:12:45planning and just call it agile. Simply
16:12:49doing iterative development is not agile
16:12:51unless you are being responsive to
16:12:53change and delivering value often.
16:12:56Project management is very different
16:12:58when working as an agile team because
16:13:00self-managed teams assign work to
16:13:02themselves.
16:13:04[Music]
16:13:15After watching this video, you'll be
16:13:17able to articulate why upfront planning
16:13:19leads to missed deadlines and summarize
16:13:21why iterative planning leads to greater
16:13:23accuracy.
16:13:25Douglas Adams famously once said, "I
16:13:28love deadlines. I love the whooing sound
16:13:30they make as they go by. There goes
16:13:32another deadline." This happens to us
16:13:34all the time. We put a stake in the
16:13:36ground and we miss it. The question is,
16:13:39why does this happen? But more
16:13:41importantly, what can we do to avoid it?
16:13:46I like to call this navigating the
16:13:47unknown, right? So, if I told you that
16:13:50you need to navigate across this field
16:13:51of penguins, um, you know, you might
16:13:54look down at the bottom there and say,
16:13:55"Well, I can I can kind of put my foot
16:13:57here and and maybe step in and step
16:14:00around and but then when you get to the
16:14:01middle, like how do you plot a course to
16:14:04the other side?" Oh, and by the way, the
16:14:06penguins are going to keep moving as
16:14:08you're moving through them. A lot like
16:14:10software development where the the
16:14:12operating system is getting patched and
16:14:13p and packages are getting patched and
16:14:15you know things keep moving moving. But
16:14:18you know that as you kind of tiptoe into
16:14:20the middle of those penguins and you
16:14:22look down, it's going to look a lot like
16:14:24it did at the beginning when you because
16:14:27you know more. You're at a different
16:14:28vantage point. And that's the whole
16:14:30idea, right? From this vantage point,
16:14:33you can probably continue to plot along
16:14:35and as you get closer, you'll have the
16:14:37next vantage point where you can plot
16:14:38along. So the message here is don't
16:14:42decide everything at the point you know
16:14:44the least. We do this all the time. At
16:14:46the beginning of a project, we know
16:14:48practically nothing. We know very little
16:14:50about the project. Uh and that's when we
16:14:52do all of our planning, right? As if we
16:14:54can figure out what's going to happen
16:14:55towards the end. So stop doing that,
16:14:57right? That's what agile is all about.
16:14:59Iterative planning. Don't decide
16:15:01everything in the beginning when you
16:15:03know the least. What you want to do is
16:15:05just plan for what you know and then as
16:15:08you move along right you decide you know
16:15:10more you adjust the plan. So your
16:15:12estimates are going to be more accurate
16:15:14this way because you know if somebody
16:15:15asks you what are you going to be doing
16:15:163 months from now tell them well I can
16:15:19tell you that with maybe 50% accuracy
16:15:21right but I can tell you with almost
16:15:23100% accuracy what I'm going to do 2
16:15:24weeks from now right and the two weeks
16:15:26after that. So the idea here is don't
16:15:29try to be omnipotent cuz you're not
16:15:31right. Don't try to plan everything up
16:15:32front. You want to plan as you go and as
16:15:34you learn more then you could add more
16:15:36to the plan and get greater and greater
16:15:38estimates at where you are and how long
16:15:40it's going to take for you to get there.
16:15:43In this video you learned that planning
16:15:45everything at the beginning of the
16:15:46project can lead to missed deadlines and
16:15:48iterative planning allows for course
16:15:50corrections and more accurate estimates.
16:15:53[Music]
16:16:04After watching this video, you'll be
16:16:06able to describe why placing existing
16:16:08people in new roles without training
16:16:10will lead to failure.
16:16:13So, I'd like to discuss some
16:16:14organizational things that people do
16:16:16when they're trying to become agile that
16:16:18do lead to failure. And one is placing
16:16:21people in a new role without giving them
16:16:23training. So the product manager becomes
16:16:25the product owner. There's a big
16:16:27difference here. The product manager is
16:16:28a job title. Product owner is a scrum
16:16:31role. They may be the same person. They
16:16:33may not be the same person. Then I see
16:16:35the project manager becoming the scrum
16:16:37master with no training on how to be a
16:16:39scrum master. And finally the
16:16:42development team becomes a scrum team,
16:16:43but they're just software engineers.
16:16:45There's no testers on the team. There's
16:16:47no ops people on the team. There's no
16:16:49business analysts or anything on the
16:16:50team. So let's look a little deeper into
16:16:53why doing these things leads to failure.
16:16:56First, there's the product manager
16:16:58becoming the product owner. The product
16:17:00manager is usually a business person who
16:17:02manages the budget. They may or may not
16:17:04have a vision for where things are
16:17:06going, but the product owner is the
16:17:08visionary who leads the team in a series
16:17:10of experiments designed to achieve
16:17:12whatever the sprint goal is. And these
16:17:14are not often the same sets of skills.
16:17:17you need to be more focused on where to
16:17:19take the product than how to uh manage
16:17:22the budget and also the product manager
16:17:25is usually a person they're focused on
16:17:26operational assets of the business right
16:17:29instead of being a conduit between the
16:17:31stakeholders and the team translating
16:17:33those business um requirements into the
16:17:36technical goals that the team needs to
16:17:38achieve. So just be careful. Some
16:17:40project uh product managers are good at
16:17:42being product owners, some of them are
16:17:43not. Just understand while one of them
16:17:45is a job title, the other one is a role
16:17:47in scrum and it may not be the same
16:17:50person.
16:17:52The next thing is the project manager
16:17:53becoming the scrum master. It's key to
16:17:56understand how project managers work. A
16:17:59project manager is a task manager. They
16:18:01keep everyone marching to a plan. You
16:18:03know, when I teach agile, uh, quite
16:18:05often I'll get someone in the back of
16:18:06the room who's watching me do our sprint
16:18:08planning and creating our combine board,
16:18:10and they'll say, "Uh, excuse me. How do
16:18:12I know when I've uh, assigned too much
16:18:14work to somebody?" And the answer is,
16:18:17you don't assign work to anyone. That's
16:18:19why there's no way to tell, right?
16:18:21They're a self-managing team. They
16:18:22assign work to themselves. So, it's a
16:18:24very different job role being a scrum
16:18:26master where you're a coach that keeps a
16:18:28team focused on the current sprint, on
16:18:30being self-managed. The other big
16:18:32difference between a project manager and
16:18:34a scrum master is that when the project
16:18:37manager feels that you have an
16:18:38impediment, they document the risk in
16:18:40their little spreadsheet. Right? This is
16:18:42what they do. They document risks. Uh
16:18:44and so if I've got a a problem, I've got
16:18:47some blockage. The project manager going
16:18:49to say, "What are you going to do to
16:18:50unblock yourself as opposed to a scrum
16:18:52master that eliminates impediments while
16:18:54buffering the team from interruptions?"
16:18:56And so if the team says, "I have an
16:18:58impediment," the scrum master should
16:19:00say, "Uh, let me handle that for you.
16:19:02You go work on something uh more
16:19:04productive and let me get that out of
16:19:06your way." Project managers will almost
16:19:08never say that. So it really takes a
16:19:10different kind of person to take the
16:19:12role of scrum master than the way
16:19:14project managers were taught to manage
16:19:15projects to a plan and document risks.
16:19:19And finally, it's the development team
16:19:21versus the scrum team. I mean, a
16:19:22development team is usually just
16:19:24software engineers, right? just
16:19:25developers but a scrum team is a cross
16:19:27functional team. It includes developers
16:19:29and testers and security people and
16:19:31business analysts and ops uh anybody
16:19:33that we need to go build and increment.
16:19:35So it's very important that you
16:19:37reorganize and you create crossf
16:19:39functional development teams not just a
16:19:41group of software engineers.
16:19:45This is my favorite quote from Bill
16:19:47Caner. Until and unless business leaders
16:19:49accept the idea that they are no longer
16:19:51managing project with fixed functions,
16:19:53time frames and cost as they did with
16:19:54waterfall, they will struggle to use
16:19:57agile as it was designed to be used.
16:20:00So the roles have changed. You can't put
16:20:03people in a new role without giving them
16:20:06training, right? Otherwise, a project
16:20:08manager will try as hard as they might
16:20:10to turn a combine board into a Gant
16:20:13chart because that's all they know is
16:20:15managing projects with Gant charts. Very
16:20:18important that this mindset has to come
16:20:20down from upper management. Upper
16:20:22management cannot be asking you to
16:20:24predict things way far into the future.
16:20:26Instead of asking what are you going to
16:20:27get done by the end of the year, they
16:20:29should be saying what are you going to
16:20:30do in the next two weeks? How are you
16:20:31going to delight my customers at the end
16:20:33of the next sprint?
16:20:35In this video, you learn that placing
16:20:38existing people in new roles without the
16:20:40proper training will lead to failure
16:20:42because agile roles need a different
16:20:44focus and new priorities. The agile
16:20:47mindset must be adopted by management.
16:20:50[Music]
16:21:02After watching this video, you'll be
16:21:04able to describe what a conbon board is,
16:21:06explain what each pipeline is used for,
16:21:08and summarize the workflow across a
16:21:10conbon board.
16:21:13So, there are lots of agile planning
16:21:16tools out there. But one thing you need
16:21:18to understand is that a tool won't make
16:21:21you agile. You really have to have the
16:21:24agile mindset to become agile. Tools
16:21:26will support your agile process, but you
16:21:29have to have the process first. I've
16:21:31seen a lot of people who haven't had
16:21:33training try to make a conbon board look
16:21:35like a Gant chart. Those are two
16:21:37different things, two different ways of
16:21:38doing project management. So, it's
16:21:40really important that you understand
16:21:42this. And there are lots and lots and
16:21:44lots of agile planning tools. Most of
16:21:46them do the same thing. Um, but some of
16:21:48them are a little more complicated than
16:21:50others. I just need epics and stories to
16:21:52describe my plans. Some of them go into
16:21:55tasks and subtasks and I don't that's
16:21:57micromanaging in my estimation, right?
16:22:00just epics and stories are fine. And so
16:22:02I like to use a tool called uh Zenhub
16:22:04and we're going to use Zenhub for this
16:22:06course. So what is Zenhub? Well, it's a
16:22:10plugin to GitHub. It's one of the
16:22:12reasons I like it. My developers stay in
16:22:14GitHub and they use this Zenhub plugin.
16:22:17What ZenHub does, it allows you to add
16:22:20project management tools, a conbon board
16:22:23to manage your projects while you remain
16:22:25in GitHub. So that's pretty important to
16:22:28me. Um the other is is that Zenhub is
16:22:31customizable. It starts out with a set
16:22:33of uh columns which are called pipelines
16:22:36uh in your combon board, but you can
16:22:38customize them to be anything you like.
16:22:40You can make it as complex or as simple.
16:22:42I like to keep them simple. So why do we
16:22:45use it? Well, one of the main reasons is
16:22:48because it uses GitHub issues. It's not
16:22:51another tool with another thing that I
16:22:53have to go off and edit. And that's one
16:22:55of the problems I find is if you're
16:22:57using too many tools and a developer has
16:23:00to go someplace else to update the
16:23:01status, that status is going to be out
16:23:04of date 100% of the time because as soon
16:23:06as they update it, they're going to go
16:23:07on and do something else and it's not
16:23:09going to be reflected in the status. So
16:23:11that's the reason I like Zenhub. It
16:23:13provides an easy way to understand what
16:23:16is going on. I've got my combine board
16:23:18in GitHub and if anybody asks me how's
16:23:21the project going, management wants to
16:23:23know where are you? They can open up the
16:23:25Zenhub combine board. They could see all
16:23:26the issues that are still in the sprint,
16:23:28haven't been worked on, all the issues
16:23:30that are currently being worked on and
16:23:32who's working on them and all of the
16:23:34issues that we already have done. So
16:23:36very very important to get a quick
16:23:38status of where we are in a project. And
16:23:41as I said, it maintains an upto-date one
16:23:44version of the truth. Developers work on
16:23:47stories in GitHub all day long. The
16:23:50issues in GitHub, which are stories,
16:23:51those issues are the things that they
16:23:53open and close and they don't have to go
16:23:55someplace else to update the status. The
16:23:58status is kept right in their favorite
16:23:59tool, GitHub.
16:24:02So, it allows developers to go one place
16:24:05to get things done and not have to
16:24:07update multiple tools.
16:24:10So, what is a conbon board? We've been
16:24:12talking about conbon boards here. Very
16:24:14simply put, there's things that you need
16:24:16to do, things that you're doing, and
16:24:18things that you've already gotten done.
16:24:20It doesn't have to be any more
16:24:21complicated than that. People make it
16:24:23very, very complicated, but it's kind
16:24:25of, you know, what I got to get done,
16:24:27what am I working on now, and what have
16:24:29I already done? And you move things
16:24:31across the conbon board um in order to
16:24:34uh show the progress that you're making.
16:24:36So, it's a very visual way of seeing
16:24:38exactly where you are at any point in
16:24:40time. Now, here's a real conbon board.
16:24:44Uh, and as you can see, it's got the uh
16:24:46the product backlog. Um, and it's got
16:24:48what's on deck. It's got what's doing
16:24:50and what we have done. So, it's kept it
16:24:53very simple, but this is a real conbon
16:24:56board. It's not a tool. It's not some
16:24:58electronic thing. It's a physical
16:25:00whiteboard with a bunch of sticky notes.
16:25:02So in true conbon fashion of having a
16:25:05billboard note, a note that moves along
16:25:08the supply chain, moves along the
16:25:09management uh the uh manufacturing
16:25:12chain, that's what they do. You take a a
16:25:14sticky note and you write the story on
16:25:16it and then you move the sticky note
16:25:18across the whiteboard across those
16:25:20columns. I mean that's as simple as a
16:25:22conbon board needs to be.
16:25:25So let's talk about the default
16:25:27pipelines or columns that are in Zenhub.
16:25:32It starts with new issues. New issues is
16:25:35like your inbox. When anybody opens up
16:25:37an issue, it defaults to going into the
16:25:39new issues column. And so I don't like
16:25:42to leave it there too long. Uh when I
16:25:44when I do my backlog refinement and I
16:25:46and I work on my combine board, I
16:25:49usually do new new issue triage first
16:25:51and say this is something that just came
16:25:53in. Where should it go? And I move it to
16:25:55another pipeline or I reject it. but I
16:25:58don't keep it in the new issue so that
16:26:00when another one comes in, I know, oh,
16:26:02that must be really new because I just
16:26:04cleaned that out. Kind of like your
16:26:05inbox for for emails. Then there's the
16:26:08ice box. This is unique to Zenhub, but I
16:26:11kind of like it. The ice box is cold
16:26:13storage. Uh it is where you put things
16:26:16that are going to be you're going to
16:26:17work on long term. So, if I'm not going
16:26:19to get to something for a while, I'll
16:26:21throw it in the ice box so I don't
16:26:22forget about it. Uh but then it is not
16:26:25in my other pipelines that I'm actively
16:26:27working on so that they don't get too
16:26:28cluttered up. After the ice box is the
16:26:31product backlog. The product backlog is
16:26:33everything you ever want to do forever
16:26:36in your product that you haven't done
16:26:37yet. Right? It doesn't contain things
16:26:39you're doing. It contains all the things
16:26:41you haven't put in a sprint that you
16:26:43want to work out at some time in the
16:26:45future. And again, in order to keep that
16:26:47product backlog not too cluttered,
16:26:49things that are long-term future, I like
16:26:52to move into the ice box. That brings us
16:26:54to the sprint backlog. The sprint
16:26:56backlog is what we're going to do in the
16:26:59next two weeks. So, I've taken things
16:27:01from the product backlog and moved them
16:27:03to the sprint backlog to make a sprint
16:27:05plan. Now, the developers don't have to
16:27:08worry about any of these other
16:27:09pipelines. they just concentrate on the
16:27:11sprint backlog because that is the work
16:27:13we're going to do in the next sprint.
16:27:16Then once we start working on things, we
16:27:18move them to in progress. So I know that
16:27:21when I see those cards, those stories in
16:27:23the in progress column, I know that
16:27:25somebody's working on them, as they
16:27:27assign them to themselves, their little
16:27:28avatar shows up. So I can see exactly
16:27:30who is working on what and what is being
16:27:33worked on as we speak. Once the work is
16:27:36complete, then a developer will usually
16:27:38create a pull request to go pull their
16:27:40work back into the base branch. And so
16:27:44those go into review QA. You can also
16:27:46set up GitHub and Zenhub so that it
16:27:49automatically creates pull requests in
16:27:51that review QA column. Uh and so that's
16:27:54so that developers know when they see
16:27:56something show up there that they need
16:27:58to go look at it and help another
16:28:00developer out and review their story. uh
16:28:02and and make sure that they get it it
16:28:05meets the criteria needed to go merge it
16:28:07into the rest of the code. And then
16:28:10finally, there's the done column. After
16:28:12we're all done, we've merged our code
16:28:14back, then we move the story to the done
16:28:17column. So done means the developer is
16:28:19done. It doesn't mean that it's been
16:28:21accepted by the product owner. That is
16:28:23something that happens during the sprint
16:28:25review, but it does mean that the
16:28:26developer is done with that story. They
16:28:28go back to the sprint backlog, pull
16:28:30another story into in progress, assign
16:28:33it to themselves, and keep working. So,
16:28:35the flow goes from left to right. New
16:28:38stories come in on the left, and a done
16:28:41increment winds up going out on the
16:28:43right.
16:28:45In this video, you learn that a conbon
16:28:48board is a way of tracking plan items
16:28:50needed to be done, items in progress,
16:28:52and items completed.
16:28:54A conbon board is made of multiple
16:28:56pipelines.
16:28:58Work moves from left to right as it is
16:29:00completed.
16:29:01[Music]
16:29:13After watching this video, you'll be
16:29:15able to define a user story, describe
16:29:18the parts of a good user story, explain
16:29:20why adding acceptance criteria is
16:29:22important, define the invest acronym,
16:29:25and describe an epic and when to use it.
16:29:28So, what is a user story? Simply put, a
16:29:32user story represents a piece of
16:29:35business value that the team can deliver
16:29:38within a done increment. We used to call
16:29:40these requirements, but user stories are
16:29:42so much more. Requirement is usually I
16:29:44need this, I need that. But a user story
16:29:46includes who is it for? What do they
16:29:49need? But very importantly, why do they
16:29:52need it? What is the business value that
16:29:54they get out of getting this feature or
16:29:56function?
16:29:59So stories should contain a good
16:30:01description of the business value. What
16:30:03it is, who needs it, what is the value
16:30:05that we get out of that story. Then I
16:30:08like to have any assumptions and any
16:30:11details documented in the story.
16:30:13Sometimes you know they're assumptions.
16:30:14You're doing a story uh and it needs
16:30:16some kind of persistence and you know
16:30:18you're going to use a relational
16:30:19database. Put that in there to give the
16:30:21developer a hint. Hey, don't go looking
16:30:22for NoSQL databases. We decided we're
16:30:25going to use a relational database. So
16:30:26anything you know any assumptions we're
16:30:29going to provision something in the
16:30:30cloud put that in the user story to so
16:30:33the develop developer knows what your
16:30:34intentions are and then most important
16:30:38you need the definition of done some
16:30:40acceptance criteria how do I know when
16:30:43this story is complete when it is done
16:30:45you don't want to find out at the sprint
16:30:46review that the uh the product owner
16:30:48says hey that's not what I wanted you
16:30:51want to document the definition of done
16:30:52to say well this is the definition we
16:30:54agreed on this is what the story does.
16:30:57And if it's not what you want, we can
16:30:58write another story. But we did what
16:31:00this said it should do.
16:31:03So the story description, what do you
16:31:05put in that description? Um, again, you
16:31:08want to document a persona requesting
16:31:10some functionality to get some goal,
16:31:13right? Achieve some goal, get some
16:31:14business value. And so the way that we
16:31:16do this is with this following syntax as
16:31:20a role. What's the role? Is it uh the
16:31:22marketing manager? Is it the customers?
16:31:24Is it the CIS admin? Right? Who is this
16:31:26for? And then I need some functionality.
16:31:29What is it that they need? This is the
16:31:31meat of the user story. But very
16:31:33importantly, so that I gain some
16:31:36business benefit. What is the benefit of
16:31:38delivering that function when we go back
16:31:41and we prioritize the backlog? We're
16:31:44going to look at the business value as
16:31:46one of the criteria to say should this
16:31:48be high in the backlog or lower in the
16:31:50backlog. So it's very very important not
16:31:53only to have what it is but what's the
16:31:55value that we get out of it.
16:31:58Then there's assumptions and details. So
16:32:00anything that you know right it doesn't
16:32:01have to be in a great detail but
16:32:03anything you know as I said you know if
16:32:05you know that you're going to use a
16:32:06database some persistence you know just
16:32:09list it there. Anything you talked about
16:32:10while you're writing the story put that
16:32:12in. What you're trying to do is help the
16:32:14developer understand what needs to be
16:32:17done. anything that wasn't obvious to
16:32:19get this story completed.
16:32:21And then there's the acceptance
16:32:23criteria, the definition of done. This
16:32:27is critically critically important.
16:32:29Really important to understand what
16:32:32makes this user story finished, complete
16:32:34or done. And for that we use a syntax
16:32:37called Girkin. Um named after the
16:32:40pickle. Uh and but Girkin is a syntax
16:32:43that makes it easy for stakeholders,
16:32:45customers and developers alike to
16:32:48describe the definition of done to
16:32:50describe the behavior of the system. And
16:32:52it goes something like this. Given some
16:32:55precondition, this sets up the story.
16:32:58Given I have five items in my shopping
16:33:00cart, right? Uh given I'm already logged
16:33:02into the system, given whatever the
16:33:04given is, it sets up the story. And then
16:33:07what's the action that happens, right?
16:33:09What is the thing that triggers it? When
16:33:11this happens, when I add another item to
16:33:13my cart or I delete an item to my cart
16:33:16and then finally, what is the testable
16:33:18result of that? Then I should see this,
16:33:21I shouldn't see that, I should have six
16:33:22items in my cart or I should see four
16:33:24items in my cart. Right? It makes it
16:33:27very easy for everyone to understand
16:33:29given this is the uh is the base case
16:33:32when this happens then I should have
16:33:34some measurable outcome and if I measure
16:33:36that outcome the story is done.
16:33:39So let's look at a sample story as a
16:33:42marketing manager. Now we know the role.
16:33:45This is not for the customer. This is
16:33:47not for the uh the CIS admin. This is
16:33:49for the marketing manager. So we know
16:33:51who is going to gain some benefit from
16:33:53this. I need a list of customer names
16:33:56and emails. So now we know what the
16:33:58function is. They need to list out
16:33:59customers with their emails. And then
16:34:02the business value so that I can notify
16:34:04them of marketing promotions. Now I can
16:34:07say how important is it to notify
16:34:09customers of marketing promotions and
16:34:11maybe I put that before another story
16:34:13that is less important. So now I've
16:34:15captured who is it for? What is it that
16:34:17I need and why do I need it? What value
16:34:20do I get from it? Then I like to put in
16:34:22any assumptions. These assumptions help
16:34:24the developer right in creating the code
16:34:27that goes with the story. So one
16:34:29assumption is we maintain customer
16:34:31emails. Maybe we don't. Maybe this story
16:34:34has a dependency on another story that
16:34:35actually creates the customer emails.
16:34:38Maybe there's another assumption.
16:34:39Customers have opted in to promotions.
16:34:42That's kind of important. Somebody might
16:34:44not have thought of that. Hey, we can't
16:34:45just email all our customers. We have to
16:34:47allow them to opt into getting
16:34:49promotions.
16:34:50And then we have the acceptance
16:34:52criteria. What is the definition of
16:34:54done? What is the behavior that we want
16:34:57this story to have? and we'll use that
16:34:59Girkin syntax given there are 100
16:35:02customers in the database. So that sets
16:35:04up the scenario
16:35:06and 90 have opted into email promotions.
16:35:10So this is critically important. It's
16:35:12not just all hundred, it's the hundred
16:35:13that have opted in to email promotions.
16:35:16So now developers know they need to
16:35:18filter how many customers in the
16:35:19database by who has opted in when I
16:35:23request a customer email list. So that
16:35:25is the action. That is the thing that
16:35:27happens. Then I should see a list of 90
16:35:30customer emails, not 100 customer
16:35:32emails, 90 customer emails cuz only 90
16:35:35opted in to the email promotion. So you
16:35:38can see that this is something you could
16:35:40give to a stakeholder. The marketing
16:35:41manager could understand the behavior
16:35:43and say, "Yep, that is the behavior I
16:35:44want." The developer can read this and
16:35:46say, "Yep, that's the behavior I can
16:35:48deliver." And that at the end of the
16:35:50sprint, as long as when you ask for
16:35:52customers, you only get the ones who
16:35:54have opted in, that is the definition of
16:35:56done. And so there's no arguments about
16:35:58whether the story is done or not. If it
16:36:00has that behavior, it's done. I'm not
16:36:03much for acronyms, but Bill Wake has a
16:36:06pretty good one with Invest.
16:36:08Invest says story should be independent.
16:36:10I want to be able to rank them in the
16:36:12backlog. I want to be able to move them
16:36:13around. I want to be able to uh uh say
16:36:16that this one comes before that one.
16:36:18Now, I know they can't always be
16:36:19independent. Sometimes there are
16:36:20dependencies, right? In the previous
16:36:22example, we had an assumption that there
16:36:24were customer emails in the database.
16:36:26And if there weren't, then that wasn't
16:36:28an independent story. It was dependent
16:36:30on the story that put emails in the
16:36:31database. But you, for the most part,
16:36:33you want to try to write them so that
16:36:34they're independent. They also need to
16:36:36be negotiable, right? I'm going to move
16:36:38them in the backlog. I'm going to rank
16:36:40them higher or low lower. Uh maybe I'm
16:36:42going to say we should put more value,
16:36:43more functionality or less functionality
16:36:45to negotiate how much really has to be
16:36:47done. So they should be negotiable. They
16:36:49shouldn't be too tightly uh coupled to
16:36:52exactly what's needed. Uh and then they
16:36:54need to be valuable, right? I need to be
16:36:56able to say how valuable is this story?
16:36:58What is what value does the customer get
16:37:00out of it? Uh to make sure that it
16:37:02really is a user story and uh and not
16:37:04just a technical debt story that this is
16:37:07something I need to do that the customer
16:37:08never sees. It needs to be estimable. I
16:37:11need to be able to estimate it. How big
16:37:13is it? Small, medium, large. There has
16:37:15to be enough information in there that I
16:37:17could say, "Wow, this is a really big
16:37:19story given everything that's in here,
16:37:20right? And it's not just one line that
16:37:22looks simple, but then really becomes
16:37:24hard." Uh, and it should be small. You
16:37:28want it to be something that someone can
16:37:29work on in a sprint. So, it's got to be
16:37:31smaller than a sprint. And then finally,
16:37:33it needs to be testable. I need to be
16:37:35able to test whether that story is done.
16:37:37And I want to test the definition of
16:37:38done for that story. And so stories need
16:37:40to be testable.
16:37:44What about really big ideas? Well,
16:37:47really big ideas are called epics. We
16:37:50use epics anytime that we have a story
16:37:53that is bigger than a single sprint
16:37:55because a story must be smaller than a
16:37:57sprint by definition. And so when it's
16:37:59bigger, that becomes a big idea that we
16:38:01can't get done in a sprint. So we make
16:38:03an epic and then we add smaller stories
16:38:06that make up the epic to the epic. So an
16:38:08epic in the hierarchy is higher than a
16:38:10story. Stories are consumed by epics. Um
16:38:14and so usually any story that's too big,
16:38:17we make it epic, right? If we can't
16:38:19estimate it on its own, then we break it
16:38:20down to smaller things that we can
16:38:22estimate. So when do we use an epic?
16:38:26Well, clearly when a story is too large
16:38:27to put in a sprint, then we make it an
16:38:30epic. Usually backlog items will start
16:38:32out as big ideas, right? They're they're
16:38:34going to they're going to be uh uh very
16:38:36large and so they start out as epics and
16:38:39then as we refine the backlog uh we make
16:38:41them smaller and smaller stories that we
16:38:43can put in a sprint. And so for sprint
16:38:45planning, you want to break all of those
16:38:47big stories up into smaller stories.
16:38:50Break up all those epics into smaller
16:38:51stories. Things that usually come in the
16:38:53new issues, sometimes those are epics,
16:38:55right? Somebody asks for a feature, a
16:38:57function. It sounds pretty simple, but
16:38:59it's going to take more than one sprint.
16:39:00And so, you put it in as an epic, and
16:39:02then you break it down into user stories
16:39:04later.
16:39:07In this video, you learn that a user
16:39:09story documents a persona requesting a
16:39:11function to achieve a goal. Using a
16:39:14template helps ensure stories are
16:39:16complete. Defining done helps minimize
16:39:19misunderstandings,
16:39:20and well-formed stories will meet the
16:39:22criteria of the invest acronym. And
16:39:25epics can be used to capture big ideas.
16:39:29[Music]
16:39:40After watching this video, you'll be
16:39:42able to define story points, describe
16:39:45considerations for assigning story
16:39:46points, and estimate story points on a
16:39:49relative scale.
16:39:52So, what are story points? Story points
16:39:55are a metric used to estimate the
16:39:57difficulty it is to deliver and
16:39:59implement a user story. The key thing is
16:40:02that this is an abstract measure and
16:40:05that's what people get hung up on.
16:40:06People have a hard time dealing with the
16:40:08abstractness of it. But it's very very
16:40:10important that you understand this so
16:40:12that you don't fall into one of the anti
16:40:14patterns.
16:40:16So what goes into that estimate? Well,
16:40:18there's a couple of components. First is
16:40:20the effort, right? How hard uh is it to
16:40:23do? Then there might be uh the
16:40:25complexity, right? Is it very complex?
16:40:27Is it very easy? You could have a lot of
16:40:29effort for something that's easy to do,
16:40:30but it's just boring and laborious and
16:40:32and you have to go off and do it. It
16:40:34might not be very complex. But then
16:40:36there's uncertainty. Have you ever done
16:40:38this before? Right? Maybe if you've
16:40:39never done it before, you rate the story
16:40:41points a little bit higher because
16:40:42there's more uncertainty. You really
16:40:44don't know how complex it is. So, it's a
16:40:46trade-off between what you know and what
16:40:48you don't know. So, traditionally,
16:40:50humans are really, really bad at
16:40:53estimating wall clock time. Remember, we
16:40:56love to see those dates go wishing by.
16:40:58We commit to something and then we miss
16:41:00it, right? And then we learn that the
16:41:02only thing that takes 30 minutes is 30
16:41:04minutes. Everything else takes longer.
16:41:06So, it's really, really difficult for
16:41:08humans to say, "This is going to take an
16:41:10hour. This is going to take, this is
16:41:11going to take a week." And so, we don't
16:41:13do that. If we're not very accurate at
16:41:15predicting that way, let's not predict
16:41:17that way. So instead we use t-shirt
16:41:20sizes. Story points are t-shirt sizes.
16:41:23Is it a medium story, a small story, a
16:41:26large story, an extra-large story? We
16:41:28just want to give a relative value of
16:41:30how big this thing is so that we can
16:41:33just compare it with other things that
16:41:34are in the current sprint. But because
16:41:37we can't add up SML and get a number and
16:41:40we want to use numbers to track
16:41:41velocity, which is something uh the
16:41:43number of story points that we can do at
16:41:45a sprint, most tools will use a
16:41:48Fibonacci sequence. I never use all of
16:41:51the numbers in the sequence. What I
16:41:52recommend is five is a medium and three
16:41:55is a small and eight is a large. Maybe
16:41:5713, you know, is an extra large. And I
16:42:00don't go much beyond that, right? Um you
16:42:02can use the entire sequence. That's
16:42:04fine. But don't get too granular.
16:42:06Remember humans are not really good at
16:42:08doing this kind of estimation. So we
16:42:11want to keep it abstract. So how do I
16:42:13make it abstract? Well, you have to
16:42:15agree what medium means, right? Since
16:42:18the story points are relative, you all
16:42:20agree on okay, this is medium. So we say
16:42:22medium is a five and this is what a five
16:42:25story is. And then we could take the
16:42:27other stories and then we could say
16:42:29evaluate from there. Is this one smaller
16:42:31than that story? Is it larger than that
16:42:33story? is the same size as that story.
16:42:36So, here is how I learned story points.
16:42:39If you're asked how tall are these
16:42:41buildings, um you might try to count the
16:42:43floors. Every floor is about 20 25 ft.
16:42:46Little back of the napkin. But what if I
16:42:48said to you, "Hey, this store, this
16:42:50building is a five. How big is this the
16:42:53building next to it, just to the left of
16:42:55it?" You say, "Well, that one's probably
16:42:57a three. If that one's a five, that
16:42:58one's a three. Well, how about the one
16:43:00uh to the right of it that's a little
16:43:02bit taller? Yeah, maybe that one's an
16:43:03eight and then maybe the largest one is
16:43:05a 13. It's just relative sizes. You're
16:43:08just saying if this story is medium or
16:43:10this story is small, is the other story
16:43:11bigger? Is it larger? And so that's how
16:43:14I learned to do um and to kind of
16:43:16rationalize what are story points. It's
16:43:18just relative. They're all relative to
16:43:20something the team does.
16:43:23So what should be a size of a story?
16:43:26Well, the story should be small,
16:43:28relatively small. hopefully something I
16:43:30could do in a couple of days, right? You
16:43:32don't want to make them too big. You
16:43:34want to make them drag on and on and on.
16:43:36So, you want to keep those stories small
16:43:38and estimate things that are that you
16:43:40can hopefully get done in just a few
16:43:42days, right? Uh large stories should be
16:43:44broken down into smaller ones. So if you
16:43:46have a story and you say this is a 21
16:43:49and you decide, wow that is super duper
16:43:52extra large that isn't going to fit in a
16:43:54sprint then that has to get broken down
16:43:56to smaller stories and maybe some of it
16:43:58gets done this sprint some of it gets
16:44:00done next sprint and maybe we create an
16:44:02epic to track the fact that it's going
16:44:04to take multiple sprints.
16:44:07Now let's talk about some antiatterns
16:44:09because it's really important that you
16:44:10understand these. The first antiattern
16:44:13is evaluating stories on wall clock
16:44:16time. I see this happen all the time and
16:44:19it relates back to our organizational
16:44:22antiatterns. So I get a scrum master who
16:44:26didn't start out as a scrum master. They
16:44:28started out as a project manager and
16:44:30they love their gant charts. And what's
16:44:32a gant chart? It's wall clock time. It's
16:44:34dates on a calendar. And so they can
16:44:35only think in dates on a calendar. And I
16:44:38have seen scrum masters who are former
16:44:40project managers tell the team a one is
16:44:42one day, a three is three days, a five
16:44:44is five days or five hours or 12 hours
16:44:48or whatever. That is the ultimate wrong
16:44:50thing to do. It is not about wall clock
16:44:53time is just relative size. Right? So a
16:44:56medium might take me two to three days,
16:44:59maybe sometimes four days. A small might
16:45:01take me a day, less than a day. You just
16:45:03agree on kind of fuzziness about this.
16:45:06But never ever ever ever never tell your
16:45:08team that that Fibonacci sequence, those
16:45:11story points, they are days or they are
16:45:13weeks. That that is an antiattern.
16:45:16Humans are really bad at estimating wall
16:45:19clock time. Just don't do it. In this
16:45:23video, you learn that story points are a
16:45:26metric used to estimate difficulty of
16:45:27implementing a given user story. Story
16:45:30points are relative, like t-shirt sizes.
16:45:33You must agree on what average means.
16:45:35And you should never equate story points
16:45:38with wall clock time.
16:45:40[Music]
16:45:51After watching this video, you'll be
16:45:53able to define a product backlog,
16:45:55describe how to assemble a product
16:45:57backlog, and convert requirements into
16:45:59stories. So if we look back at the steps
16:46:02in the scrum process in this module,
16:46:04we're just going to concern ourselves
16:46:06with the product backlog. How do we
16:46:08build a product backlog?
16:46:12So what is a product backlog? A product
16:46:14backlog is all the unimplemented
16:46:17stories, right? Stories that are not in
16:46:18a sprint. They're not being worked on.
16:46:20They're waiting to be worked on. Um
16:46:23usually we back we rank this in ranked
16:46:25order. Now, if they've got a long
16:46:27product backlog, the ones at the top
16:46:29will be ranked a little more accurate
16:46:31than the ones down at the bottom. And
16:46:32that's okay. You only have to rank maybe
16:46:35the next sprint or two. And then the
16:46:37rest of them could be relatively
16:46:38unranked. But the top of the backlog
16:46:40should be ranked in order of business
16:46:42important. What's the next most
16:46:44important thing that we need to get into
16:46:46a sprint? And then the stories at the
16:46:50top should have more detail than the
16:46:52stories at the bottom. Right? Right. So,
16:46:53as we work on this backlog and we work
16:46:55on the stories, we want to get the ones
16:46:57at the top sprint ready, having all the
16:46:59detail I need. And the ones at the
16:47:01bottom, again, they're a little bit
16:47:02fuzzier. We're going to work on them
16:47:04later. We'll add more details later.
16:47:08So, we're going to go through an
16:47:10example. And in this example, we're
16:47:12going to give you some sample
16:47:13requirements for the service that we're
16:47:15building. So, what are we building?
16:47:17We're going to build a hit counter.
16:47:19We're going to be a service that counts
16:47:20things. So I could give the counter a
16:47:22name and then every time I increment it
16:47:241 2 3 4 and then I say how many of those
16:47:26do I have and it gives me back the
16:47:28number four. So it's just a little
16:47:29counting service that we use to count
16:47:31things to a page. Uh count whatever you
16:47:33want. So it's a counting service. Um now
16:47:37we want it to allow multiple counters
16:47:39eventually. So having multiple counters
16:47:41so we can count multiple things is one
16:47:43of the requirements that we have. Also
16:47:46the counters need to persist across
16:47:48restarts. So this just can't be an
16:47:50in-memory counter. It's going to need
16:47:52some kind of persistence, some kind of
16:47:54database so that when the system
16:47:55restarts and comes back up, it remembers
16:47:58all the counters. And then we have a
16:48:00requirement says, you know, I probably
16:48:02need to be able to reset a counter once
16:48:03in a while back to zero so I could start
16:48:05counting those things again. And so
16:48:07resetting a counter is another
16:48:09requirement that the customer has given
16:48:10us. So if we look at the conbon board in
16:48:14Zenhub, you'll see these columns.
16:48:16They're called pipelines for new issues,
16:48:18ice box, product backlog, sprint
16:48:20backlog, in progress, Q&A, review, Q&A,
16:48:23and done. And so for this exercise, we
16:48:27don't have to worry about anything but
16:48:28new issues.
16:48:31Let's talk about creating new stories.
16:48:34We've got new issues and it's empty. And
16:48:36so we're going to start creating the
16:48:38first story. Need a service for counting
16:48:40things. So let's go back to our story
16:48:43template. Remember as some role I need
16:48:46some function so that I gain some
16:48:48benefit. Let's apply this to that first
16:48:51story. Need a service for counting
16:48:53things. Well, maybe this is for the
16:48:55user, right? As a user, I need a service
16:48:58that has a counter so that I can keep
16:49:00track of how many times something's been
16:49:02done. So now we know who it's for, what
16:49:05is it, and what is the value that they
16:49:07get after it. And at this stage, that's
16:49:10about all I know about the story. And so
16:49:13I will put this story into the new
16:49:16issues. I'll create a new issue for this
16:49:18story. And so now it turns into a
16:49:21regular story. Let's look at the next
16:49:23requirement. Must allow multiple
16:49:25counters. Again, we go and look at who
16:49:28is this for? Probably still for the
16:49:30user. As a user, I need to have multiple
16:49:33counters so that I can keep track of
16:49:34several counts at once. Again, we know
16:49:37who it for. We know what they need. We
16:49:38know how valuable it is to them. So that
16:49:40as we rank the backlog we could say how
16:49:42valuable is it they can keep track of
16:49:44several at once maybe in the beginning
16:49:46not maybe let's just get one working
16:49:48right so this is all the information you
16:49:50need to know in order to rank this
16:49:52backlog later on so that becomes a story
16:49:55in new issues let's look at the next
16:49:58requirement persist counters across
16:50:00restarts so who is this for well maybe
16:50:03this one's for the service provider
16:50:04right maybe the service provider would
16:50:06be embarrassed if the service gets
16:50:08rebooted and they lose all the counters
16:50:10Uh, so maybe this one's for the service
16:50:11provider. I need a service to persist
16:50:13the last known count so that users don't
16:50:15lose track of their counts after the
16:50:17service is restarted. And we can
16:50:19evaluate how important that is. That's
16:50:22our third story. And now let's look at
16:50:24the fourth requirement. Counters can be
16:50:27reset. So we go through it again. This
16:50:30one might be for system administrator.
16:50:32Maybe we say, "Hey, only the CIS admin
16:50:34can reset a counter." Maybe we don't let
16:50:35users uh reset the counters. So, I need
16:50:38the ability to reset the counter so that
16:50:40I can redo counting from the start. The
16:50:42important part here is that you're
16:50:45saying who it's for. Specifying the role
16:50:48makes everyone clear who's going to
16:50:49benefit from this. I need says what is
16:50:52it they really need? And the so that
16:50:54says what is the business value that
16:50:56they're going to get out of it. So now
16:50:58I've got my fourth story in the backlog.
16:51:02Now let's move on to prioritizing the
16:51:04backlog. Now that I've got them in new
16:51:07issues, I want to decide, should I put
16:51:09them in the ice box or should I put them
16:51:11in the product backlog? What do I do
16:51:13with these? Remember, I said I like to
16:51:14use new issues as my inbox. So, now that
16:51:18I've got these four things in the inbox,
16:51:20let me go do something with them. Let me
16:51:22prioritize that backlog. So, I'll take
16:51:24the first one and say, you know what,
16:51:25that's kind of fundamental, right? We
16:51:27need to get the service running. So,
16:51:29that was going to go right to the top of
16:51:30the product backlog. Then I look at the
16:51:32next one and I read it, right? I need to
16:51:34have multiple counters and I might say,
16:51:36you know what, multiple counters, we'll
16:51:38handle that later. That's something
16:51:40we're going to do in the future. I'm not
16:51:41going to bite it off right now. Then I
16:51:43look at I need the service to uh persist
16:51:46restarts. I say it's probably something
16:51:48right after I get it working um I
16:51:50probably want to put a database behind
16:51:52it. So when I do my venom viable
16:51:54product, it might not have any
16:51:56persistence behind it. And then next it
16:51:58will have persistence. And then I look
16:52:00at the last one in the new issues as an
16:52:02administrator and say, "Yeah, I might
16:52:04want to be able to reset the counter
16:52:06right after I persist it in the database
16:52:08uh so that I could start counting all
16:52:10over again." And so what I've done is
16:52:12I've taken these new requirements that
16:52:14came in from the customer uh that which
16:52:16were just oneliners and I wrote them in
16:52:19the story syntax. I use the story
16:52:21template to say as a user I need right
16:52:24as some role I need so that I get some
16:52:25value and then I move them into the
16:52:28backlog in some kind of priority order
16:52:31that I think I might want to execute
16:52:33them. In this video you learn that a
16:52:36product backlog is a rank list of all
16:52:38unimplemented stories. Stories high
16:52:41ranked in the backlog should have more
16:52:42detail than those that are lower. and
16:52:45creating stories using the as a I need
16:52:47so that template to ensure everyone
16:52:50understands who it benefits and the
16:52:52business value it provides.
16:52:55[Music]
16:53:06After watching this video, you'll be
16:53:08able to explain the process of backlog
16:53:10refinement, describe how to run a
16:53:11backlog refinement meeting, and triage
16:53:14new issues on the conbon board.
16:53:17So, if we go back to the steps in the
16:53:19scrum process, this time we're just
16:53:22looking at backlog refinement. What do
16:53:24we do during the backlog refinement
16:53:26meeting?
16:53:28So, we're ready to have our backlog
16:53:30refinement meeting and do backlog
16:53:32refinement. So this is the process of
16:53:35taking the backlog and ranking it right.
16:53:37You want to rank it in priority order so
16:53:39that the most important things are at
16:53:41the top of the backlog. Then we break
16:53:44down larger stories into smaller ones.
16:53:46We make sure that all the stories that
16:53:47are near the top are small enough to fit
16:53:50in a sprint. And then finally we make
16:53:53sure the stories near the top have
16:53:55enough detail that a developer can just
16:53:57take them and start working on them once
16:53:59we put them in a sprint plan.
16:54:02Now, the backlog refinement meeting
16:54:04itself, who should attend? Well, the
16:54:06product owner is the key person. They're
16:54:09the person who should be writing the
16:54:11stories. They don't always write the
16:54:12stories, but the product owner has the
16:54:14vision and the product owner should be
16:54:16creating stories that the team will work
16:54:18on. So, they need to be there. The scrum
16:54:21master is another person you would
16:54:23invite to the backlog refinement meeting
16:54:25because the scrum master is going to
16:54:26assist the product owner in refining
16:54:28that backlog. And then the development
16:54:31team is optional. I usually like to take
16:54:33maybe a development lead or architect
16:54:35and have them in there just to answer
16:54:37technical questions. How hard is this?
16:54:39How where should we rank this? Sometimes
16:54:41it's not a business decision. There's
16:54:43technical dependencies that you need to
16:54:45know. I do not have the whole
16:54:47development team, the whole scrum team
16:54:49there. That would be a waste in my
16:54:50estimation, a waste of their time. I
16:54:52just want to have one or two technical
16:54:54people uh to help out.
16:54:57So what's the goal? Well, the goal is to
16:55:00have a ranked backlog, right? The the
16:55:02goal is to have this backlog, this
16:55:04product backlog that's ranked in order
16:55:05of importance. So, the thing at the top
16:55:07is the most important. I know a lot of
16:55:10product owners have trouble with this,
16:55:12right? Well, everything's important.
16:55:13They say, "Okay, but there can only be
16:55:16one one and one two and one three. So,
16:55:18what's the most important? Put that one
16:55:20at the top. Then the next important, the
16:55:22next important." It really helps you
16:55:24kind of focus on your business goals and
16:55:27what's valuable to your business.
16:55:30And then make sure that the story
16:55:32contains enough information so that
16:55:33developers can then take that story and
16:55:36put it into a sprint. You don't want to
16:55:38be adding detail during the sprint
16:55:39planning meeting. In the sprint planning
16:55:41meeting, which comes next, you're going
16:55:43to want to describe the stories and have
16:55:45the developers understand them. But you
16:55:47don't want to do a lot of typing in that
16:55:49meeting. So the more you can do in this
16:55:50backlog refinement meeting to make the
16:55:52story sprint ready, the better off
16:55:54you're going to be and the faster your
16:55:55planning is going to go. So if we look
16:55:57at our conbon board, uh we've cleared
16:56:00out the new issues. We've got one story
16:56:02in the ice box, three stories in the
16:56:04product backlog.
16:56:06So we don't have to worry about anything
16:56:08but those three columns for now.
16:56:12We've got them some things in the ice
16:56:14box and some things in the backlog.
16:56:16Wouldn't you know it, those pesky
16:56:18customers, they have been writing more
16:56:21issues. It always happens. And so,
16:56:24they've added a couple of new ones since
16:56:26we had the last backlog refinement
16:56:27meeting. Need the ability to remove a
16:56:29counter. Oops, we forgot that one,
16:56:31right? And deploy the service to a
16:56:33cloud. Somebody wants to deploy it to
16:56:34the cloud. Uh, and so this happens all
16:56:37the time. That's why it's called new
16:56:38issues. New things are coming in, new
16:56:41requirements. And so one of the first
16:56:43things I like to do in my backlog
16:56:44refinement meeting is to deal with that.
16:56:48I call this new issue triage. What you
16:56:50want to do is start with the new issue
16:56:53column. I know you want to refine that
16:56:54product backlog, but constrain yourself.
16:56:58Look at the new issue column. You want
16:56:59to make that empty, right? You want to
16:57:01make sure that at the end of the backlog
16:57:03meeting, there's nothing in the new
16:57:04issue column because there might be
16:57:06something really important that ought to
16:57:08be done in the next sprint. So, you kind
16:57:10of have to look at the new issues and
16:57:12understand, you know, is there something
16:57:13that we we might want to put right at
16:57:15the top of the backlog or not? Or are
16:57:17they things that we'll put we'll get to
16:57:18eventually or put them in the ice box.
16:57:20But it's really important. The goal is
16:57:22to have that new issue column empty when
16:57:24I do new issue triage. Right? Remember
16:57:26that's my inbox. I want my inbox to be
16:57:29emptied out at every backlog refinement
16:57:31meeting. So, what do we do? We take the
16:57:34stories from new issues and we decide,
16:57:36do we move them to the product backlog?
16:57:38Is this something we're going to do
16:57:40maybe in the next sprint, a sprint from
16:57:42now, two sprints from now, depending on
16:57:43how deep your product backlog is,
16:57:45depending on what your criteria is for
16:57:47putting something in the ice box as
16:57:49opposed to putting it in the product
16:57:50backlog. And if it's something I'm not
16:57:52going to work on for a while, then maybe
16:57:54I put it in the ice box and say, you
16:57:56know, that's a great idea. We're not
16:57:58it's not our top priority. I'll put it
16:58:00in the ice box and we'll deal with it in
16:58:02a future sprint. Or you might say, you
16:58:05know, this isn't where the this product
16:58:07is going. I just reject it out of hand.
16:58:09This is something we're never going to
16:58:10do. It's not in in in our wheelhouse.
16:58:13So, uh, you reject it. But that's what
16:58:15you want to do with these new issues.
16:58:17They're either go into the product
16:58:18backlog. They're longer term. You put
16:58:20them in the ice box or they're just not
16:58:23something that you feel you want to take
16:58:25on and then you reject them out of hand.
16:58:27So, now let's do this. We look at the
16:58:29first one. Need the ability to remove a
16:58:30counter. I say, you know, you know,
16:58:32that's something that we might do
16:58:34eventually, but we don't even have
16:58:36multiple counters yet. I don't want to
16:58:37remove the one and only counter. So I
16:58:39move that one into the ice box. Then I
16:58:41look at deploy service to the cloud and
16:58:43say, you know, maybe we should do that
16:58:45sooner rather than later. In fact, I
16:58:47want to do that before we have the
16:58:48ability to reset a counter. You know,
16:58:50once we get this deployed and we get
16:58:52some persistence, let's go put it up in
16:58:54the cloud. Right. So now I've made a
16:58:56decision. I have I've got that new one
16:58:58in the product backlog. Uh and I've got
16:59:00the other one in the ice box.
16:59:04So let's look at the workflow for
16:59:06backlog refinement. The product owner is
16:59:09taking these stories and they're putting
16:59:11them in the backlog in order of
16:59:13importance, right? Taking things that
16:59:14they thought weren't important that
16:59:16might become important and and shift
16:59:18them around. Uh the items we might
16:59:21provide estimates at this point. The
16:59:23reason why I would do estimates, so
16:59:25sometimes you save estimates until you
16:59:27do sprint planning because those are the
16:59:28real estimates for the plan. But, you
16:59:30know, it's kind of nice to know how many
16:59:32story points are in my backlog, even if
16:59:34it's a gross estimation. Uh, you know, a
16:59:37rough order of magnitude. And so,
16:59:39sometimes we will assign, you know,
16:59:41story points in the backlog. So, we kind
16:59:44of see how big is the backlog, how many
16:59:45story points are in there, and then when
16:59:47we put them in the plan, we refine them.
16:59:49We get the team to agree, was that
16:59:51really a medium or they might say, you
16:59:52know, that's really a large, but at
16:59:54least I get some estimate in there. So,
16:59:55you might want to do that. Uh and then
16:59:57the large vague items, they have to get
16:59:59split up, right? Vague items have to be
17:00:01clarified, large items have to be split
17:00:04up into smaller items.
17:00:06And the goal here is to make the stories
17:00:09what I call sprint ready, right? They
17:00:11are ready to put in the sprint and I
17:00:13don't have to spend a lot of time during
17:00:15the sprint planning meeting adding any
17:00:17details. Something may come up in the
17:00:19meeting where a developer might ask a
17:00:20question and you document that question
17:00:22in the assumptions. Uh but for the most
17:00:24part from what we know now at the
17:00:27backlog refinement meeting I want to
17:00:28make sure these are sprint ready.
17:00:31So let's use this complete story
17:00:34template. We talked about the beginning
17:00:36of it as some role I need some f
17:00:38functions so that I get some business
17:00:40value. But now we want to go back and we
17:00:42want to add acceptance criteria anything
17:00:44we might know and we want to add the
17:00:47definition of done using the girkin
17:00:49syntax when you know given some
17:00:51precondition when some event happens
17:00:54then I see some measurable outcome. So
17:00:56let's go do that. So let's take this
17:00:59first item on the product backlog at the
17:01:02top and we look at it. It says as a user
17:01:04story I need a service that has a
17:01:06counter so I can keep track of how many
17:01:07times something was done. You'll notice
17:01:09there's a couple of annotations on the
17:01:11side. When you open up Zenhub and you
17:01:13see the web page, it'll have that it's
17:01:16currently not assigned. It has no
17:01:17labels. It has no milestones. It has no
17:01:19estimates. That's how all the stories
17:01:21start out. We're going to ignore those
17:01:23for the moment and we're going to
17:01:25embellish the story a little more. So,
17:01:27what are some of the assumptions? Well,
17:01:29the assumptions need need a way to
17:01:30increment the counter. So, so maybe when
17:01:33we've got this counter, I have to be
17:01:34able to increment it. And maybe I want
17:01:36to do that in one step. Maybe I don't
17:01:37want to do a get and then a read and
17:01:39then an increment and then a put. Uh
17:01:41maybe I just want to have an increment
17:01:43function that says hey in one atomic
17:01:44transaction increment that counter. Um
17:01:47and I need a way to get the current
17:01:49value right. So a way to increment way
17:01:51to get the current value. I should be
17:01:53pretty good to go. So now I write my
17:01:55acceptance criteria given I have
17:01:57incremented the counter to two. When I
17:01:59make a call to get the counter then it
17:02:01should return two as the counter value.
17:02:03Right? And you can write a couple of
17:02:04these. you to think of these scenarios
17:02:06uh that gives the developer uh the
17:02:08acceptance criteria that says this is
17:02:10the behavior we want the counter to
17:02:12have. In the next video, we're going to
17:02:15take a look at how to add labels to our
17:02:17stories.
17:02:18In this video, you learned that it's the
17:02:21product owner's responsibility to
17:02:22maintain a groom backlog. And you start
17:02:25refinement by triaging new issues.
17:02:28[Music]
17:02:40After watching this video, you'll be
17:02:42able to add details to make your story
17:02:43sprint ready, identify stories that are
17:02:46technical debt, and rank your product
17:02:48backlog in preparation for sprint
17:02:50planning. So, the next thing I want to
17:02:52talk about are the labels.
17:02:55Labels help us visualize the work. Uh if
17:02:59you look at the combomb bought over here
17:03:01um you know you see all these nice
17:03:02pretty colors. Now I don't get too crazy
17:03:05with the colors. Too many colors it
17:03:07becomes meaningless. But if I've got a
17:03:09couple of colors that catch my eye and
17:03:11then I can see is there too much of that
17:03:13color on my board and what does it mean
17:03:15to me? So let's look at these labels. Uh
17:03:18the labels come standard in GitHub and
17:03:20these are the standard GitHub labels and
17:03:22colors. You can see I've got bugs. Bugs
17:03:24are red. I like that. Red means danger.
17:03:26You don't want a lot of bugs. Uh
17:03:28enhancements are this cyan color. Not
17:03:30bad. Help wanted is in green. So these
17:03:33are kind of good. I've got questions
17:03:34won't fix things that are invalid. And
17:03:36they help me visualize
17:03:38things about each one of the stories.
17:03:40But I like to add one label that
17:03:42surprising to me is not here. And that
17:03:45is technical debt down at the bottom.
17:03:48And I make that technical debt. I make
17:03:50it yellow because yellow means caution.
17:03:52You don't want to have too much
17:03:53technical debt. So, let's go back to my
17:03:56story and I look at it and say, you know
17:03:58what, this is really adding value to the
17:04:00customer. This is the first thing we're
17:04:02doing uh that's adding value and I think
17:04:03it's an enhancement. So, I'm going to
17:04:05assign the label of enhancement to this
17:04:08story. And then I'll save it. And when I
17:04:12save it, I go back to my product
17:04:14backlog. And notice its appearance has
17:04:16changed. It will change in Zenhub when
17:04:18you use the tool. You notice there's a
17:04:20little circle at there's an area at the
17:04:21bottom of it with a circle. That circle
17:04:23is going to have the story points in it.
17:04:24So that'll have a number pretty soon.
17:04:26And then I've got the little enhancement
17:04:28label and it's this, you know, light
17:04:30blue or cyan colored enhancement label.
17:04:32So now I could start seeing with colors
17:04:34how we're doing on the conbon board.
17:04:38Let's go take the next one, the next
17:04:40highest priority in the product backlog,
17:04:42and let's go groom that one. Uh so this
17:04:45one is as a service provider, I need the
17:04:47service to persist so that I don't lose
17:04:49track of the uh counter. And so what are
17:04:51some assumptions? Well, maybe we decide,
17:04:53you know what, I think we're going to
17:04:54use a Reddus database. It's this nice
17:04:56mem cache database. Uh, you know, we
17:04:58really don't need a relational database
17:05:00to keep track of a counter. Developers
17:05:02might not know that. So, if you know it,
17:05:04maybe this the architect or the lead
17:05:06developer said, "Hey, you know, we ought
17:05:07to put in there." So, whoever picks this
17:05:09up knows, we're just going to use Reddus
17:05:11and we're going to store the counter as
17:05:12a name value pair in a memcache
17:05:14database. So, anything you know about
17:05:17it, there's always assumptions. Document
17:05:19them in your stories. And then we have
17:05:21our acceptance criteria given I've
17:05:22incremented the counter to two and I
17:05:24restart the service then the counter
17:05:26should still return two. Right? So that
17:05:29proves that we actually have persistence
17:05:31behind this. And now if I go uh think
17:05:34about the label I might say you know
17:05:36what that's an enhancement right this is
17:05:37this is something it's better now
17:05:39because now you don't lose the counter.
17:05:41So so I'm going to say that one's an
17:05:43enhancement.
17:05:46So now when I go back to my conbon board
17:05:48you see that one has been modified and
17:05:51we'll go pick the next story deploy
17:05:53service to the cloud and when we open
17:05:54that it's like oh all we have is deploy
17:05:57service to the cloud because that one
17:05:59came from the new issues. So while I we
17:06:02did you know we created used the
17:06:03template when we created our initial
17:06:05stories customers stakeholders they're
17:06:07going to create more stories they're
17:06:09going to wind up in new issues they're
17:06:10not going to have a lot of detail in
17:06:12them. So deploy service to the cloud. So
17:06:15let's go work on this one and refine it.
17:06:18So as a service provider I need the
17:06:21service to be deployed to the cloud so
17:06:23that it can scale capacity with user
17:06:25demand. Right? Just so I know how
17:06:26important that is. And maybe we have
17:06:28some assumptions. We're going to put it
17:06:29in the IBM cloud and maybe deploy it as
17:06:31a cloud foundry app. You know, whatever
17:06:33you want. You're going to put it in
17:06:34Kubernetes and deploy it as a container.
17:06:37Give the developer some hints on how you
17:06:39want to deploy this to the cloud. And
17:06:41then we've got our acceptance criteria.
17:06:43Given I've deployed to the cloud and a
17:06:45customer goes to the URL, our service
17:06:46will be available. Right? This is all
17:06:48about availability.
17:06:50So now, what label should we uh give to
17:06:53this one?
17:06:55I'm going to say this one is technical
17:06:56debt because there's really no added
17:06:59value to the customer. Although you can
17:07:01argue that higher availability is
17:07:03customer value, but uh the customer kind
17:07:05of ex they expect high availability,
17:07:08right? Um so this is not an enhancement
17:07:10that the customer might recognize. If
17:07:12they would feel free to make it an
17:07:13enhancement, but uh for the sake of
17:07:15argument, I'm just going to make it
17:07:16technical debt.
17:07:18So that begs the question, what is
17:07:21technical debt? Technical debt is
17:07:24anything you need to do that where the
17:07:26customer doesn't perceive that as value,
17:07:28right? It's not really adding a feature
17:07:30to the product, but it's something you
17:07:32have to do. If you didn't do it, maybe
17:07:33everything will fall apart. Um, and so
17:07:35you might say it's an enhancement uh
17:07:37because the customer does get value out
17:07:38of things not blowing up, but usually uh
17:07:42it's anything you have to do that the
17:07:43customer is not perceived as kind of a
17:07:45customer story where they're getting
17:07:46value out of it. Now many people
17:07:49understand that you know technical debt
17:07:50builds up over time uh and they think
17:07:52it's a bad thing but sometimes it occurs
17:07:54naturally right sometimes there are
17:07:56vulnerabilities in the code uh that are
17:07:58external libraries that have to be
17:08:00patched uh and that was not your fault
17:08:02it was something totally out of your
17:08:03control so it does build up over time
17:08:05and it's important to pay that debt
17:08:07down. So let's look at some examples of
17:08:10what technical debt is. Uh maybe some
17:08:12code refactoring. So those are things
17:08:14where we took some shortcuts uh and now
17:08:16it's time to refactor the code. Um and
17:08:18the customer doesn't see a benefit from
17:08:20refactoring, but the developers because
17:08:22it's refactored, maybe they can add
17:08:24enhancements quicker. So you can always
17:08:26argue eventually they'll benefit. Um but
17:08:29you know, if you wouldn't put on your
17:08:31list of new features, we refactored our
17:08:33code, it's probably technical debt. Uh
17:08:36setting up and maintaining environments,
17:08:38customers don't care about that. You
17:08:39need a test environment, any kind of
17:08:41environment, technical debt has to be
17:08:43done, but you know, customer doesn't get
17:08:45a benefit. Changing technology like
17:08:47databases, we decided to go from an SQL
17:08:49to a NoSQL. Customer doesn't see that
17:08:52it's all behind the scenes. It's kind of
17:08:53technical debt. You know, not a bad
17:08:55thing. Maybe it's going to allow you to
17:08:56do things you couldn't do before. Um,
17:08:58but when you do those things you
17:09:00couldn't do before, those are
17:09:01enhancements. But just swapping
17:09:03databases, technical debt. As I said, if
17:09:05there are vulnerabilities in libraries,
17:09:08you've got to upgrade the libraries.
17:09:09You've got to retest the code. Make sure
17:09:11nothing broke. Technical debt. Um, so
17:09:13it's really, really important that you
17:09:15don't uh shy away from technical debt.
17:09:18Understand what it is. Give it a label.
17:09:20Make sure that you put a little bit of
17:09:21technical debt in every one of your
17:09:23sprint plans so that you're paying it
17:09:24down. But by having this label, you
17:09:27could see how many stories on the
17:09:28combine board are yellow with technical
17:09:30debt, how many are blue with new
17:09:32enhancements. So now you can see I've
17:09:34got this nice yellow label that shows me
17:09:37some of the stories in my backlog are
17:09:39technical debt. We look at the last one.
17:09:41Uh as a system administrator I need the
17:09:43ability to reset account so I can uh
17:09:45recount something. So now let's add some
17:09:48assumptions. Maybe the uh technical lead
17:09:50said hey you know we ought to tell the
17:09:52developer uh how to put this URL because
17:09:54it might be a little tricky. We want it
17:09:56to be a post to counters with a counter
17:09:58name and then a slashreset and that will
17:10:00reset the counter because there's
17:10:02multiple ways you could probably reset
17:10:03the counter, right? You could update it
17:10:04with a zero. You could do it lots of
17:10:06ways. Uh but maybe that one because you
17:10:08want to protect it and only have admins
17:10:10do it. You make it a separate endpoint
17:10:11that only admins get access to. And then
17:10:14your acceptance criteria. Given the
17:10:17counter has advanced to five when I call
17:10:19reset on the service and I request the
17:10:21current counter, then I should see zero
17:10:23return from the service. So now we have
17:10:26a nice understanding of how should this
17:10:27thing behave. We've agreed on the
17:10:30definition of done so that there's no
17:10:32questions about it when we get to uh the
17:10:34sprint review and they demonstrate this
17:10:36and that's exactly what it does. No one
17:10:38can argue that that is what it was
17:10:40supposed to do. And so now we'll assign
17:10:42a label and I would say that's an
17:10:44enhancement. Being able to reset
17:10:45counters is a new feature. So I'm going
17:10:47to go with enhancement on that one. So
17:10:50now back to our combine board. We've got
17:10:52our product backlog all refined and
17:10:56we've got labels so that we quickly see,
17:10:58hey, we've got three stories that are
17:10:59enhancements, one story that's technical
17:11:02debt. I've got this nice visual
17:11:04indicator. And it's okay, the ones in
17:11:06the ice box, they're going to be later.
17:11:07We we will refine those later, but the
17:11:09ones at the top of the product backlog
17:11:12have these nice labels. Uh and then
17:11:14maybe, you know, we can uh we'll put
17:11:15some um story points to them when we do
17:11:18the sprint planning for this goound. So,
17:11:20let's look at some backlog refinement
17:11:22tips. You should be refining the backlog
17:11:25every sprint. Uh, my sprints usually go
17:11:28from Monday to the following Friday. And
17:11:30about the Wednesday before the end of
17:11:32the sprint, I like to have a backlog
17:11:34refinement meeting. So, every other
17:11:35week, I'm refining my backlog, getting
17:11:38it ready for the sprint plan that I
17:11:39usually have on Monday mornings at the
17:11:41beginning of the sprint, right? Because
17:11:43you do your sprint retrospective and and
17:11:45your sprint uh review on a Friday,
17:11:48everyone's exhausted. they go home and
17:11:50then I do the sprint planning first
17:11:51thing Monday morning. So I usually do
17:11:53this on a Wednesday. Now some people do
17:11:55it every week and if you have a lot of
17:11:57uh requirements coming in you might want
17:11:59to do it every week but it's important
17:12:00that at least once a sprint you're
17:12:02refining this backlog to keep it
17:12:04healthy. Um you want to have at least I
17:12:07like to have two sprints worth of
17:12:09stories refined in the backlog. Right?
17:12:11So if by some miracle, right, they get
17:12:14done with all the stories in a sprint,
17:12:16they need to pull more things from the
17:12:17backlog, uh they could just pull them
17:12:19from the product backlog. But mostly I
17:12:21want to make sure that I don't get cut
17:12:22short if something happens. Um you know,
17:12:25I've got enough stories that are refined
17:12:26that I maybe I can skip a refinement
17:12:28meeting one week because of some delays
17:12:30or whatever. Um so I like to have at
17:12:32least two sprints worth kind of refined
17:12:34in that product backlog. And then the
17:12:36more time you spend refining these
17:12:39stories, the less time you're going to
17:12:40spend doing sprint planning. So if you
17:12:42can add story points, we'll do it in the
17:12:44sprint plan, but if you can add some
17:12:46some um story points during the uh the
17:12:49plan the backlog refinement meeting,
17:12:51then that's fine because it gives an
17:12:52idea of how big these stories are. But
17:12:55the more you do, the more detail you
17:12:57add. You don't want to be typing up
17:12:59stories during the splint planning
17:13:00meeting. It'll make that planning
17:13:01meeting take forever. So trust me on
17:13:03this one. get all that done during the
17:13:05backlog refinement meeting. In this
17:13:08video, you learn that backlog refinement
17:13:10is used to order the product backlog and
17:13:12make stories sprint ready. Technical
17:13:14debt is any story that does not add
17:13:17perceived value to the stakeholder. And
17:13:19the goal is to get the backlog ready for
17:13:21the sprint planning meeting.
17:13:24[Music]
17:13:35After watching this video, you'll be
17:13:37able to describe sprint planning,
17:13:39explain why having a sprint goal is
17:13:41important, describe how to run a sprint
17:13:43planning meeting, assign estimates and
17:13:46labels to stories, produce a sprint
17:13:48plan.
17:13:50In this process, we've looked at product
17:13:53backlog and backlog refinement, and
17:13:55we're now doing a sprint planning
17:13:58meeting, which will hopefully produce a
17:14:00sprint backlog.
17:14:02Sprint planning is the meeting in which
17:14:05you determine what stories are going to
17:14:07be in the next sprint, how much can we
17:14:09accomplish in the next two weeks. We do
17:14:12that by producing a sprint backlog.
17:14:16So, the sprint planning meeting, who
17:14:19should attend? Well, that should be the
17:14:21product owner, the scrum master and the
17:14:24development team. We don't invite
17:14:26stakeholders or anybody like that to
17:14:28this meeting. It is just the core team,
17:14:30the three roles in scrum. The product
17:14:32owner, the scrum master, and the rest of
17:14:35the team. When I say development team, I
17:14:38mean software engineers, testers, uh
17:14:40operations folks if you're doing DevOps,
17:14:43uh maybe business analysts, whoever is
17:14:45on the team that is building the thing
17:14:48that you're delivering, a crossf
17:14:50functional team, not just software
17:14:52engineers.
17:14:54So we have to talk about goals here.
17:14:56This is very very important. Each sprint
17:14:59should have a goal. For some reason,
17:15:01it's hard uh for some product owners to
17:15:04say what the goal of a sprint is.
17:15:05They're thinking, I need the whole thing
17:15:07done, but they've got to think, what can
17:15:10I get done in the next two weeks? Uh,
17:15:12and so it's very important that the
17:15:14product owner articulate the goal and
17:15:16then here are the stories in the product
17:15:19backlog that support the goal so that
17:15:21everybody knows why they're doing the
17:15:23stories and how that story is going to
17:15:25help us achieve whatever goal it is,
17:15:27whatever capability, whatever we want to
17:15:29add uh to the product that we're
17:15:32building. Uh, and so it's important for
17:15:34the whole team to understand this.
17:15:36Sometimes you're in the middle of a
17:15:37sprint, um, you know, and you have some
17:15:39questions about how to do something and
17:15:40you're like, okay, what was the goal?
17:15:42You know, am I getting off on on some
17:15:43tangent here on some other path? The
17:15:45goal was deliver this capability. Let me
17:15:48make sure I don't overcode it,
17:15:49overengineer it, and let me make sure I
17:15:51meet the goal of delivering whatever it
17:15:54is we decided to deliver to the
17:15:55customer.
17:15:57So, the mechanics of sprint planning,
17:16:00what the development team is going to
17:16:01do, and this is a development team
17:16:03activity, uh they're going to take
17:16:05stories from the top of the product
17:16:06backlog, and they're going to move them
17:16:08into the sprint backlog. Uh and they're
17:16:11going to do this on uh and assign story
17:16:13points if you haven't had story points.
17:16:15If you do have story points from the
17:16:17backlog refinement, they will check to
17:16:19make sure they agree with those story
17:16:20points because they probably didn't
17:16:22create them. So, the development team
17:16:23decides how big a story is. They're the
17:16:26ones that have to commit to it, right?
17:16:27So, they have to make sure they're
17:16:29comfortable with the story points.
17:16:30Sometimes they do a little something
17:16:31called planning poker, uh, where they
17:16:33all, you know, hold up, I think it's a
17:16:35three, I think it's a five, and they
17:16:36talk about why they think it's small or
17:16:38medium. And then they all agree, yep,
17:16:39that's a medium story. I get it. Um, so
17:16:42very important they agree on how big
17:16:44these stories are. And then, uh, they
17:16:46want to make sure that each story
17:16:48contains enough information so that they
17:16:50could start working on it. You don't
17:16:51want to be asking questions in the
17:16:53middle of a sprint. you want to be able
17:16:54to take the next story off the backlog
17:16:56and know that everything in it uh is
17:16:58there that you need to start working.
17:17:00And so it's important that all the
17:17:01developers understand, all of the
17:17:03testers, all everybody on the team
17:17:05understands what's that story about in
17:17:07case they're the one that pulls it off
17:17:08the backlog. And then finally, you stop
17:17:12adding stories when you hit the team's
17:17:14velocity.
17:17:16So
17:17:18this begs the question, what is team
17:17:20velocity? I've mentioned it a few times
17:17:22now, right? Velocity is the number of
17:17:24story points that a team can execute in
17:17:27a single sprint. Right? So, you take all
17:17:30the story points in the sprint and
17:17:31sprint and that becomes the team's
17:17:33velocity. Uh this is critical because
17:17:36it's going to change over time. As
17:17:38estimates get more accurate, it'll
17:17:39change. As the team gets more uh
17:17:42competent at implementing stories, it's
17:17:44going to change. So, the velocity could
17:17:46change over time. Hopefully, it will get
17:17:48better and better and better. But here's
17:17:50the key piece. You cannot compare the
17:17:52velocity of two teams. Velocity is a
17:17:55personal thing. Each team decides what's
17:17:58a medium, right? Uh and so a medium for
17:18:00one team might be bigger than a medium
17:18:02for another team. So it's not fair to
17:18:04compare their velocity. Also, some team
17:18:07might say, "Hey, two is a medium, one is
17:18:09a small, right? Three is a large."
17:18:12Another team might say five is a medium,
17:18:13three is a small, eight is a large.
17:18:15Well, obviously the team that picked the
17:18:17bigger numbers is going to have the
17:18:18bigger velocity, but they may actually
17:18:20be doing less work. So, unless all the
17:18:23teams agree on what a medium story is
17:18:25and all the teams agree on what numbers
17:18:27to use, which they don't always do
17:18:30because the teams are independent, you
17:18:32cannot compare the velocity of two
17:18:33teams. Not fair unless everybody's using
17:18:35the same measurements.
17:18:39So, one of the first things you want to
17:18:40do when you do sprint planning is create
17:18:42a milestone. Now in uh Zenhub you can
17:18:45use a milestone which is part of GitHub
17:18:48but Zenhub has just introduced something
17:18:50called sprints and so sprints act like
17:18:53the old uh milestones and you can use
17:18:55either. I'm still using milestones
17:18:57because I can still track them in other
17:18:59ways in GitHub. The sprints are unique
17:19:01to uh Zenhub but they have some cool
17:19:03automation where you can move stories
17:19:05from sprint to sprint. So you might want
17:19:07to look into that. But right now I have
17:19:09my teams creating milestones. So you
17:19:11create the milestone and you give it a
17:19:13title. I usually keep the title short
17:19:15because they show up in drop-own lists,
17:19:17right? So sprint one colon, you know,
17:19:20deploy to cloud, just something really
17:19:22short so we know what the sometimes the
17:19:24number is irrelevant, but we just know
17:19:25that sprint is uh deploy to cloud. And
17:19:28then we want to give it a description
17:19:30and the description should be the goal,
17:19:33right? So that everybody understands
17:19:35what are we doing this sprint. Look at
17:19:37the description of the milestone. that
17:19:39goal that that's what we're all uh here
17:19:41to do. So, make sure that we adhere to
17:19:43that goal. Um and then you give it a
17:19:45duration. And I like to have my sprints
17:19:47be two weeks. Some teams could do do one
17:19:49week. I think it's a little short, but
17:19:51you really don't want to go three, four
17:19:52or five weeks. Too many things can
17:19:54change. Um I like to keep two week
17:19:56sprints. It's a nice cadence that's easy
17:19:58for most teams to do.
17:20:01So, let's look at the user interface for
17:20:03creating a uh a new milestone. So, one
17:20:05of the things we want to do is we want
17:20:06to give it a title. So, I've called this
17:20:09sprint one colon single counter, right?
17:20:11We just want to implement a single
17:20:13counter. That should tell you right
17:20:14there the multiple counter story is not
17:20:16going to be in the sprint, right? The
17:20:18the the sprint is just about the single
17:20:19counter. And then in the description, I
17:20:22like to put the goal. The goal is to get
17:20:23a single counter working and deploy to
17:20:26the cloud, right? So, I've kind of
17:20:27stated this is what we're all running
17:20:29for. We want to get it in the cloud. We
17:20:30want to get just a single counter
17:20:32working, right? And this is what we're
17:20:33going to commit to uh to our
17:20:35stakeholders. And then I've got to give
17:20:38it some dates, a start date and an end
17:20:40date. And so I might say, "Yep, I'm
17:20:41gonna start on Monday the 7th." And then
17:20:43the following uh Friday the 18th is when
17:20:46we're going to be done with this twoe
17:20:48sprint. And so now I'm all ready to
17:20:50create that milestone. Just a title, a
17:20:53good description that gives you the goal
17:20:55and the start and end dates. So we'll
17:20:57create a milestone.
17:20:59So now if we look at where we left our
17:21:00combine board, we had some groomed
17:21:03stories in the product backlog, some
17:21:04ungroomed stories in the ice box, and we
17:21:07don't have to worry about anything but
17:21:08the product backlog and the sprint
17:21:10backlog. The goal here is to build a
17:21:12sprint backlog from the product backlog.
17:21:16So if we look at it, um, we've got our
17:21:18stories. They don't have any story
17:21:20points, so we're going to have to assign
17:21:21them. Notice at the top of the sprint
17:21:23backlog, it says zero story points. The
17:21:25tool will track how many story points
17:21:27you have in each one of the pipelines.
17:21:29And so that's going to tell us when we
17:21:31reach our team velocity. So let's look
17:21:34at the first story.
17:21:37So I open the first story and I want to
17:21:40assign it an estimate. And so maybe we
17:21:42talk it over as a team and the team says
17:21:44this looks like a rather large story
17:21:46because it's, you know, it's setting up
17:21:48the initial, you know, counter the
17:21:50increment and then getting the values. A
17:21:52number of things in here. Maybe they say
17:21:53this is a large one. and we're going to
17:21:55make it an eight. And then we assign it
17:21:57to the sprint milestone of sprint one.
17:21:59So now we know that this is in the
17:22:01sprint and it's got uh an estimate. Uh
17:22:03and so we'll close that one. Now when it
17:22:06shows up in the product backlog, it has
17:22:08an eight in the circle to show us that
17:22:10it's eight story points. We still have
17:22:12our label and it's also been assigned to
17:22:14the sprint. So now we'll move that one
17:22:16over into the sprint backlog. And the
17:22:18sprint backlog now shows us you've got
17:22:20eight story points in the sprint so far.
17:22:22So let's look at the next one. We open
17:22:24it up. We talk about it as a team. Is
17:22:26this big? Is it small? Medium, large?
17:22:28What is it? Maybe the team decides,
17:22:30"Hey, this is a medium, right? We know
17:22:32how to do this. This is something that
17:22:34we think is kind of a medium story. Get
17:22:36it done in a couple of days, less than a
17:22:38week." Um, and so that becomes a medium
17:22:41story. And so the next thing we want to
17:22:43do is assign it to the sprint. So now
17:22:45we've got this story assigned to the
17:22:47sprint. It's a medium story. We go back
17:22:49to our conbon board. We see that the the
17:22:52uh the story points have been assigned
17:22:54and we drag and drop that one over into
17:22:56the sprint backlog. And now we're at 13
17:22:59story points. And we'll go look at the
17:23:01next story. So this is what you're doing
17:23:02during the sprint planning meeting,
17:23:04right? You're looking at each one of
17:23:05these stories. You're talking about it.
17:23:07This one's a technical debt story. We
17:23:09talk about it with the team. The team
17:23:10decides this one's also a medium. We
17:23:12assign it to the sprint milestone. And
17:23:15then we save it. And that one shows up
17:23:18with all its decorations. and we drag
17:23:20and we drop that one into um the the
17:23:24sprint backlog. And so you continue to
17:23:25do this until you hit your velocity. So
17:23:28let's say the team's velocity is 18
17:23:30story points. Um and so we stop at this
17:23:33point and say, "Hey, we've got enough
17:23:35things in our sprint plan. We don't want
17:23:37to overcommit. The past has showed us
17:23:39that we can do about 18 story points."
17:23:41And that's the beauty of story points.
17:23:42It's not wall clock time. It's like, you
17:23:44know, we could do a couple smalls, a
17:23:45medium, maybe a large, or maybe two
17:23:47mediums and a large, right? Um, it's
17:23:49just it's not the number of stories
17:23:51every sprint. It's given the estimates
17:23:54and given our past track record of
17:23:56implementing 18 story points or 20 story
17:23:59points per sprint. We don't want to
17:24:01exceed that commitment in the next
17:24:03sprint.
17:24:05In this video, you learned that it is
17:24:07the product owner's responsibility to
17:24:09present the sprint goal. It is the
17:24:11development team's responsibility to
17:24:13create a sprint plan. And a sprint plan
17:24:16is created by moving stories from the
17:24:18product backlog into the sprint backlog
17:24:20until the team's velocity is reached.
17:24:23[Music]
17:24:34After watching this video, you'll be
17:24:36able to describe the daily workflow,
17:24:38determine which story you should work on
17:24:40next, and explain why you should not
17:24:42work on more than one story at a time.
17:24:46In the steps in the scrum process, we've
17:24:48gone all the way through backlog
17:24:50refinement and sprint, the sprint
17:24:51backlog, and now we are off to actually
17:24:55executing the sprint.
17:24:58So the sprint is one iteration through
17:25:01design, code, test, deploy, right? It's
17:25:03one iteration through that whole cycle
17:25:06and we do this in uh twoe increments and
17:25:09it's really important that every one of
17:25:11them has a goal so everyone knows the
17:25:12goal that they're working for.
17:25:15So the daily execution what each member
17:25:18wants to do is when they start the
17:25:20sprint they take the next highest item
17:25:23off the sprint backlog that they have
17:25:25the skills to work for. I realize that
17:25:27some UI developers can't do back-end
17:25:29work. That's fine. But the next item,
17:25:32the highest item. You don't get to pick
17:25:33one in the middle. You don't get to pick
17:25:35your favorite item. You should be doing
17:25:37in the order of business importance, the
17:25:40next highest thing on the sprint
17:25:41backlog. You pull it off and you assign
17:25:43it to yourself. Very, very important to
17:25:46assign it to yourself so everybody knows
17:25:47you're working on it. And then you move
17:25:49it into in progress so that now visually
17:25:53everybody can see that you're working on
17:25:55it. So let's go back to our conbon
17:25:57board. We see we have three stories in
17:25:59the sprint backlog. And so right now we
17:26:01don't care about anything that is to the
17:26:03left of the sprint backlog because we
17:26:05want to concentrate on the sprint
17:26:07backlog. What's in process? What needs
17:26:09to be reviewed and what is going to get
17:26:11done. Uh so right now for your daily
17:26:13execution, you're going to take the next
17:26:15highest thing on the sprint backlog,
17:26:17move it to inrocess and open it up so
17:26:20that you can assign it to yourself. So
17:26:23once it opens up, you click on the
17:26:25assignees. One of the cool things in in
17:26:27uh is that you can just click on a link
17:26:29that says assign yourself. Otherwise,
17:26:31you could drop down and assign it to
17:26:32someone else. Um but you want to go
17:26:34assign it to whoever you are in GitHub.
17:26:37So now I've just assigned this to myself
17:26:39in GitHub. Uh so I can close that story
17:26:42of obviously I'm going to read the
17:26:43story, understand what it is, understand
17:26:46what I have to do, uh and then go close
17:26:48that story. And then it shows up in the
17:26:51in progress column with a little avatar.
17:26:54happens to be the avatar that is uh you
17:26:56know my picture on GitHub but it's
17:26:58whatever your avatar is on GitHub that's
17:27:00what it shows up so look at what I can
17:27:02see here now anyone right management
17:27:04anyone can go look at who's working on
17:27:06what somebody else on my team oh look
17:27:09that refrano guy he's got that one in
17:27:12process so um I'm going to go pick the
17:27:14next one off the backlog assign it to
17:27:16myself and then go work on it
17:27:19so some key things to keep in mind when
17:27:21you're doing your daily execution nobody
17:27:24body should be working on more than one
17:27:26story at a time. That's another
17:27:28important feature of having those little
17:27:30avatars show up because if I see the
17:27:32same avatar, then somebody's working on
17:27:34multiple stories. And the problem is I
17:27:36can't ship 50% of two things that are
17:27:39incomplete. I can only ship 100% of one
17:27:42thing that's completed. So, I don't want
17:27:44people having their focus pulled too
17:27:46many ways. I want them to work on one
17:27:48thing, deliver a feature, and then go
17:27:49work on the next feature. Unless, of
17:27:51course, they're blocked. If they're
17:27:53blocked, then it's okay. While someone's
17:27:55unblocking you, like the scrum master is
17:27:57going to unblock you, you can start
17:27:58working on a new feature and then get
17:28:00back to the one that was blocked. Uh,
17:28:02when you're finished, you then go create
17:28:04a pull request and you move that story
17:28:06into review QA. And there's a way to set
17:28:09up pull requests on GitHub with ZenHub
17:28:11so that when you create a pull request,
17:28:13it will automatically create that pull
17:28:16request in review QA. And if you assign
17:28:19a story to that pull request, you assign
17:28:20a get issue to that pull request, it
17:28:23will pull the issue from in process over
17:28:26to review QA and link them together. So,
17:28:29it's a nice way of keeping everything
17:28:31neat and tidy so everyone knows a pull
17:28:34request has been made because now I see
17:28:36things in the review QA column that I
17:28:38should probably go off and maybe review
17:28:39for somebody. And then when the pull
17:28:42request is then merged, now you can take
17:28:45and drag that into the done column. Once
17:28:47your code has been merged with the base
17:28:49branch, uh the master branch or the main
17:28:52branch, you can then move that to the
17:28:54done column because you're done. And
17:28:55then you start all over. You go back to
17:28:58uh the sprint backlog, take the next
17:29:00highest thing off the sprint, assign it
17:29:02to yourself, and start working on it.
17:29:05In this video, you learn that you need
17:29:07to keep the combine board updated so
17:29:09that everyone knows what you're working
17:29:11on. It's important to always work on the
17:29:13story with the highest priority that you
17:29:16have the skills for. And working on more
17:29:18than one story at a time may lead to
17:29:20neither story being finished at the end
17:29:22of the sprint.
17:29:23[Music]
17:29:36After watching this video, you'll be
17:29:38able to describe what happens in the
17:29:39daily stand-up meeting. Discuss the
17:29:41importance of time boxing the meeting to
17:29:4315 minutes. Explain what to do with
17:29:46topics raised at the meeting and conduct
17:29:48a daily stand-up meeting.
17:29:51In the steps in the scrum process, we've
17:29:54gone all the way through to the daily
17:29:56scrum or the daily standup.
17:30:00So now we're learning about the daily
17:30:02stand-up meeting. This should happen in
17:30:03the same place in time every day. It's
17:30:06important that people don't know where's
17:30:07the meeting today, right? Usually it's
17:30:09the same place in time every day. Um,
17:30:12and then sometimes it's called the daily
17:30:14scrum. I've heard it called both. Daily
17:30:16scrum, daily standup. Maybe daily scrum.
17:30:19Scrum is kind of the whole process. So I
17:30:20like using the term daily standup. Uh,
17:30:24each member briefly discusses uh what
17:30:26they're working on, right? They report
17:30:28on their work. And this is a meeting
17:30:29for, you know, each other, for the team
17:30:31to get up to date on who's working on
17:30:33what. Is anybody stuck? Now, it's called
17:30:36a standup because you're supposed to
17:30:38stand up. Nobody should be sitting down.
17:30:40This is a 15minute time box meeting.
17:30:43Very, very critical that it only takes
17:30:4415 minutes. One of the ways of ensuring
17:30:46that is to have everybody stand up,
17:30:49right? Usually, they'll stand in a
17:30:50circle and just go around and and
17:30:52discuss. Um, so that's why it's called a
17:30:55stand-up meeting. Now, it's not a
17:30:57project status. This is really critical.
17:30:59I've seen these devolve into projects.
17:31:01It's not a status meeting. It's a
17:31:03meeting for all of the development team,
17:31:05right? The software engineers, the
17:31:07testers, anybody on the team to
17:31:09understand who's working on what. Um,
17:31:11and what are we going to get done today?
17:31:13And can I help anybody? Um, so 15
17:31:16minutes answer some simple questions.
17:31:19And so who should attend? Well, uh, the
17:31:22scrum master should attend. The scrum
17:31:23master is someone who, uh, you know, is
17:31:25helping the team, um, be agile. If you
17:31:28have an advanced team, you might say
17:31:30they uh show up without the scrum
17:31:31master, but the scrum master is critical
17:31:33because if anyone's blocked, I want the
17:31:35scrum master to unblock them. So, I
17:31:37always have the scrum master uh attend
17:31:39the daily standup. And then, of course,
17:31:41the development team, right? Everybody
17:31:42on the scrum team uh is attends the
17:31:45standup. Now, the product owner is
17:31:47optional. I've had product owners show
17:31:49up some days, not show up others. If
17:31:51they do show up, they are not to speak
17:31:53unless spoken to. This is not a status
17:31:57meeting for the product owner. This is
17:31:59really really critical and I and I see
17:32:01how these things dee evolve right into
17:32:03daily status meeting. It's not a status
17:32:05meeting. So the product owner can show
17:32:07up if they can be helpful in answering a
17:32:09question fine. They don't get to ask
17:32:11questions. They don't get to drill the
17:32:12team. That is not what this meeting is
17:32:14for. They can have their own status
17:32:16meeting if they want to do that. That's
17:32:17not what the standup is for. The standup
17:32:19is for the development team. Product
17:32:21owner is optional.
17:32:24So what are these questions that
17:32:25everyone asks? So each member answers
17:32:28these three questions in turn. What did
17:32:31I get done yesterday? What am I going to
17:32:33work on today? And are there any
17:32:35blockers? Are there any impediments in
17:32:37my way? So everyone knows what I've been
17:32:40working on. Um I worked on something
17:32:42yesterday. I plan to continue it today.
17:32:44I might get finished tomorrow. I'm gonna
17:32:45plan to continue it today. Or I worked
17:32:47on this yesterday. I'm going to pick up
17:32:48a new story today. Nothing's blocking
17:32:51me. or something is blocking me. Very
17:32:53very important impediments and blockers.
17:32:56If one of the team members is being
17:32:58blocked, the scrum master has nothing
17:33:00more important than to unblock them.
17:33:02Right? Critically important that you
17:33:04keep the team moving forward. Uh and so
17:33:06that's why the scrum master needs to be
17:33:08at this meeting so that if anybody's
17:33:10blocked, they can go deal with it while
17:33:12they do some productive the like the
17:33:14team members do more productive work
17:33:15taking another story off the backlog.
17:33:18Uh yeah. So developers who are blocked,
17:33:20take the next story off the black
17:33:22backlog and start working on it while
17:33:23you're blocked. Unless you're going to
17:33:24get unblocked in an hour or two, uh, you
17:33:26know, then maybe go so work on some
17:33:28other work. Um, but if the blocker is
17:33:30going to be around for a while, start
17:33:32working on the next story.
17:33:34So let's talk about table topics. And
17:33:37this is why I see these meetings running
17:33:39over the 15minute time box. Anything
17:33:42that comes up that is not part of the
17:33:45three questions should be tabled, right?
17:33:47And we we sometimes we say we put that
17:33:49in the parking lot. Um so it's very very
17:33:52important that the scrum master write it
17:33:53down so we don't forget. We don't want
17:33:55to lose track of it. We're not trying to
17:33:56be rude, but we want to get through this
17:33:58meeting in 15 minutes reporting on those
17:34:00uh three questions. And then if anybody
17:34:04is interested in the table topics, we
17:34:06then do those after the meeting. So I'll
17:34:08have the 15-minute scrum meeting and
17:34:09then say, "Okay, the following topics
17:34:11came up. Anybody who's interested in
17:34:13discussing them, please stay. everybody
17:34:15else go have a productive day and then
17:34:17you can talk about those topics. Maybe
17:34:19somebody needed help and someone else
17:34:20says, "I know how to do that. I can tell
17:34:22you how." Tell them after the meeting.
17:34:25In this video, you learned that the
17:34:27daily standup occurs every day for 15
17:34:29minutes. Each person should be prepared
17:34:32to answer the three stand-up questions.
17:34:35The daily standup is not a status
17:34:37meeting.
17:34:38Topics not related to the standup should
17:34:41be addressed after the meeting.
17:34:43[Music]
17:34:54After watching this video, you'll be
17:34:56able to define a burndown chart,
17:34:58describe how to read a burndown chart,
17:35:00and explain how burndown charts can help
17:35:02forecast the team's ability to achieve
17:35:04the sprint goal.
17:35:06So, a burndown chart is one of my
17:35:09favorite charts. which is a tool that I
17:35:10use a lot because it lets me quickly and
17:35:12easily see is the team going to reach
17:35:15their sprint goal. It works off of
17:35:17milestones, although now with the new
17:35:19Zenhub, it also works off of sprints.
17:35:21Um, but a milestone could be anything,
17:35:23right? A milestone could be a demo that
17:35:25you're going to do or you're going to go
17:35:26to a conference uh and the milestone is
17:35:28to get the code ready. Uh, but usually
17:35:30milestones are your sprints, right? Your
17:35:33twoe sprints. And so these burndown
17:35:35charts could be used to measure progress
17:35:37against any milestone, not just sprints.
17:35:42So what they are is a measure of how
17:35:44many story points are completed versus
17:35:47how many story points you have in the
17:35:49sprint given time. So it's going to show
17:35:52you that given this amount of story
17:35:54points and this amount of time, you
17:35:56should be here. And you want to make
17:35:58sure that you're on that line. You'll
17:35:59see what they uh what they look like. uh
17:36:02over time the story points remaining to
17:36:03go go down, right? So so there's less
17:36:06and less story points to uh to execute
17:36:08and that's why they call it a burndown
17:36:09chart. You're watching the story points
17:36:11left, the story points remaining burning
17:36:14down over time. So let's take a look at
17:36:17an example burndown chart. On the
17:36:20vertical I have the number of story
17:36:21points in the sprint. And so this will
17:36:24be different for every sprint and
17:36:25clearly for every team. It's the number
17:36:27of story points in this particular
17:36:29milestone which is a sprint. Then on the
17:36:31horizontal I have the number of days in
17:36:33a sprint and this is a twoe sprint. And
17:36:36then I have vertical bars that indicate
17:36:38the weekends. Now this particular sprint
17:36:40is going from a Wednesday to a
17:36:41Wednesday. Otherwise you would see it
17:36:43start out with the vertical bars in the
17:36:45beginning. Uh and then it plots the
17:36:48optimal path through the burndown. So
17:36:52everything being equal and if you're
17:36:54burning down uh on an equal basis, you
17:36:56will burn down to the first weekend. and
17:36:58it doesn't assume that people are
17:36:59working on weekends. You do not want to
17:37:01burn out your team. Um, and then it
17:37:04plots the next course from that week and
17:37:06then the final burndown at the end. And
17:37:09then as the team starts working, you'll
17:37:11see this blue line. Now, every dot on
17:37:14that blue line is a closed story or you
17:37:17can set it to be a done story move to
17:37:19the done column. But each one of those
17:37:21is a story that has been completed in
17:37:24some way. And so we're looking pretty
17:37:26good right up until now, up until about
17:37:27halfway through. And then we continue.
17:37:30And then, wow, something's going on
17:37:32here. Right. So now I see that the
17:37:34number of stories closed is much higher
17:37:36than they need to be in order to make
17:37:38this sprint. And so the team rallies uh
17:37:41gets a bunch of stories completed. And
17:37:43then finally, we do make our date. We
17:37:45get them all completed before the end of
17:37:47the sprint. So it's just very quick.
17:37:49It's very easy to read. Um it's very
17:37:52simple for developers. And again, this
17:37:54is not necessarily for management. This
17:37:56is for the development team to
17:37:57understand, are we going to meet the
17:37:59sprint goals? Are we going to get all
17:38:00the stories done in time? This is a
17:38:02pretty good indication. It's why I like
17:38:04these charts.
17:38:06In this video, you learn that a burndown
17:38:08chart shows the measurement of story
17:38:10points completed versus story points
17:38:12remaining for a sprint. Burndown charts
17:38:15can be used to show progress towards any
17:38:17milestone, not just sprints. Burndown
17:38:20charts are used to forecast the team's
17:38:22probability of achieving the sprint
17:38:24goal.
17:38:25[Music]
17:38:37After watching this video, you'll be
17:38:39able to describe what a sprint review
17:38:40is, explain who to invite to a sprint
17:38:43review meeting, and describe how to
17:38:45conduct a sprint review meeting.
17:38:47So, we've been through all of the steps
17:38:49in the scrum process through the sprint
17:38:51and now hopefully we've got a valuable
17:38:54product, a valuable done increment to
17:38:56demonstrate.
17:38:59The sprint review meeting is demo time.
17:39:02That's when the developers get to show
17:39:04up all the great work that they did. You
17:39:06want to have live demonstrations of
17:39:08here's the feature we added, here's what
17:39:09it does, what do you think about it? And
17:39:11then the product owner goes off and
17:39:13says, "Yep, that's what we wanted." or
17:39:15maybe, hey, that's really cool. What if
17:39:17we did this? Maybe write a new story for
17:39:19it. Um, but they're determining based on
17:39:21the acceptance criteria. Is this
17:39:23acceptable? And then all of the stories
17:39:25that are accepted get moved from the
17:39:27done column into the closed column
17:39:29because now everyone agrees that story
17:39:31can be closed. We've delivered that
17:39:33functionality.
17:39:35So, who should attend this meeting?
17:39:37Well, everybody, the product owner, the
17:39:40scrum master, the developers, the
17:39:42stakeholders, the customers, anybody you
17:39:45can think of, right? Anybody who wants
17:39:47to see a demo uh can come to this
17:39:49meeting. This is the this is the time
17:39:51when the developers really shine, right?
17:39:53When the development team uh gets to
17:39:55show off all their stuff. So, everyone
17:39:57is welcome to this to the sprint review
17:39:59meeting to see how they've been working
17:40:01on this increment.
17:40:04So let's talk about the sprint review.
17:40:07Feedback should be converted into
17:40:09backlog items. So you what you want to
17:40:11do in the sprint review is get feedback
17:40:13from the stakeholders, feedback from the
17:40:15product owner, feedback from everyone
17:40:16watching the demo, and then decide well
17:40:19maybe we should write new stories based
17:40:21on this feedback to add some new
17:40:23functionality or take it in a different
17:40:25direction or whatever. Um, so this is
17:40:27where iterative development allows you
17:40:29to build things you could not have built
17:40:31before because quite often once they see
17:40:34something, right, once a stakeholder
17:40:36sees something like, "Oh, now that I've
17:40:38seen that, you know, would be great if
17:40:40we could just add another one of these."
17:40:42And they would have never thought of it.
17:40:44It would have never happened in
17:40:45waterfall development because that
17:40:47process wouldn't have spurred their
17:40:48interest. Um and and uh this is really
17:40:51really where you build products that you
17:40:53could not have built with just using a
17:40:55fixed planning method. This is where
17:40:57iterative planning really thrives.
17:41:01So what do you do about rejected
17:41:03stories? What do you do about stories
17:41:04that the product owner says, "No, that
17:41:06wasn't that wasn't what we wanted at
17:41:08all." Well, any story that is not
17:41:10considered done, you have to treat
17:41:12carefully. I want to make sure that you
17:41:14don't just move them to the next sprint.
17:41:16What I usually do is I add a label to
17:41:18them to let them know it's unfinished or
17:41:20it's done or it was inaccurate or
17:41:21whatever and then I close it. Why do I
17:41:25close it? I close it because I don't
17:41:27want to affect my velocity uh impact my
17:41:30velocity necess unnecessarily. So I open
17:41:33a new story with whatever it is they
17:41:35really did want and I close that one.
17:41:37And this is really key to make sure that
17:41:40you know if you had eight story points
17:41:42and the developers, you know, put eight
17:41:44story points into it and you just move
17:41:46it to the next sprint, well, you just
17:41:48lost eight story points out of your
17:41:49velocity, but your velocity is no longer
17:41:51accurate because you did take time to do
17:41:54eight story points. So instead of 18,
17:41:55you did 10. It's like, well, what
17:41:57happened that sprint? It's not that they
17:41:59didn't do any work. It's that the work
17:42:01wasn't accepted as what the product
17:42:03owner wanted. But you still want that
17:42:05velocity to reflect that eight story
17:42:07points was put into it even though you
17:42:09didn't get something that the product
17:42:11owner wanted. So I always close those
17:42:13stories and I write a new story for what
17:42:16the product owner really wants with new
17:42:18acceptance criteria for the next sprint.
17:42:21In this video, you learn that a sprint
17:42:24review is a demonstration of the
17:42:25features that have been implemented
17:42:26during the sprint. Everyone involved
17:42:29with the project is invited to
17:42:30participate and feedback from
17:42:32stakeholders is critical to help shape
17:42:34the future of the product. The backlog
17:42:37is updated based on the feedback.
17:42:40[Music]
17:42:51After watching this video, you'll be
17:42:53able to describe a sprint retrospective,
17:42:56explain who to invite to a sprint
17:42:57retrospective meeting, and describe how
17:43:00to conduct a sprint retrospective
17:43:01meeting. So, one of the last meetings is
17:43:04the sprint retrospective. This is a
17:43:06meeting to reflect on the sprint. very
17:43:09very critical for uh continuously
17:43:12improving is that we look back on what
17:43:14we did. Um so it measures the health of
17:43:17the process, measures the health of the
17:43:19team. Um and the development team must
17:43:21be able to speak freely, right? They
17:43:23have to be comfortable in this meeting
17:43:25that they could talk about anything that
17:43:26you know they want to talk about and
17:43:28discuss as they reflect on the sprint.
17:43:31And so who should attend this meeting?
17:43:34Well, the scrum master should be there
17:43:36and the development team. I do not
17:43:38invite the product owner to the sprint
17:43:40retrospective. And the reason I don't
17:43:42invite the product owner is because I
17:43:44want the development team to be able to
17:43:46speak freely. I want to be able to say,
17:43:48"Hey, that product owner is driving us
17:43:49too hard, right? I want them to be able
17:43:51to this them and the scrum master to
17:43:54have frank and honest conversations
17:43:56about how are things going." Now, you
17:43:59might have a product owner where you can
17:44:01tell them you're driving us too hard.
17:44:03Okay, then invite the product owner. But
17:44:05you don't want people to feel
17:44:06intimidated. Well, I was really going to
17:44:08tell you what went wrong, but I didn't
17:44:10want the product owner to think any less
17:44:11of me. You don't want that to happen.
17:44:13So, trust me on this one. Sprint
17:44:15retrospective, scrum master, the rest of
17:44:18the team without the product owner. And
17:44:21let's really dig into uh the health of
17:44:23the team. And so, there are three
17:44:26questions again uh that get asked in
17:44:29this team to reflect on the sprint. The
17:44:31first one is what did we do well, right?
17:44:33What should we keep doing? what went
17:44:34really good, you know, uh, and keep
17:44:36doing more of that. And then what did
17:44:38not go well, right? What should we stop
17:44:41doing? Uh, and have everybody speak
17:44:43freely about, you know, what did not go
17:44:45well and and what they'd like to not
17:44:46have to do next time. And then most
17:44:49importantly, what should we do to
17:44:51change, right? What do we want to change
17:44:52for the next time? Now, there might be a
17:44:54lot of changes. Uh, it's the scrum
17:44:56master's job to kind of document those
17:44:58changes and then make sure that
17:45:00something gets changed. You don't have
17:45:02to change all of them. It may be
17:45:03impossible to get them all done, but
17:45:05make sure something uh gets addressed uh
17:45:08for the next sprint so that the team
17:45:10knows that it's just not a gripe
17:45:11session, right? That things are actually
17:45:13happening. People are really listening.
17:45:15People really care about how they feel
17:45:16and they're trying to improve. So the
17:45:19goal here is improvement. It's critical
17:45:22to have a healthy team to be able to
17:45:24reflect and be able to talk about what
17:45:26went right, what went wrong, what should
17:45:28we do differently. And the scrum master
17:45:31must ensure right that changes are you
17:45:34know as a result of feedback changes are
17:45:36made right people want to feel that that
17:45:39things are getting better as a result of
17:45:41having these meetings otherwise there's
17:45:42no sense in having the meeting and the
17:45:45goal is just to improve for the next
17:45:47sprint. What could we do better for next
17:45:49time? There's always room for change.
17:45:51What could we do better the next time?
17:45:54In this video, you learned that a sprint
17:45:56retrospector is a time to reflect on how
17:45:58the sprint went. The development team
17:46:01must feel comfortable to speak freely
17:46:03and three questions are answered on what
17:46:06went right or wrong.
17:46:08The sprint retrospective must result in
17:46:10changes to improve the next sprint.
17:46:13[Music]
17:46:25After watching this video, you'll be
17:46:27able to describe the difference between
17:46:28vanity metrics and actionable metrics.
17:46:31Describe the top four actionable metrics
17:46:34and explain how metrics can be used to
17:46:36improve the team's performance.
17:46:39Having metrics is critically important
17:46:42because you can't improve what you can't
17:46:45measure. You have to be able to measure
17:46:47how you're doing. You can't just go by
17:46:48gut feel. The high-erforming teams are
17:46:52measuring how they're doing and they're
17:46:54reacting to those measurements and
17:46:55they're making sure that those are going
17:46:57in the right direction. Um, and so they
17:46:59take baselines, they set goals, and then
17:47:02they measure against those goals. This
17:47:04is critically critically important for
17:47:06the health of your team.
17:47:09So beware of vanity metrics. Oh, we got
17:47:1210,000 hits to our website. Let's have a
17:47:14pizza party.
17:47:15What does 10,000 hits mean? What does it
17:47:18really mean? Did somebody nervously
17:47:20click 10,000 times?
17:47:23Did 10,000 people click once and go
17:47:26away? You don't know. You have no idea.
17:47:29You don't know what people what drove
17:47:31them to the website. And you don't know
17:47:32what action to take next. How do I get
17:47:35more clicks? I don't know. Clicks or
17:47:38hits to a website is just a vanity
17:47:41metric. You want to be working on
17:47:43actionable metrics. So maybe you're
17:47:45doing some AB split testing, right?
17:47:47Where you've got two versions of
17:47:48something. You don't know how the
17:47:50customers are going to like it. And so
17:47:51you traffic shape 50% to one customer
17:47:54set, 50 to another, and then you
17:47:55measure, right? Did the customers who
17:47:57saw the new feature, did they react the
17:47:59way we wanted to? Did we get the
17:48:01behavior out of them? And if we did,
17:48:03then let's do more of that behavior. And
17:48:05if they didn't, then let's not do more
17:48:07of that behavior, right? Let's do less.
17:48:09So it's critical that you take a
17:48:10baseline, whatever that baseline is.
17:48:12Let's say it currently requires six
17:48:14teams uh you know 10 hours to make do a
17:48:16deployment and you want to decrease that
17:48:19or it costs so much uh you know money to
17:48:21go uh you know do a release whatever it
17:48:23is however you have the baseline you you
17:48:26pick something that you want to improve
17:48:27on and then you measure it the way it is
17:48:29today set that baseline and then you set
17:48:32yourself a goal maybe you want to reduce
17:48:34from 10 hours to two hours and you think
17:48:36about how can I do that right and then
17:48:38you measure it are we getting closer
17:48:39you're not going to you're not going to
17:48:40hit it the first time right this is
17:48:41going to be over a series of sprints,
17:48:43you know, are we getting faster? Are we
17:48:45getting better? Is it costing us less?
17:48:47Are we finding, you know, more bugs in
17:48:49production? I'm sorry, more bugs in
17:48:51testing, right? You don't want to find
17:48:52more bugs in production. Are we picking
17:48:54up more bugs in testing than we do in
17:48:56production, right? Which is going to
17:48:57cost us less money in doing uh break
17:48:59fix. So, whatever that is, you want to
17:49:02set a goal and measure against it. The
17:49:04top four actionable metrics that people
17:49:06use are mean lead time, right? How does
17:49:08it take? How long does it take to get
17:49:09from an idea to get something delivered
17:49:11to the customer? Uh release frequency.
17:49:13How often can you release? It doesn't
17:49:15have to be any faster than you need to
17:49:17release. If you only need to release
17:49:18once a week, that's fine. But can you
17:49:21release when you need to release
17:49:22something new to the customer? And then
17:49:24of course, what is your change uh
17:49:26failure rate, right? Are you releasing
17:49:27stuff that's breaking? All right, so
17:49:28that's critically important as well. And
17:49:30then meantime to recovery. It used to be
17:49:33meantime to failure, right? We would
17:49:35we'd make sure we never fail. make sure
17:49:37it never goes down. Well, it's going to
17:49:39go down. How fast can you recover from
17:49:41it going down is the question. And if
17:49:43it's quick enough and the customer
17:49:44doesn't even notice, that is the best of
17:49:46all. So meanantime to recovery is really
17:49:48what people are measuring as an
17:49:50actionable metric today. So let's look
17:49:52at some example metrics, right? Reduce
17:49:54time to market for new features, right?
17:49:56How fast does it take me to get a new
17:49:58feature out there? Does it take me days,
17:50:00weeks, months? Um increasing the overall
17:50:03availability of the product, right?
17:50:04Maybe you want to make something higher
17:50:06availability. Uh reducing the time it
17:50:08takes to deploy a release. That's that's
17:50:09a common one, right? We want to be able
17:50:10to get releases out quicker. Uh
17:50:12increasing the percentage of defects
17:50:14detected in testing before a production
17:50:16release because that is going to save
17:50:18you money in the long run. And then
17:50:20providing performance and user feedback
17:50:22uh to the team in a timely manner,
17:50:23right? Do I have fast feedback loops?
17:50:25Can I get feedback from the customer to
17:50:27my team? Maybe I want to get that
17:50:29quicker. I don't want it to take so
17:50:30long. Whatever those metrics are, um you
17:50:32want to pick one of them and then
17:50:34improve on it.
17:50:36In this video, you learn that high
17:50:38performing teams use metrics to
17:50:40continuously improve. It's important to
17:50:42be sure that the metrics you use are
17:50:44actionable. It's important to take a
17:50:47baseline before trying to measure
17:50:49change. And the top four actionable
17:50:51metrics can be used to improve your
17:50:53team's overall performance.
17:50:56[Music]
17:51:08After watching this video, you'll be
17:51:10able to close out the sprint on the
17:51:11conbon board, describe how to handle
17:51:13unfinished stories, and prepare for your
17:51:16next sprint.
17:51:18I want to talk about the end of sprint
17:51:20activities. What do you do at the end of
17:51:22a sprint after all the meetings are
17:51:24done? Well, you want to take anything
17:51:27that's in the done column and move it to
17:51:29closed. You might have done that during
17:51:31the sprint review, but if you didn't,
17:51:32now is a time to move all of the done
17:51:34items into the closed column. You also
17:51:37want to close out the current milestone.
17:51:39Um, if you're using sprints in the new
17:51:42ZenHub, they may close themselves out
17:51:44based on the uh the end date, but a
17:51:47regular milestone in GitHub will not
17:51:48close itself until you close it, just in
17:51:50case you run late. Uh, so you're in
17:51:52control of closing it and so you should
17:51:54close out that milestone so that you get
17:51:56credit for velocity on your velocity
17:51:57charts. You then want to create a new
17:52:00sprint milestone. Now, you might leave
17:52:02this until the next sprint planning
17:52:04meeting and that's okay. But just
17:52:06understand you close out one milestone,
17:52:08you're going to have to create a new
17:52:09milestone for the next sprint. And then
17:52:12you want to adjust any unfinished work.
17:52:16So what do I mean about unfinished work?
17:52:18Well, there's untouched stories. What
17:52:20about stories that haven't been worked
17:52:22on? They're in the sprint backlog and no
17:52:25one got to them, right? Um, so you can
17:52:28move those to the top of the product
17:52:30backlog. Some people move them to the
17:52:32next sprint. I like to resist the urge
17:52:34of just moving them into the next
17:52:36sprint. Um, because what if they're not
17:52:38the top priority anymore? What if we
17:52:41didn't get to those stories, but in the
17:52:42middle of the sprint, a new uh feature
17:52:44was requested that is our new top
17:52:46priority. So, I don't make any
17:52:48assumptions that just cuz we were
17:52:49working on it the last sprint, we ought
17:52:51to be working on it the next sprint if
17:52:53it wasn't finished. And so, I like to
17:52:55take them and move them to the top of
17:52:56the product backlog. If you do, remember
17:52:58to unassign them from the sprint
17:53:00milestone. Right? You don't want to have
17:53:02those dangling stories in the sprint
17:53:03milestone. Take them out of the
17:53:05milestone. Move them back to the top of
17:53:07the product backlog.
17:53:09How about unfinished stories? These are
17:53:11stories that people did get to, but they
17:53:14didn't finish. Very important for this
17:53:16is don't move the unfinished stories
17:53:18into the next sprint. Again, you're
17:53:20going to mess up your velocity. Somebody
17:53:22spent time working on half a story. And
17:53:25so what you should do is you could
17:53:27determine uh you know, was the was the
17:53:29sizing wrong? Uh if it was, you can
17:53:32adjust it. If it wasn't wrong, okay, it
17:53:33was an eight pointer. I only got to do
17:53:35four points of it. Then adjust the size
17:53:38down to four. And then write a new story
17:53:41because you want to keep your velocity
17:53:43accurate. Write a new story for the put
17:53:45it in the product backlog. That's the
17:53:47other four points. But give the
17:53:48developer credit and give the team
17:53:50credit for working on those four story
17:53:52points. So you never want to simply move
17:53:54them into the next sprint. You want to
17:53:56take them and close them in this sprint
17:53:58so you get credit for the velocity and
17:54:00then if you need to write a story for
17:54:02the next sprint with maybe more story
17:54:04points or half of the story points from
17:54:06the previous one.
17:54:08Uh the other thing you want to do is
17:54:10adjust the description. Right? You might
17:54:12want to say that this thing is
17:54:13unfinished. You might want to create an
17:54:15unfinished label. Um, you know, so that
17:54:17you can tell that it was closed, but it
17:54:19wasn't closed and completed. Maybe a not
17:54:21completed label. Uh, but the idea is
17:54:23that you you definitely want to uh
17:54:26identify in some way that this is a
17:54:28half-finish story, but you're closing it
17:54:30because you're closing out the sprint
17:54:31and the work was done in that sprint
17:54:34even though it was only half of the
17:54:35work. Uh, then you write a new story for
17:54:38the remaining work, right? So whatever
17:54:40work is left and maybe it's the
17:54:42remaining story points or maybe it's
17:54:43even more story points because it was
17:54:44bigger than we thought. Whatever it is,
17:54:46you write that story, put it in the
17:54:48product backlog, uh and then we could
17:54:49decide whether we're going to do it or
17:54:51not in the next sprint or maybe because
17:54:52it's half done, you're guaranteed, you
17:54:54know, you know that you want to do it in
17:54:56the next sprint, uh then you might want
17:54:57to move it to the next sprint, assuming
17:54:59you've already created that sprint
17:55:00milestone.
17:55:02Um and then you want to remain if you do
17:55:04write a new story, assign the remaining
17:55:06story points to that new story. Again,
17:55:09what we're trying to do is keep the
17:55:11velocity accurate. We want to get credit
17:55:13for the number of story points executed
17:55:15in a sprint, regardless of whether the
17:55:17story was finished or not, so that we
17:55:19know that our velocity is accurate. In
17:55:20the next sprint, we know how many story
17:55:22points we can take on to execute.
17:55:26So, getting ready for the next sprint,
17:55:29all the current stories should be
17:55:30assigned to uh the current sprint should
17:55:32be closed, right? Anything in the
17:55:34current sprint, you want to close that.
17:55:36uh all the unfinish finished stories
17:55:38they get reassigned. So you've handled
17:55:40all the stories are unfinished closed
17:55:42them maybe write new stories for the
17:55:43rest of finishing and then any of the
17:55:45the the sprint milestone is closed. Any
17:55:48stories that were in that sprint
17:55:49milestone get taken out of it put in the
17:55:51product backlog. Uh and then maybe a new
17:55:53sprint milestone is created either at
17:55:55the end of the sprint or at the
17:55:57beginning of the next sprint.
17:56:00In this video you learned that it is
17:56:02important to give developers credit for
17:56:04unfinished stories. Unfinished stories
17:56:06should be split into new stories to
17:56:08complete the work in the next sprint.
17:56:10Each sprint milestone should be closed
17:56:12when completed to reflect the velocity
17:56:14of the sprint. And you should create a
17:56:16new milestone for the next sprint.
17:56:19[Music]
17:56:31After watching this video, you'll be
17:56:32able to discuss some antiatterns to
17:56:34avoid them when practicing scrum and
17:56:37describe a checklist for measuring a
17:56:38healthy scrum team. So, let's discuss
17:56:42some antiatterns. The first one is no
17:56:45real product owner. Uh, and I've seen
17:56:47this happen on a number of teams where
17:56:49nobody's really sure who the product
17:56:51owner is. There are a couple of people
17:56:52who seem to be in charge, uh, but
17:56:54clearly one person with a vision, uh,
17:56:56you know, is not present. The other
17:56:59opposite I've seen is multiple product
17:57:01owners. I've been on scrum teams where
17:57:03there were two product owners and they
17:57:05didn't always agree on what to build.
17:57:07These are antiatterns. There should be a
17:57:09clear person who's playing the role of
17:57:11product owner who's the visionary for
17:57:13the team who's setting the vision uh and
17:57:15leading the team. Very very important.
17:57:18Then if the teams are too large, you
17:57:20don't want to have you know 20 30 people
17:57:22on a team. They should be less than 10.
17:57:24we say you know 5 plus or minus 2 or 7
17:57:27plus or minus two. You really don't want
17:57:28to have large teams because that uh is
17:57:31an antiattern uh because communications
17:57:33becomes too hard at that point and then
17:57:36the teams are not dedicated. I've seen
17:57:38this happen multiple times. People are
17:57:39on multiple projects. You're in the
17:57:41daily standup and you say what did you
17:57:43do yesterday and oh yesterday my manager
17:57:45pulled me off to work on another
17:57:46project. Clearly that is an antiattern.
17:57:49You know that is a recipe for disaster.
17:57:52So you want to make sure that if if
17:57:53that's happening on your teams, your
17:57:55teams are not going to be successful. Um
17:57:57if the teams are too geographically
17:57:58dispersed, I realize we work in
17:58:00international companies all around the
17:58:02world. You know, my recommendation is
17:58:03put at least two people in a geography
17:58:05in a time zone so they can collaborate
17:58:07together. Um but it really works best
17:58:09when all the teams are together in one
17:58:12time zone, one geography. And then if
17:58:14your teams are siloed, you know, the
17:58:16team should be working as one
17:58:17crossfunctional team. I shouldn't have
17:58:19to open tickets with other teams to get
17:58:21things done. Everything I need should be
17:58:23on that one team. So, that's very uh
17:58:25important. And then teams are not
17:58:27self-managing. The teams are not being
17:58:29told what to do, right? They're not
17:58:31being given stories to work on. The
17:58:33stories are in the backlog and they pick
17:58:35the next highest story off the backlog
17:58:37and they assign it to themselves, right?
17:58:39They're self-managing. It's critically
17:58:41important for the health of a scrum
17:58:43team. If you do these things, you will
17:58:45fail. You should not wonder why you
17:58:47failed. you know you were implementing
17:58:49all the anti patterns. So let's talk
17:58:51about some health check items that you
17:58:53can look at and make sure that your team
17:58:55is healthy. One of them is that
17:58:57everybody is accountable. Scrum master,
17:58:59product owner, team members, uh you know
17:59:01they all are accountable for what they
17:59:03do. They all feel ownership in what
17:59:05they're delivering. Uh and when
17:59:07something goes wrong, everybody chips in
17:59:09to make sure things happen right. So
17:59:10they should all understand what their
17:59:12role is and and act on that role. The
17:59:15second is that you're working in small
17:59:16sprints. Uh if you're working in sprints
17:59:19that are a month long, two months long,
17:59:21that's just too big. You need you need
17:59:22to be organized around one or one or two
17:59:24weeks, two or four week sprints. Um I
17:59:27don't like four weeks. I really like two
17:59:28week sprints. Some people do oneweek
17:59:30sprints. Um there's an ordered product
17:59:32backlog. This is key, right? If you you
17:59:35go in and look at the backlog and it's
17:59:37not ordered, you know, things are in
17:59:38disarray and the the stories don't have
17:59:41enough information for anybody to know
17:59:42what's going on, uh that's an indication
17:59:44that things aren't exactly healthy. Uh
17:59:47then is there a sprint backlog, right?
17:59:49That you could virtualize uh visualize
17:59:51the remaining work. And that's why we
17:59:53use a conbon board, right? So that we
17:59:54have these things in the backlog. We can
17:59:56look at them and very quickly and easily
17:59:57understand what is the work that's
17:59:59remaining in this sprint. What is the
18:00:01work that has has yet to be done? And
18:00:03then at sprint planning and forecast a
18:00:05sprint backlog and a sprint are created.
18:00:08Uh team should not be working without a
18:00:10backlog. Team should not be pulling off
18:00:11the product backlog. You really want to
18:00:13organize around a goal for the sprint
18:00:16and all the stories for that sprint are
18:00:17in that sprint backlog. Um the results
18:00:20of the daily scrum uh results in
18:00:22planning work or replanning work. So
18:00:24maybe you know something's not going as
18:00:26planned. You need to shuffle some
18:00:28stories. You need to add more people to
18:00:29a story. Need to get somebody help. uh
18:00:31and maybe you you know you replan as a
18:00:33result of that. Uh so that's very very
18:00:35important. Uh no later than the end of
18:00:38the sprint you've got a done increment,
18:00:39right? You don't want to have sprints
18:00:40where there's nothing to deliver. Uh in
18:00:42the beginning it's really hard to do
18:00:44this but once you get going uh there
18:00:46should be some new functionality that
18:00:47you're adding every two weeks that you
18:00:49can be uh you can demo and be
18:00:51accountable for. And then the
18:00:53stakeholders offering feedback. I I
18:00:55can't stress enough how critically
18:00:56important this is. The whole idea of
18:00:59delivering early and often is so that
18:01:01the stakeholders can look at it and they
18:01:03can offer you feedback and then you
18:01:04could decide whether you need to change
18:01:06the plan or change the product or change
18:01:08whatever direction you're going in. So
18:01:10that stakeholder feedback is very
18:01:11valuable. If you have sprint reviews and
18:01:13the stakeholders remain silent, not
18:01:16healthy, not healthy. They really need
18:01:17to be speaking up and saying whether
18:01:19they like it, don't like it. Uh the
18:01:21product backlog is updated as a result
18:01:24of a sprint review. So when you do the
18:01:25review, you may come up with new
18:01:27stories, you come up with new ideas. Uh
18:01:29you may decide that something should be
18:01:31implemented a little differently. And so
18:01:32at the end of that review, you go in and
18:01:34you add these new stories to the
18:01:35backlog, right? You you want to take
18:01:37that feedback that the stakeholders
18:01:39giving you and add that to the sprint
18:01:41backlog. So that becomes new stories
18:01:43that you can implement for your
18:01:44stakeholders.
18:01:46And then the product owner, the
18:01:47development team, the scrum master,
18:01:48they're all aligned on the work in
18:01:50process, right? So they know what's
18:01:52going to happen for their next sprint.
18:01:53Uh at the sprint retrospective, you want
18:01:56make sure everybody understands what
18:01:58went well, what didn't go well, what
18:01:59should we keep doing, what should we
18:02:00stop doing, and get alignment so that in
18:02:02the next sprint we do even better,
18:02:04right? We incrementally improve.
18:02:07In this video, you learn antiatterns to
18:02:10avoid when practicing scrum. No real
18:02:12product owner. Teams are too large.
18:02:14Teams are not dedicated. Teams are too
18:02:17great geographically dispersed. Teams
18:02:19are siloed. Teams are not self-managing.
18:02:22The Scrum Health Check provides
18:02:24guidelines for measuring a healthy scrum
18:02:26team.
18:02:27[Music]
18:02:37Welcome to the course capstone for
18:02:39project management. This course allows
18:02:42you to apply the project management
18:02:43knowledge and skills learned throughout
18:02:45all prior courses in the project
18:02:46management professional certificate PC
18:02:49program. Through this course, you will
18:02:52apply project management skills learned
18:02:54in the previous project management
18:02:56courses in the certificate program. We
18:02:58encourage you to complete all the
18:03:00courses in this professional certificate
18:03:02series before beginning this final
18:03:04course. You will have an opportunity to
18:03:06complete numerous hands-on activities
18:03:09based on a realworld scenario. We
18:03:12provide templates and instructional
18:03:13guidance to allow you to develop a
18:03:15portfolio of artifacts you can use to
18:03:17show your expertise and readiness for
18:03:19greater levels of project management
18:03:21responsibilities.
18:03:23Here is the breakdown of the activities
18:03:24you will complete in the six modules in
18:03:27this course. In module one, you will
18:03:29analyze a business case based on a
18:03:31project scenario and a Stacy diagram.
18:03:34From those assets, you will create a
18:03:36project charter and stakeholder
18:03:38register. In module two, you will
18:03:40develop project planning deliverables to
18:03:43support the project such as work
18:03:45breakdown structure WBS, a network
18:03:48diagram, and a highle budget. You will
18:03:51also create support planning documents,
18:03:53including a quality management plan, a
18:03:55communications management plan, and a
18:03:57risk register. In module three, we will
18:04:01transition from predictive planning to
18:04:03adaptive planning using scrum where you
18:04:05will develop user stories, a product
18:04:08backlog, and a sprint backlog. Using a
18:04:11conbon board, you will analyze a
18:04:13burndown chart to determine the project
18:04:15status and propose corrective actions.
18:04:18In module four, you will write a project
18:04:20status report and analyze proposed
18:04:22changes to the project by completing a
18:04:24change form. You will also write a
18:04:26closeout report for the project.
18:04:29In module 5, you will submit a PDF copy
18:04:32of selected activities for a peerreview
18:04:34evaluation and will also review another
18:04:36PI's project. Module six is a bonus
18:04:40module that contains information on
18:04:41building your portfolio and resume and
18:04:44job search tips. Each module includes a
18:04:47short quiz to test your knowledge, and
18:04:49you will be evaluated based on those
18:04:51module quizzes. To begin, you should
18:04:54explore the course site for a few
18:04:55minutes. If you have questions about
18:04:57course content, please post them in the
18:04:59forums to get help from others in the
18:05:01course community. For technical problems
18:05:03with the Corsera platform, visit the
18:05:05learner help center. We are excited to
18:05:08have you join us and hope you enjoy the
18:05:10course. Welcome to the capstone course.
18:05:13We are delighted you joined us.
18:05:20[Music]
18:05:25Welcome to project management capstone
18:05:28project scenario introduction. After
18:05:31watching this video, you will be able to
18:05:33summarize the case study project,
18:05:36describe the three scenario components.
18:05:39Projects are generally initiated by an
18:05:41approved business case, statement of
18:05:42work, or agreement. In addition, a
18:05:45methodology called Stacy diagramming is
18:05:48typically used to determine the
18:05:49appropriate life cycle for planning and
18:05:51executing a project. In this course, you
18:05:54will act as a project manager on behalf
18:05:56of Acme Health Innovations, AHI. AHI is
18:06:00a major provider of advanced skinare
18:06:02products. The leadership team at AHI
18:06:05corporate leadership team recently
18:06:07launched a strategic marketing
18:06:08initiative to improve real-time
18:06:10understanding and analysis of the target
18:06:12market. AHI had a robust marketing
18:06:15department. However, marketing analytics
18:06:18depends on numerous disconnected
18:06:20systems, all of which need to be
18:06:22connected to provide the data to adapt
18:06:24to a changing competitive and
18:06:26technological environment. The corporate
18:06:29team reviewed and approved a business
18:06:30case to develop an application app to
18:06:33serve internal and external customers
18:06:35and users. This app will solicit,
18:06:38collect, and evaluate information and
18:06:40data in key areas and provide real-time
18:06:43analytics andformational data. You will
18:06:46use three information sources to plan
18:06:48and manage this project. They include
18:06:50the project scenario, the business case,
18:06:52and the Stacy diagramming analysis. An
18:06:55overview of each of these will be
18:06:57explained in the following slides.
18:07:00The project scenario contains the key
18:07:02information you will need to plan this
18:07:03project such as an overview of the
18:07:06problem and the goals of the project.
18:07:09Key corporate contacts you will be
18:07:10working with. A list of the functions
18:07:12that the new marketing app must perform.
18:07:15A list of the benefits the new app
18:07:16should provide. The current marketing
18:07:18process of AHI and how the new app will
18:07:21improve efficiency. Stakeholder
18:07:23expectations for the app. Initial
18:07:26project cost estimates.
18:07:28This business case serves as the primary
18:07:30input for developing a project charter
18:07:32and subsequent project plan. This
18:07:34business case outlines the business
18:07:37needs, project justification, business
18:07:39strategy to implement the project. A
18:07:42Stacy diagramming analysis evaluates
18:07:45project goals against two key criteria.
18:07:47The first criteria is agreement. The
18:07:49second criteria is technological
18:07:51complexity.
18:07:53Agreement measures the degrees to which
18:07:55stakeholders agree on what the project
18:07:57should accomplish. Low agreement
18:07:59generally leads to many project changes.
18:08:01High agreement generally leads to fewer
18:08:03changes.
18:08:05Technical complexity measures the degree
18:08:07of uncertainty and innovation required
18:08:09to successfully implement the project.
18:08:12The Stacy diagram for this project
18:08:15identifies one five project objectives
18:08:18with a high level of agreement and a low
18:08:20level of technological complexity. These
18:08:23objectives are planned and executed
18:08:24using traditional predictive or
18:08:26waterfall methods. Two, two objectives
18:08:30with low levels of agreement and higher
18:08:32levels of technical complexity. These
18:08:34objectives are planned and executed
18:08:36using a scrum methodology.
18:08:39Before beginning the hands-on
18:08:40activities, please review the scenario,
18:08:43business case, and Stacy diagram.
18:08:50[Music]
18:08:56Welcome to project charter review. After
18:08:58watching this video, you will be able to
18:09:01describe the parts of a project charter.
18:09:04>> Hello everyone. and welcome to a brief
18:09:06demonstration on a project charter. The
18:09:09project charter is the first document
18:09:11created in the initiation phase. It
18:09:14answers what, why, and who questions
18:09:16about the project. The project charter
18:09:19must be approved by the project sponsor
18:09:21before formal planning can begin. The
18:09:24project charter is often developed using
18:09:26information provided in a business case,
18:09:28statement of work, or an agreement such
18:09:31as a contract memorandum of
18:09:33understanding or service level
18:09:35agreement. This brief demo shares the
18:09:38blank template you will use for the lab
18:09:40in the scenario provided. In addition,
18:09:43we share an example of a project
18:09:45charter. A project charter is often
18:09:48broken out into two parts. Part one is
18:09:51general information. Let's do a quick
18:09:53review. In the general information area,
18:09:57we want to identify the project name,
18:09:59the project goal, the value proposition
18:10:02and benefits that the project is
18:10:04providing. We want to provide a brief
18:10:06problem or opportunity statement, an
18:10:08overview of the project schedule, and
18:10:11very importantly, identify the project
18:10:13manager and the approval authority or
18:10:16the sponsor.
18:10:19Part two of the project charter provides
18:10:21additional project charter clarifying
18:10:23information that includes assumptions or
18:10:26constraints, a proposed high-level
18:10:29overview of the solution, project
18:10:32priorities, return on investment,
18:10:34potential risks, and any resources
18:10:37required.
18:10:39With that, let's review an example of a
18:10:42completed project charter. In this
18:10:44particular case, the project name is the
18:10:46ABC annual new investor dinner project.
18:10:50Notice how this is short and sweet and
18:10:52brief. The project goal, conduct a
18:10:55dinner for 40 potential investors. The
18:10:57goal is to win their business for the
18:11:00firm. In your project goal, outline what
18:11:03the goal is and provide what the overall
18:11:05measurable result of this project will
18:11:08be. In the value proposition, try to
18:11:11share what is the value of this
18:11:14particular project. You'll notice we
18:11:16have a note here. Finance, process,
18:11:18employee, customer. The Harvard School
18:11:21of Business developed a methodology
18:11:23called the balance scorecard. These are
18:11:26four areas that are critical to a
18:11:29business's success. Every project should
18:11:32go ahead and provide value in one or
18:11:34four of these areas. Very briefly,
18:11:38finance. Will our revenue improve? Will
18:11:41we save money? Will we avoid costs?
18:11:44Process. Are we able to improve our
18:11:47efficiency through this particular
18:11:48project? Employee. Are we able to
18:11:52increase employee motivation,
18:11:54confidence, passion, and skills? And
18:11:57customer. Are we able to delight our
18:12:00customers even more through
18:12:01implementation of this process?
18:12:05Always provide a brief problem or
18:12:06opportunity statement. In essence, this
18:12:09is a real quick overview of why this
18:12:11project should be done. Now,
18:12:15try to identify the project schedule.
18:12:17Keep this brief. It can be even as short
18:12:20as when you plan to start, when you plan
18:12:22to perform the project itself. Always
18:12:26include a project manager. This gives
18:12:29the project manager the authority to
18:12:31move into the planning process group.
18:12:33and also identify an individual sponsor
18:12:37who will provide authority and funding.
18:12:41In part two, define your assumptions and
18:12:44constraints. An assumption, something
18:12:46believed to be true but must be
18:12:47validated and a constraint limiting
18:12:50factors that must be considered in your
18:12:52proposed solution. Just simply provide a
18:12:55high-level overview of the steps
18:12:57required to manage and implement the
18:12:59project. In this particular case, we're
18:13:01using the plan, do, check, act
18:13:03methodology. And the proposed solution
18:13:06is as simple as plan the event, execute
18:13:08the event, and perform follow-up
18:13:10actions.
18:13:12In our project priorities, what we want
18:13:14to do is we want to prioritize time,
18:13:17cost, and scope. They are all important.
18:13:20However, in many cases, some are more
18:13:23important than others. In this
18:13:25particular example, schedule is the
18:13:28number one priority, budget the number
18:13:31two, and scope the number three. That
18:13:33doesn't mean that we do not have to
18:13:35complete the budget and the scope. What
18:13:37it means is that if something should
18:13:40occur, we will guard the schedule first,
18:13:42then we'll guard the budget, and
18:13:44finally, we'll guard the scope to the
18:13:46best of our ability.
18:13:49for return on investment. Try to always
18:13:52identify what your cost factors are and
18:13:55if there is a revenue uh stream that you
18:13:59can identify that is fine. If not,
18:14:02simply define the benefits. In this
18:14:04particular case, goodwill, word of
18:14:05mouth, advertising, grow the client
18:14:08base. Always identify your risks and
18:14:11identify them in terms of what the risk
18:14:13is and the potential impact to the
18:14:15project and end with an overview of
18:14:18resources required. These resources
18:14:21required will be expanded upon in the
18:14:23stakeholder register.
18:14:26Our next video will outline the
18:14:29stakeholder register which is the second
18:14:31part of this particular lab.
18:14:34>> In this video, you learn that the
18:14:36project charter consists of two parts.
18:14:38First is the general information about
18:14:40the project such as the project name,
18:14:43goal, value proposition, and benefits.
18:14:47The second part of the project charter
18:14:48clarifies information such as
18:14:50assumptions, constraints, solution
18:14:53overview, priorities, return on
18:14:55investment or ROI, risks, and required
18:14:59resources.
18:15:00[Music]
18:15:11Welcome to stakeholder register review.
18:15:14After watching this video, you will be
18:15:16able to explain the contents of a
18:15:18stakeholder register.
18:15:20>> Welcome to a brief demo on a stakeholder
18:15:22register. You will be asked to develop a
18:15:25stakeholder register as part of this
18:15:27module to support the project scenario
18:15:29information provided. A stakeholder
18:15:32register is a document that lists key
18:15:34stakeholders whose support is critical
18:15:36to successfully plan and implement a
18:15:39project. In this demo, we will quickly
18:15:42share a blank stakeholder register. This
18:15:45is the template you will use to support
18:15:47the handson lab assignment. This is
18:15:50located on tab one of the spreadsheet.
18:15:54We will then review an example of a
18:15:56completed stakeholder register. Always
18:15:59begin with the project name. This will
18:16:02distinguish this stakeholder register
18:16:04from those supporting other projects.
18:16:08Add the name of the individual
18:16:10stakeholder if known. If an individual
18:16:12has not been designated, simply add the
18:16:15position.
18:16:18List the stakeholders organization. This
18:16:20is important when stakeholders from
18:16:22multiple organizations are needed. For
18:16:25smaller projects, this column may not be
18:16:27applicable.
18:16:30Add the role of the stakeholder. If
18:16:32there is not a formal role designated,
18:16:35list the responsibilities of the
18:16:37stakeholder.
18:16:41Next, designate responsibilities using
18:16:43racy methodology. Racy terms or RACI are
18:16:48defined.
18:16:50An R is responsible for performing work
18:16:53or tasks. An A is accountable for
18:16:57outcomes. A C consult as a subject
18:17:01matter expert and I inform as the
18:17:04project progresses. In many cases, a
18:17:07single stakeholder may have multiple
18:17:10racy designators.
18:17:12The inform is normally used for non-team
18:17:15members. It is assumed that all project
18:17:18team members will be informed on a
18:17:20continual basis.
18:17:23Add any clarifying comments. Generally,
18:17:26comments provide more detail on the
18:17:28specific role assigned. And finally, add
18:17:31the version and date of the stakeholder
18:17:33register. This is a document that will
18:17:36change as the project progresses. Good
18:17:39luck on good luck on your lab and we
18:17:41look forward to sharing more future
18:17:44project management documentation and
18:17:46overviews. Have a great day.
18:17:48>> In this video, you learn that the
18:17:51stakeholder register is a document that
18:17:53lists key stakeholders, their roles,
18:17:55responsibilities, and designations
18:17:57according to the REI model.
18:18:03[Music]
18:18:09Welcome to the work breakdown structure
18:18:11review. After watching this video,
18:18:14you'll be able to explain the levels of
18:18:16a work breakdown structure.
18:18:18>> Hello everyone. I'd like to go ahead and
18:18:20take a moment and provide a brief
18:18:22demonstration of a tool and technique
18:18:25used in project management called a work
18:18:28breakdown structure. A work breakdown
18:18:30structure is a hierarchial breakout or
18:18:33decomposition of all project work. A
18:18:37work breakdown structure has three
18:18:39levels. Level one is the project level.
18:18:44Level two are the phase levels and level
18:18:47three is where the work is accomplished
18:18:50referred to as the work package level.
18:18:54The work breakdown structure is a
18:18:56critical tool that is used to define
18:18:58scope, schedule, and also perform budget
18:19:02planning. Each box within the work
18:19:06breakdown structure has a unique number.
18:19:09This is called a code of account
18:19:12identifier.
18:19:13Let's go ahead and take a look at an
18:19:15example of a work breakdown structure
18:19:18for an all hands project. Level one is
18:19:21the project level. We annotate it with
18:19:24the code of account identifier 1.0, the
18:19:28all hands project. Level two is the
18:19:31phase level. For this all hands project,
18:19:34we are breaking out the project into
18:19:36three phases. 1.1 is planning the
18:19:39project. 2.1 is executing the project.
18:19:423.1 is closing the project. Note how we
18:19:47are annotating each activity.
18:19:50with action and result. Plan the
18:19:53project, execute the project, close the
18:19:57project. Within level three, we break
18:20:00out each work package that needs to be
18:20:03accomplished to successfully achieve the
18:20:06phase. Within project planning, we need
18:20:10to manage the venue, develop a
18:20:12transportation plan, develop a catering
18:20:15plan, manage speakers, develop an
18:20:18audiovisisual plan, and develop and
18:20:20approve the agenda and the plan. Notice
18:20:23again we are using action and result.
18:20:27Try to go ahead and keep these work
18:20:30packages at a relatively high level. And
18:20:33in addition, try to go ahead and
18:20:35sequence them in the order in which
18:20:37they're going to occur. Once you are
18:20:40complete with the first phase, go to the
18:20:42second phase. Our second phase is to
18:20:45execute the project. We're going to
18:20:47prepare the venue, implement the first
18:20:50part of our transportation plan,
18:20:52implement the catering plan, welcome
18:20:54speakers, verify audiovisisual, and
18:20:57implement the event. Notice how within a
18:21:00work breakdown structure where we have a
18:21:03planning activity for example develop
18:21:05the audiovisisual plan we oftent times
18:21:08have an implementation activity as well
18:21:11verify the audio visual another example
18:21:15in planning we're going to develop the
18:21:18transportation plan in executing we're
18:21:21going to go ahead and implement the
18:21:22transportation plan
18:21:25the third phase is to close the project
18:21:28we're going to close the meeting, close
18:21:30out the venue, implement the
18:21:32transportation plan, part two, solicit
18:21:35feedback, and conduct lessons learned.
18:21:39You are going to have an opportunity to
18:21:41develop a work breakdown structure as
18:21:43part of your course lab. A blank
18:21:47template is provided for this lab. If
18:21:50you look at the first tab, we have a
18:21:52blank template that is ready for you to
18:21:54go ahead and complete.
18:21:57Do the best that you can on the lab. Try
18:22:00to complete a work breakdown structure
18:22:02and share it with your peers. And I look
18:22:05forward to seeing you in future
18:22:08demonstrations.
18:22:09>> In this video, you learn that the three
18:22:12levels of a work breakdown structure are
18:22:14the project level, the phase level, and
18:22:16the work package level.
18:22:22[Music]
18:22:28Welcome to network diagram review. After
18:22:31watching this video, you will be able to
18:22:33describe the steps involved in creating
18:22:35a network diagram.
18:22:37>> Hello everyone and welcome to a brief
18:22:39demo video on project network diagrams.
18:22:43You will have an opportunity to develop
18:22:45a network diagram in your final lab for
18:22:48this course.
18:22:49A network diagram is simply a graphical
18:22:52representation of a project's activities
18:22:55or work packages in the order in which
18:22:58they occur. Durations are then added to
18:23:02each activity to determine the critical
18:23:04path. So in other words, determine how
18:23:06long the project will take to complete.
18:23:10There are many tools you can use to
18:23:11build a network diagram. We will use a
18:23:14simple tool that you're looking at right
18:23:16now in Microsoft Excel.
18:23:19So let's begin. The most important step
18:23:21in creating a network diagram happens
18:23:24during scope planning. A network diagram
18:23:28uses activities identified in the work
18:23:30breakdown structure. Remember a work
18:23:33breakdown structure has three levels.
18:23:37There is the project at level one, the
18:23:40phases at level two and the activities
18:23:43at level three.
18:23:45for a project network diagram only map
18:23:48out the level three activities.
18:23:51So with that, let's review a simple
18:23:53meeting management network diagram and
18:23:56share the highlights.
18:23:58Step number one is to place all
18:24:00activities in the order in which they
18:24:03will occur. Always begin with a project
18:24:07start. This is usually shown by an oval
18:24:10mapping shape. Dependencies will play a
18:24:13factor in your execution order. In this
18:24:16example, we begin with activity number
18:24:19one, define outcomes. We then reviewed
18:24:23activities two and three. The team
18:24:26determined that these activities could
18:24:29occur simultaneously.
18:24:31Activity two and three are not dependent
18:24:34upon one another. Two and three can
18:24:38happen independently of one another.
18:24:40They also determined that activities two
18:24:43and three cannot occur until activity
18:24:46one is complete. Therefore, activities
18:24:50two and three are dependent upon
18:24:53activity number one.
18:24:56Continue mapping all activities all the
18:24:59way until the end. There may be times
18:25:02when you need to add a buffer. We have
18:25:05an example between activities four and
18:25:08activities five of a buffer. A buffer is
18:25:13nonworking waiting time. In this
18:25:17example, the agenda is forwarded in
18:25:19activity 4. It is sent out 2 days prior
18:25:23to the meeting in activity five. A
18:25:26buffer is depicted by a circle.
18:25:32In step two, we calculate the critical
18:25:36path. When activities are being
18:25:39accomplished concurrently, as in two and
18:25:42three and six and seven, we select the
18:25:46activity that has the longest duration.
18:25:49Let's take activities six and seven as
18:25:52our example. They can be accomplished
18:25:55concurrently.
18:25:56Activity six takes one day.
18:26:00Activity 7 takes 6 days. Activity 7 is
18:26:05the longest. It becomes part of the
18:26:08critical path. Activity 6 can be
18:26:11accomplished at sometime within the
18:26:136-day duration of activity 7. It is not
18:26:17on the critical path.
18:26:20A best practice in project management is
18:26:23to color code the critical path in red.
18:26:26As you can see on this example, we have
18:26:28those particular activities color-coded
18:26:31in red. Code activities not on the
18:26:35critical path in blue. You'll notice
18:26:37that we have two such activities. You
18:26:40are not mandated to use these color
18:26:43codes.
18:26:45We can now calculate the critical path.
18:26:48So let's take a look at the critical
18:26:50path. 1 + 2 + 1 + 2 + 1 + 6 equals a
18:26:59total of 13 days. This is the critical
18:27:03path. Or in other words, how long will
18:27:06this project take? This project will
18:27:08take 13 days.
18:27:11Step three recommends you use separate
18:27:13tabs for each phase or activity stream
18:27:16in your work breakdown structure. This
18:27:19will make your network diagram simpler,
18:27:22easier to analyze and update, and less
18:27:25complicated for those viewing the
18:27:26diagram.
18:27:28Step four is your validation. If there
18:27:31were 12 activities in your work
18:27:34breakdown structure, your network
18:27:36diagram should have 12 total activities.
18:27:40Now, this particular spreadsheet, as you
18:27:42can see, has two tabs. Tab two is the
18:27:46meeting example we have just shared. Tab
18:27:49one is a blank tab. Use the blank tab
18:27:54for your lab assignment. You will notice
18:27:56that there are ample activity buffer
18:27:59start and arrow symbols on the bottom of
18:28:03this particular blank template. And
18:28:07using these is simply as taking them and
18:28:10moving them up.
18:28:14Have fun with this.
18:28:16Now, I recommended that you do different
18:28:20phases on each particular tab. How would
18:28:24you go ahead and do this? To make a new
18:28:26tab, simply write click on the blank
18:28:30tab,
18:28:32select move or copy,
18:28:36move to the end, and create a copy.
18:28:43And there you see it. We now have a
18:28:46second tab for you to go ahead and
18:28:49continue your network diagram in phase
18:28:52number two. Continue this for sub
18:28:55subsequent phases of your work breakdown
18:28:58structure to complete your network
18:29:00diagram.
18:29:02So with that, enjoy the activity. Good
18:29:05luck on your lab assignment and we look
18:29:07forward to seeing you again in future
18:29:09demos. Have a great rest of your day.
18:29:12>> In this video, you learn that the steps
18:29:15involved in creating a network diagram
18:29:17include putting activities in order,
18:29:19calculating the critical path, and
18:29:20validating the activities.
18:29:27[Music]
18:29:33Welcome to budget planning review. After
18:29:35watching this video, you will be able to
18:29:38summarize the six steps to creating a
18:29:40highlevel budget.
18:29:42>> Welcome to a brief overview of how to
18:29:44develop a high-level budget using a tool
18:29:46called the resource breakdown structure
18:29:48or RBS.
18:29:51An RBS is defined as a hierarchial
18:29:54breakout of resources by category and
18:29:57type. You will have an opportunity to
18:29:59develop a highle budget as part of the
18:30:01hands-on lab requirements for this
18:30:04course. Before we begin, let's clarify
18:30:07types of project funding requirements.
18:30:10These are annotated in the notes at the
18:30:13bottom of this resource breakdown
18:30:15structure.
18:30:17Direct costs are funding requirements
18:30:19paid for by the project. The highle
18:30:22budget reflects only direct costs.
18:30:25Indirect costs are not annotated on the
18:30:28high-level budget. They are not paid for
18:30:31from the project budget. Finally,
18:30:34contingency reserves are funds set aside
18:30:36in the event of risk. You will normally
18:30:39not have access to these funds unless
18:30:42needed. So, let's take a stepby-step
18:30:45approach to completing the high-level
18:30:47budget using the RBS.
18:30:50Step one is to define the project.
18:30:53ensure stakeholders can identify the
18:30:55project the RBS supports.
18:30:59Step number two is to add the work
18:31:01breakdown structure or work breakdown
18:31:04structure identifier numbers and work
18:31:06package identifiers. This comes from
18:31:09your work breakdown structure.
18:31:12Step number three is to identify cost
18:31:14categories where project funding will be
18:31:16required. Refer to your project charter.
18:31:20Each project is different. In step four,
18:31:24list your funding requirements when they
18:31:26are required. As you can see in this
18:31:29example, a total of $6,630
18:31:33is required to support the total
18:31:35project. Match each individual funding
18:31:38requirement to the work breakdown
18:31:40structure work package where the funds
18:31:42are required and add clarification on
18:31:46precisely what the funds are for in the
18:31:49comments column. Sharing phased project
18:31:52funding requirements is critical. In all
18:31:55likelihood, you will not receive your
18:31:57entire project budget on day number one.
18:32:01In step number five, total up all
18:32:04individual funding requirements for each
18:32:06category.
18:32:09Once that is complete, calculate the
18:32:11total funding requirements for the
18:32:14project.
18:32:16Our final step six adds contingency
18:32:19reserves. These are funds set aside in
18:32:21the event of risk. A normal rule is 10%
18:32:25times total direct costs. You are not
18:32:28bound to this rule. This concludes our
18:32:31brief demo on how to use a resource
18:32:33breakdown structure to develop a
18:32:35high-level budget. Best of luck in your
18:32:38lab. In this video, you'll learn that
18:32:41the steps to creating a highle budget
18:32:43include defining the project, adding the
18:32:46WBS, identifying cost categories,
18:32:49listing and summing requirements, and
18:32:51adding contingency reserves.
18:32:58[Music]
18:33:04Welcome to communications management
18:33:06review. After watching this video, you
18:33:09will be able to describe the parts of a
18:33:11communications management plan.
18:33:13>> Welcome to a short demo of a
18:33:15communications management plan. The
18:33:18purpose of a communications management
18:33:20plan is to describe how, when, and by
18:33:23whom information about the project will
18:33:25be administered and disseminated.
18:33:28Let's walk through an example of a
18:33:30communications management plan and share
18:33:33the format of this document.
18:33:37Step one is project identification.
18:33:40Identify the project that the
18:33:42communications management plan supports
18:33:44and apply version control. For example,
18:33:47as you can see on the bottom of this
18:33:49form, this is version one dated 29
18:33:52February. We use version control because
18:33:55this plan will likely change.
18:33:59Step two is to identify the
18:34:01communication item. What is required to
18:34:04be communicated
18:34:07in step three? Assign an owner to manage
18:34:09the communications item. Ensure this
18:34:12owner is able to satisfy this role and
18:34:15committed to do so.
18:34:18In step four, identify the target
18:34:20audience for the communications. Try to
18:34:23target stakeholders who have a need for
18:34:25the information item. Avoid sending
18:34:27everything to everybody.
18:34:31Step five documents the when factor. Try
18:34:34to establish a logical schedule that the
18:34:37target audience can commit to and
18:34:39follow.
18:34:42In step six, identify the medium you
18:34:44will use to communicate. Ensure all
18:34:47target audience members have access and
18:34:50availability.
18:34:52Finally, in step seven, define the
18:34:54purpose of the communications. Ensure
18:34:57every stakeholder understands why the
18:34:59communication is pertinent to the
18:35:02project.
18:35:05Develop the communications management
18:35:07plan as follows. Number one, determine
18:35:10key communications items required to
18:35:12successfully plan and implement the
18:35:14project. This particular example lists
18:35:18some common communications item entries.
18:35:21Secondly, verify that all owners have
18:35:24the capacity and the ability to manage
18:35:28the communications item assigned.
18:35:31Third, let the target audience
18:35:33understand what the communication item
18:35:36they are tasked to participate in is and
18:35:39ensure they understand the purpose for
18:35:42their involvement. Finally, update the
18:35:45plan on a periodic basis and keep it
18:35:47current. You will have an opportunity to
18:35:50review the project scenario and
18:35:52determine applicable communication
18:35:53planning needs for our project scenario.
18:35:57>> In this video, you learn that a
18:35:59communications management plan includes
18:36:01project identification, defining the
18:36:04communication team, naming the target
18:36:06audience, establishing a schedule,
18:36:09describing the medium of communication,
18:36:11and defining the purpose of
18:36:13communications.
18:36:15[Music]
18:36:25Welcome to quality management review.
18:36:28After watching this video, you'll be
18:36:30able to explain the steps involved in
18:36:33the creation of a quality management
18:36:34plan.
18:36:36>> Welcome to a short demo of a quality
18:36:38management plan. The purpose of a
18:36:40quality management plan is to describe
18:36:43how policies, procedures, standards, and
18:36:46guidelines will be implemented to
18:36:48achieve quality objectives.
18:36:51Policies and procedures are achieved by
18:36:53conducting periodic quality assurance
18:36:56audits. Quality assurance is
18:36:58preventative and accomplished during
18:37:00project executing process group
18:37:03processes.
18:37:05Guidelines as documented in the project
18:37:07management plan are accomplished by
18:37:10conducting periodic quality control
18:37:12inspections. Quality control is
18:37:15corrective and accomplished during
18:37:17project monitoring and controlling
18:37:19process group processes.
18:37:22A quality management plan is
18:37:25accomplished in five steps. Step one is
18:37:29project identification. Identify the
18:37:32project that the quality management plan
18:37:34supports and apply version control. This
18:37:37plan will likely change.
18:37:40Step two is to identify project
18:37:42objectives. These objectives are
18:37:45normally listed in the project charter.
18:37:48The overall goals of project quality are
18:37:51to conform to requirements and provide a
18:37:54product or service that is fit for use.
18:37:57The project objectives provide the basis
18:37:59to achieve project quality goals.
18:38:03In step three, define the project
18:38:06quality management team. The team will
18:38:09normally consist of the project manager,
18:38:12quality assurance and quality control
18:38:14leads, subject matter experts, and any
18:38:17other stakeholder involved in ensuring
18:38:19quality. REI is a common way to define
18:38:23quality team roles. As a review, REI
18:38:27stands for R responsible, A accountable,
18:38:31C consult, and I inform.
18:38:37In step four,
18:38:40determine quality assurance activities
18:38:43will be that will be critical to ensure
18:38:45policy, procedure, and defined standards
18:38:48are being followed. Be proactive. look
18:38:51for potential problems and prevent them
18:38:54before they become major issues. Quality
18:38:57assurance activities are accomplished
18:38:59using quality audits.
18:39:02Finally, in step five, identify quality
18:39:06control activities. Quality control uses
18:39:09inspections to verify deliverables and
18:39:12correct defects before the product or
18:39:14service is transitioned to the customer.
18:39:18Use the quality management plan to plan
18:39:20and execute your project quality
18:39:23requirements. In this video, you learn
18:39:26that the steps involved in creating a
18:39:29quality management plan include project
18:39:31identification, defining objectives,
18:39:34defining the project quality management
18:39:36team, determining quality assurance and
18:39:38quality control activities.
18:39:45[Music]
18:39:51Welcome to risk register review. After
18:39:54watching this video, you will be able to
18:39:56name the key entries of a risk register.
18:39:58>> Welcome to a short demo to explain the
18:40:01content of a risk register. A risk
18:40:04register is a tool that lists all risks
18:40:07identified with the potential to impact
18:40:09a project both positively or negatively.
18:40:13Risks are classified as either
18:40:15opportunities or threats. Let's walk
18:40:18through an example of a risk register
18:40:21and share the format of this document.
18:40:23There are a number of key entries
18:40:25required to complete a risk register.
18:40:28Let's examine a risk register example
18:40:31and explain each column moving from top
18:40:34to bottom and left to right.
18:40:38Begin by identifying the project the
18:40:40risk register supports. Date the risk
18:40:43register as well. A risk register is a
18:40:46dynamic document that is updated often.
18:40:51Use risk metal language to document
18:40:54risks. Risk metal language identifies a
18:40:57risk by describing the cause or risk
18:41:01condition, the event that may result
18:41:04from the cause, and the potential impact
18:41:07of the event to the project.
18:41:11Each risk should be assigned to a risk
18:41:13owner. This role is responsible for
18:41:16analyzing the risk, periodically
18:41:19reassessing the risk, and developing and
18:41:21implementing responses if the risk
18:41:24becomes an issue.
18:41:27There are many ways to categorize risks.
18:41:30You may choose to categorize by
18:41:31functions such as finance or information
18:41:34technology, or you may choose to
18:41:36categorize, as shown on this example, by
18:41:39opportunity or threat.
18:41:44All risk registers should share a scale
18:41:47to determine the probability and impact
18:41:50rating for the risk. Probability is the
18:41:53chance that the risk will occur. Impact
18:41:56is a measure of the consequences of the
18:41:59risk to the project if it does occur.
18:42:04A risk score is the product of
18:42:06probability times impact. The higher the
18:42:10score, the more attention you want to
18:42:12give the risk. Note that threats are
18:42:14given a positive number. Opportunities
18:42:17are given a negative number. More on
18:42:20this in a moment.
18:42:23Some risks may have a trigger. This is
18:42:26an early warning that a risk is about to
18:42:28occur. Triggers lead to the need to
18:42:31implement a risk response.
18:42:34Finally, each risk should have a
18:42:36potential response. For threats, the
18:42:39goal is to avoid the risk cause or
18:42:41mitigate the probability and or impact.
18:42:44For opportunities, the goal is to
18:42:47exploit the opportunity or enhance the
18:42:49probability and or impact of the
18:42:52opportunity occurring.
18:42:57Always total up the project risk score.
18:43:01The higher the score, the more risk a
18:43:03project potentially faces. Threats add
18:43:07to the overall risk score.
18:43:10Opportunities, on the other hand, reduce
18:43:13overall risk score.
18:43:17Many project managers track the overall
18:43:19project risk score. They trend these
18:43:22scores as a measure of overall project
18:43:25risk exposure. When the score increases,
18:43:29exposure increases. When the score
18:43:31decreases, overall exposure decreases.
18:43:36Use a risk register to your advantage.
18:43:38It is said that if you fail to manage
18:43:41risk, risk will manage you. In this
18:43:44video, you learn that the key entries of
18:43:47a risk register are project
18:43:48identification, describing the risk
18:43:50condition, assigning a risk owner,
18:43:53categorizing the risk, defining a
18:43:55rating, determining the score, and
18:43:58identifying risk triggers.
18:44:04[Music]
18:44:10Welcome to user story review. After
18:44:12watching this video, you will be able to
18:44:15describe the parts of a user story.
18:44:17>> Welcome to a brief demo on user stories.
18:44:21User stories are developed by the
18:44:22product owner and placed in a
18:44:24prioritized product backlog. User
18:44:27stories scheduled for completion in the
18:44:29next sprint are selected during sprint
18:44:32planning by the team. The team bases its
18:44:35selection on velocity considerations.
18:44:38Velocity is a measure of how many
18:44:41stories can be completed to done in a
18:44:44given sprint. Velocity is generally
18:44:46based on story points. A user story has
18:44:50two parts. Part one is general
18:44:52information formatted by role, need, and
18:44:56value statements. As you can see in this
18:44:58example, each user story is given a
18:45:02title.
18:45:04In this example, the title is simply the
18:45:07first user story supporting the customer
18:45:09role. In part one, the user story should
18:45:14tell a story. For example, as a role, I
18:45:18need a capability to provide desired
18:45:22value.
18:45:23Part two of the user story lists
18:45:26acceptance criteria. This is an overview
18:45:29of measurable objectives the development
18:45:31team will build to support the user
18:45:34story. The goal of the team during the
18:45:36sprint is to build 100% of the
18:45:39acceptance criteria. 100% completion of
18:45:43a user story is referred to as done.
18:45:46>> In this video, you learned that a user
18:45:49story should include a role, a
18:45:51capability, and the desired value.
18:45:53[Music]
18:46:04Welcome to product backlog. After
18:46:06watching this video, you will be able to
18:46:09explain the components of a product
18:46:10backlog.
18:46:11>> Welcome to a brief demo on a product
18:46:14backlog. The product backlog serves as a
18:46:17repository for all confirmed user
18:46:19stories. User stories are placed into
18:46:22the product backlog by the product owner
18:46:25once the story is confirmed by both the
18:46:28customer and the team.
18:46:30User stories are prioritized based on
18:46:33value to the customer. User stories
18:46:36scheduled for development in the near
18:46:37term must be detailed appropriately and
18:46:40able to be broken out into tasks that
18:46:43can be assigned and estimated.
18:46:46A product backlog contains the
18:46:48following. As you can see in this
18:46:50example, each user story has a distinct
18:46:54identifier number. Each user story is
18:46:58prioritized.
18:47:01Each user story is categorized. A common
18:47:04categorization method is simply sharing
18:47:06the role the user story supports.
18:47:10In some cases, a firm may employ
18:47:12multiple scrum teams. If this is the
18:47:15case, list the team name responsible for
18:47:17the user story.
18:47:20Identify the role, need, and value,
18:47:25and acceptance criteria as listed on the
18:47:28user story.
18:47:34Assign story points to each user story.
18:47:37More on this in a moment. And finally,
18:47:41provide any clarifying comments. In this
18:47:44example, we list the sprint when the
18:47:46user story will be implemented.
18:47:50Now, let's discuss story points. Story
18:47:54points are a measure of the overall
18:47:56complexity of a user story. Complexity
18:47:59is determined through a process called
18:48:02relative estimation. In this example,
18:48:07we show five user stories. To perform
18:48:10relative estimation, we review user
18:48:14story number one. The team discusses
18:48:17complexity factors. Place user story
18:48:19number one in the middle of the grid.
18:48:24Next, review user story number two. The
18:48:28team discusses complexity factors. In
18:48:31this case, the team determines user
18:48:33story is less complex than user story 1.
18:48:37Place user story 2 to the left of user
18:48:40story number one.
18:48:48Next, review user story number three.
18:48:51The team determined user story 3 is
18:48:54equally complex as user story 1. Place
18:48:57user story 3 under user story 1.
18:49:04Next, review user story 4. The team
18:49:07determined user story 4 is more complex
18:49:10than user stories 1 and three. Place
18:49:14user story 4 to the right of user
18:49:16stories one and three.
18:49:22Finally, review user story 5. The team
18:49:25determined this user story is less
18:49:28complex than user story 2. Place story 5
18:49:32to the left of user story 2.
18:49:39We are now ready to place the user
18:49:41stories into the appropriate story point
18:49:44columns. These columns follow a
18:49:47numbering system developed by Mike Con
18:49:50based on Fibonacci numbering system.
18:49:53Story points of 1 2 3 5 and 8 are used
18:49:57to show that complexity does not
18:50:00increase in a mathematically linear way.
18:50:03Finally, we can now total up our story
18:50:06points. Let's see how this looks in the
18:50:09relative estimation solution. As you can
18:50:12see, we have a total of 14 story points.
18:50:16In this video, you learn that the main
18:50:19components of a product backlog include
18:50:21priorities, categories, user stories,
18:50:25story points, and clarifying comments.
18:50:32[Music]
18:50:39Welcome to Sprint backlog review. After
18:50:42watching this video, you will be able to
18:50:44summarize the features of a sprint
18:50:46backlog.
18:50:47>> Welcome to our final demo on a sprint
18:50:49backlog. A sprint backlog is created by
18:50:52the development team. A sprint backlog
18:50:55is much like a traditional work
18:50:57breakdown structure. The sprint backlog
18:51:00breaks out each user story into
18:51:02assignable tasks that can be measured to
18:51:05ensure completion and determine time
18:51:08required.
18:51:09Let's review an example and highlight
18:51:11some sprint backlog features.
18:51:15First of all, always list the project
18:51:17that the sprint backlog supports.
18:51:21Next, list the personnel resources
18:51:24required to complete the user story by
18:51:27task.
18:51:29Normally a team member is assigned as
18:51:32the lead to manage development efforts
18:51:34of the user story and facilitate
18:51:37discussions to determine the tasks.
18:51:40Tasks normally conform to the acceptance
18:51:42criteria documented in the user story.
18:51:46As a note, the se the team
18:51:49self-organizes.
18:51:50They determine internally who will lead
18:51:53the user story efforts and who will work
18:51:55on each task.
18:51:58Ask each task lead to determine how much
18:52:02time their task will require to
18:52:05complete. This is normally accomplished
18:52:07in hours. Total up the hours to complete
18:52:11the user story. In this example, user
18:52:14story 1 requires 77 hours. User story 2
18:52:19requires 30 hours. And the total hour
18:52:23requirement for the entire sprint is and
18:52:27seven hours.
18:52:30At the beginning of each day, each team
18:52:33member will share what they
18:52:34accomplished, what they are working on,
18:52:37and share any blockers at the daily
18:52:39scrum meeting. They will also provide an
18:52:42update of the hours remaining. The scrum
18:52:46master will often use the time required
18:52:48and time remaining to develop burndown
18:52:51or burn up charts. A burndown chart is
18:52:55most common. It shows the total time
18:52:58required to accomplish the sprint and
18:53:00compares it to the work remaining. The
18:53:03goal is to complete all user stories and
18:53:06tasks by the end of the sprint.
18:53:08>> In this video, you learn that the sprint
18:53:11backlog should incorporate required
18:53:13personnel resources and time estimations
18:53:15for task completion.
18:53:21[Music]
18:53:27Welcome to status reporting review.
18:53:30After watching this video, you will be
18:53:32able to create a project status report.
18:53:35>> Hello everyone and welcome to a quick
18:53:37demonstration on a project status
18:53:40report. Before we begin, let's go ahead
18:53:43and define the purpose of project status
18:53:45reports. First and foremost is to ensure
18:53:48current status is understood by all key
18:53:51stakeholders. Secondly, a good status
18:53:54report can help maintain interest and
18:53:56commitment levels. And third, a status
18:53:59report should be a tool to address
18:54:01issues and help needed. We have an
18:54:04example of a one-page status report. And
18:54:07let me repeat that last phrase, one
18:54:10page. The best status reports are short.
18:54:14What goes into a status report? To begin
18:54:17with, we should always have the project
18:54:20identifier or name. In this particular
18:54:23case, we have the ABC company all hands
18:54:26meeting. The status report should also
18:54:29be dated. Status reports are not a
18:54:32oneandone. You're going to go ahead and
18:54:34submit periodic status reports and they
18:54:36will build upon one another. Always
18:54:40define your name and your organization.
18:54:43In most cases, the project manager is
18:54:45the individual who submits the status
18:54:47report. In this partic in this
18:54:50particular case, we have Sarah Wilson
18:54:52who is in operations.
18:54:54The next area is very very important,
18:54:57deliverable status. And the best method
18:55:00to report deliverable status is using
18:55:03what we call traffic light reporting,
18:55:05which is red, yellow, and green. You'll
18:55:08notice that we have a overview of what
18:55:11red, yellow, and green mean. Provide a
18:55:15definition that is suitable to your
18:55:18particular project. The definitions that
18:55:21you see here may work for you or you may
18:55:24want to go ahead and update them and
18:55:26make them more specific for the project
18:55:28that you are managing. But the bottom
18:55:30line is this. Ensure that when people
18:55:33are reporting green, red and yellow that
18:55:37everyone is using the same definition.
18:55:41Color codes are very very effective. The
18:55:44three key deliverable status indicators
18:55:47that most stakeholders are going to be
18:55:49interested in is scope, schedule, and
18:55:53budget. That's our triangle in a
18:55:56project.
18:55:57What we want to do is to define the
18:56:00current health of the project in terms
18:56:02of scope, schedule and budget. And we
18:56:05also want to show how this particular
18:56:08status is trending. You'll notice in
18:56:11this example we have scope is currently
18:56:13yellow and trending yellow. Schedule is
18:56:16fine, green and green. Budget is
18:56:18currently green. However, it's trending
18:56:21toward red. What follows after your
18:56:25status is help needed. One of the things
18:56:29that we want to do is to describe the
18:56:31help needed. And help needed is any help
18:56:34that will allow us to stay green or
18:56:38return to green. Normally a best
18:56:41practice is to describe the help needed
18:56:43in terms of a must-have, a should have
18:56:46or a like to have. Everything should not
18:56:49be a must-have. So in this particular
18:56:52case we have a must-have. We need to
18:56:54finalize the speaker agenda and who is
18:56:57the source for this help the CEO and
18:57:00operations manager. You'll notice above
18:57:03we had scope yellow and yellow. One of
18:57:06the reasons for that is because the
18:57:08speaker agenda has not yet been
18:57:10finalized. A should have we need to
18:57:13identify alternative caterer to meet
18:57:15some dietary needs and this is again the
18:57:18operations manager. And then we have
18:57:20another must-have. We may need an
18:57:22additional $2,000. The initial
18:57:24refreshment estimate was too low, and
18:57:27that is assigned to the finance lead.
18:57:29You'll notice our budget is currently
18:57:31green, but it is trending toward red
18:57:33because we realize that we are going to
18:57:35have a funding shortfall. The next area
18:57:39is for risk. What are some new risks and
18:57:42changes since the last report? So, we
18:57:44have two risks that we can add. Key
18:57:47personnel absences may impact the
18:57:50overall quality of the project and
18:57:53limited gluten-free food choices is
18:57:56driving some of the catering cost
18:57:58overruns. However, we had a risk that we
18:58:01had reported in our last status report.
18:58:04AV configuration issues have now been
18:58:08overcome. What are some issues? What is
18:58:11an issue? That is a risk that occurred
18:58:13or questions you need to have responses
18:58:16for. The food cost estimates were higher
18:58:18than planned. That's no longer a risk.
18:58:21That is an issue. We need to know where
18:58:24to fit the motivational speaker in the
18:58:26agenda as well. Are there any recent or
18:58:29pending decisions impacting the project?
18:58:32Yes, finalization of required speakers
18:58:35is needed to plan the agenda. And
18:58:37finally, any kind of comments. And this
18:58:39may seem redundant, but it's not a bad
18:58:41thing to repeat good news or to
18:58:44reiterate perhaps bad news or help
18:58:47needed. The AV issues previously
18:58:49reported were resolved and the
18:58:51motivational speaker was identified.
18:58:54Before we close this demo, just five key
18:58:57notes. Number one, keep the report
18:58:59brief. Shorter reports are much easier
18:59:02to understand. Number two, traffic light
18:59:05reporting green, yellow, and red is a
18:59:08best practice. It is great to use the
18:59:10colors as you saw in the demo status
18:59:13report that we just shared. However,
18:59:15remember that some people cannot see
18:59:17colors well, so add the verbiage. Third,
18:59:20share the most important information
18:59:23first. People normally read from top to
18:59:26bottom. Next, determine the optimal
18:59:29reporting frequency based on the needs
18:59:31of the project. If status is slowly
18:59:34changing, perhaps an every other week
18:59:36status reporting schedule will suffice.
18:59:39And finally, ensure the status report is
18:59:41targeted at the stakeholders who need
18:59:43the information. Ensure these
18:59:45stakeholders have access to the report.
18:59:49This concludes our demo on status
18:59:52reporting. You will have the opportunity
18:59:54to read a scenario, analyze this
18:59:57scenario, and prepare a status report as
19:00:00part of your course lab requirements.
19:00:04Thank you for your attention. Have a
19:00:06great rest of your day, and we look
19:00:07forward to seeing you again for future
19:00:09demonstrations. In this video, you learn
19:00:12that when writing a status report, you
19:00:15should provide an overview of the
19:00:17status, scope, and budget, review risks,
19:00:20and provide updates on current issues,
19:00:23and share current health and forecast.
19:00:30[Music]
19:00:36Welcome to change request review. After
19:00:39watching this video, you will be able to
19:00:41write a standard change request.
19:00:43>> Welcome to a short demo. For the next
19:00:46few minutes, we will highlight a
19:00:47standard change request form whose
19:00:49design conforms to a step-by-step
19:00:52integrated change control process
19:00:54championed by the Project Management
19:00:56Institute or PMI.
19:00:59PMI states that all changes should be
19:01:01processed using the following stepbystep
19:01:05process. Step number one, log the
19:01:08change. Every change request submitted
19:01:11should be assigned a unique tracking
19:01:13number. Step number two, ensure the
19:01:16purpose of the change is clearly
19:01:17documented. Ensure the reason for the
19:01:20change or the benefits are shared. Step
19:01:23number three, evaluate the change.
19:01:25Clearly define the impact to the project
19:01:27baseline if the change is approved as
19:01:30written. Step number four, provide
19:01:33implementation options. How can this
19:01:35change be accomplished? Develop your
19:01:37team's recommended approach. And
19:01:39finally, step number five, document the
19:01:42decision and reasons why the decision
19:01:44was reached. Update all project
19:01:46documentation and communicate the
19:01:49change. With that, let's walk through an
19:01:52example of a change form. First of all,
19:01:55complete information to include the
19:01:57project stakeholder information and
19:02:00ensure a change ID is assigned.
19:02:04Next, ensure the proposed change is
19:02:08detailed at an appropriate level to
19:02:10ensure understanding of the request.
19:02:13This is accomplished by the requester
19:02:15and validated by the team.
19:02:19Ensure the reason for the change is
19:02:21described. This is also accomplished by
19:02:24the requesttor.
19:02:28Consider the impact to the project
19:02:29baseline and stakeholders. List
19:02:32assumptions, dependencies, risks, and
19:02:34define approval levels for the change.
19:02:40Define implementation options. Most
19:02:43changes will impact scope, schedule, and
19:02:45budget. Describe the impact for each
19:02:48potential option provided. Always ensure
19:02:51the team makes a recommendation on the
19:02:53most feasible option.
19:02:57Finally, document the decision. This may
19:03:00include accept asis, except with
19:03:02modifications, defer, reject, or
19:03:05recommend further analysis.
19:03:08Add notes to justify the decision, and
19:03:13use the closeout checklist to ensure the
19:03:15change is processed properly.
19:03:18>> In this video, you learned that a change
19:03:20request should include a request ID, a
19:03:23description, an evaluation of the change
19:03:25options, and then explain the decision.
19:03:32[Music]
19:03:33[Applause]
19:03:34[Music]
19:03:38Welcome to project closeout report.
19:03:41After watching this video, you will be
19:03:43able to describe the importance of a
19:03:45project closeout report and explain the
19:03:48steps involved in writing a project
19:03:50closeout report.
19:03:51>> Welcome to a brief demo on completing a
19:03:53final project closeout report.
19:03:57A project closeout report is important
19:03:59for a number of reasons.
19:04:02A project closeout report allows the
19:04:04team and future project managers to
19:04:06learn from both the mistakes and
19:04:09successes of a specific project. All too
19:04:12often, history in the form of mistakes
19:04:15repeats itself. In addition, best
19:04:18practices learned are often lost. A high
19:04:21quality closeout report will help
19:04:23improve future project performance.
19:04:26Project closure reports are also
19:04:28important because they serve as a basis
19:04:30to close contracts, release project
19:04:33resources, communicate final information
19:04:36to stakeholders, and plan the product or
19:04:39service transition.
19:04:41A project closeout report is documented
19:04:43to identify the variances from the
19:04:45baseline plans. This includes comparing
19:04:48plan performance to actual performance
19:04:51in the areas of scope, schedule, cost,
19:04:55and risk management.
19:04:57Let's do a quick report review.
19:05:01First of all, always date the report and
19:05:04provide key information to provide the
19:05:06project name. In addition, your division
19:05:08or department as applicable, the project
19:05:11sponsor, and the project manager.
19:05:15Next, review the project charter.
19:05:18Document the original goals of the
19:05:20project.
19:05:24Review each goal in the previous
19:05:26section. Evaluate your success or
19:05:29failure in achieving each goal. This is
19:05:32in essence your project report card.
19:05:39Next, review your project management
19:05:41plan. What was the original scope,
19:05:44schedule, and cost baselines?
19:05:47Compare what actually occurred on the
19:05:49project versus what was planned.
19:05:52Identify variances, and most
19:05:55importantly, provide ideas on how these
19:05:57variances can be avoided on future
19:06:00projects.
19:06:05Review your risk register. What risks
19:06:08did you predict accurately and how did
19:06:10your responses fare? In addition,
19:06:13document risks that caught you by
19:06:15surprise. How can these surprises be
19:06:18prevented in the future?
19:06:21Work with the team and document any
19:06:24outstanding issues that remain to be
19:06:26addressed. Do not close out the project
19:06:29totally until these issues are resolved.
19:06:37Lessons learned are next. Gather the
19:06:39team and document what went well, what
19:06:42you can do better next time, and provide
19:06:44any recommendations to improve. This
19:06:47activity will not help the current
19:06:49project in all likelihood, but it will
19:06:51help future project managers immensely.
19:06:58Determine where the report will be
19:07:00archived or filed. Find a repository
19:07:03where all project managers have access
19:07:05to the report. And finally, document
19:07:09when lessons learned were accomplished
19:07:11and when the project close out was 100%
19:07:14complete.
19:07:16Do, and I emphasize, do take the time to
19:07:19prepare and share this report. Overall
19:07:22project management within your
19:07:23organization will in all likelihood
19:07:26improve.
19:07:28In this video, you learn that project
19:07:30closeouts help the team learn from
19:07:32mistakes and successes, serve to
19:07:34communicate final information to
19:07:36stakeholders, and identify variances
19:07:38from baseline plans. When writing a
19:07:41project closeout, you should document
19:07:43the original goals of the project and
19:07:46evaluate the success of each goal.
19:07:48Provide advice on how variances can be
19:07:50avoided in the future. Document risks,
19:07:53explain lessons learned, and include the
19:07:56final 100% completion date.
19:08:03[Music]
19:08:09Welcome to personal portfolio
19:08:11development. After watching this video,
19:08:13you will be able to describe the
19:08:15elements of a personal portfolio.
19:08:18Welcome to a brief overview of how to
19:08:20develop a personal work portfolio. As we
19:08:24shared in an earlier reading, a personal
19:08:27portfolio is a great way to showcase
19:08:29your work and demonstrate you have the
19:08:31skills required to satisfy a potential
19:08:34job role. This short demo will provide
19:08:37an idea of what to include in your
19:08:39portfolio and how to format your
19:08:42presentation. A portfolio can be a hard
19:08:46copy document or an electronic one.
19:08:49Share your name, title, and contact
19:08:51information. Always include a picture.
19:08:55Try to share a variety of pictures
19:08:57throughout the portfolio.
19:09:00Provide a brief introduction. Tailor
19:09:02your introduction so it resonates with
19:09:05the audience you are sharing your
19:09:07portfolio with.
19:09:09Provide a brief agenda. You may wish to
19:09:12reference the slide or page number or
19:09:14turn this into a mini table of contents.
19:09:17Again, a picture is worth a thousand
19:09:20words and vary your pictures.
19:09:24The next section provides a miniature
19:09:26persona of yourself. Share your goals.
19:09:29If possible, try to share goals that the
19:09:31portfolio viewer might embrace as well.
19:09:34Express your values. Again, do your
19:09:37homework. What values do you possess
19:09:39that would be appreciated by the reader
19:09:42and the organization you are targeting?
19:09:45Share your likes. What drives you? What
19:09:48are you passionate about? Always ask
19:09:51yourself, how will my likes add value to
19:09:54the role I am seeking?
19:09:57Consider a quote that expresses your
19:09:59passion and values. This is optional.
19:10:02However, if you have a favorite quote or
19:10:04saying that matches the vision or values
19:10:06of the organization or role you are
19:10:08targeting, add it. Always include an
19:10:12overview of your education and
19:10:14certifications. You don't need to list
19:10:16everything. Determine which educational
19:10:19and certification particulars support
19:10:21the position you hope to attain.
19:10:24And list your job history. Share your
19:10:27last three or four roles that show you
19:10:30have the experience needed to take that
19:10:32next big career step. Share pictures of
19:10:36you on the job. Try to have a good mix
19:10:39of you working by yourself and with
19:10:41others. Choose pictures that show your
19:10:44passion, ability to effectively
19:10:46collaborate, and your professionalism on
19:10:48the job. Again, do your homework. Try to
19:10:52choose examples of your work that are
19:10:54meaningful to the portfolio reader and
19:10:57pertinent to the role you hope to
19:10:58attain. Try to limit this part of your
19:11:01portfolio to your hardesthitting top
19:11:03three examples.
19:11:05Describe the work. Share how this work
19:11:08provided positive results. And finally,
19:11:12share a link to the work. Give the
19:11:14reader an opportunity to view the work
19:11:16in detail. Here's another example of
19:11:19sharing your best work. This is example
19:11:22number two. And here is another example
19:11:25of you sharing your best work. This is
19:11:28example number three.
19:11:30Share references. Find individuals who
19:11:33work in meaningful positions willing to
19:11:36advocate for you. If possible, pictures
19:11:39add impact. You may wish to add contact
19:11:42information to these references as well.
19:11:46Provide a brief summary. Reiterate who
19:11:49you are, what you stand for, and the
19:11:52value you can bring to an organization.
19:11:54This is your final elevator pitch.
19:11:57Tailor this section to the audience.
19:12:01Always end with a thank you to those who
19:12:03took the time to review your portfolio.
19:12:06Reiterate your contact information and
19:12:09your smile.
19:12:11In this video, you learned elements of a
19:12:13personal portfolio may include contact
19:12:16information and a picture agenda or a
19:12:19table of contents. Develop a persona for
19:12:22yourself, overview of pertinent
19:12:24education and certifications,
19:12:27work samples representing your best
19:12:29work, and work samples that are
19:12:31pertinent to the role. references and an
19:12:34elevator pitch.
19:12:35[Music]
19:12:46Welcome to ré and job search tips. After
19:12:49watching this video, you will be able to
19:12:52summarize best practices in résé
19:12:54development, discuss best practices for
19:12:56effective job searching, describe
19:12:58additional activities to gain
19:13:00experience.
19:13:01Writing a resume can be a challenge. You
19:13:04need your resume to be impactful, share
19:13:06a compelling story, and capture the
19:13:08attention of the reader. Statistics show
19:13:11an average of 6 to 8 seconds is spent
19:13:13reviewing your resume. You need your
19:13:15resume to stand out. Here are a few tips
19:13:18to help you improve the impact of your
19:13:20resume. Write a résé objective. Begin
19:13:24with an accurate, brief, and concise
19:13:26objective that gives employers an idea
19:13:28of where you are on the career ladder.
19:13:30the role or position you're looking for
19:13:32and allows them to quickly determine if
19:13:35you are a good fit for the job. Tailor
19:13:37this objective to the job you are
19:13:39seeking. In addition, keep it short. One
19:13:42or two sentences will suffice. Carefully
19:13:45review the job description. Identify key
19:13:48words or phrases in the description. For
19:13:50example, if the job description requires
19:13:53excellent collaborative skills,
19:13:54highlight this in your resume. Outline
19:13:57skills and educational experience that
19:13:59maps to the job description. For
19:14:01example, if you are applying for a job
19:14:03as a business analyst, your
19:14:05undergraduate degree in history will
19:14:06likely have little impact. Rather, share
19:14:09that you attended a BA course and are
19:14:11studying for certification.
19:14:13Include both soft and technical skills.
19:14:16Be precise when listing technical
19:14:18skills. Key in on skills you possess
19:14:20that match those in the job description.
19:14:23Include volunteer work and participation
19:14:25in extracurricular activities that
19:14:27allowed you to gain experience and learn
19:14:29skills that translate well to the job
19:14:30you are applying for. Always include a
19:14:33cover letter. This letter should be
19:14:35brief and should include who you are,
19:14:38highlight relevant skills and
19:14:39experiences you possess that can be
19:14:41applied to the job, your interest in the
19:14:43position, knowledge of what the job
19:14:45entails, and how you can effectively
19:14:47fill the role. Show proof that you
19:14:49researched the company and understand
19:14:51their mission, vision, and needs. The
19:14:54job search process is both exciting and
19:14:57challenging. This process is necessary
19:14:59if you want to find a job that truly
19:15:01suits your needs. Here are a few tips to
19:15:03help you be successful. Determine what
19:15:06industry you want to work in, the roles
19:15:08you hope to fill, salary considerations,
19:15:10and the types of companies you prefer.
19:15:13Set a goal to determine how many
19:15:14companies you want to apply to in a
19:15:16given time period.
19:15:18Be selective. Have your plan and stick
19:15:20to it. No compromises.
19:15:23Understand the industry in which you
19:15:25want to work. Target your resume and
19:15:27cover letter to meet the needs of the
19:15:28job. Learn as much as you can about the
19:15:31company you are targeting. Know their
19:15:33mission, vision, and values. And know
19:15:36how you match their needs. Review job
19:15:38descriptions. Identify key skills,
19:15:41competencies, and certifications
19:15:43required to be selected for the
19:15:44position. Build your skills accordingly.
19:15:48A single resume will often not allow you
19:15:50to achieve your goals. Tailor your
19:15:52resume to meet the job description
19:15:53requirements.
19:15:55There are many outstanding job search
19:15:57sites. Create an account if necessary
19:15:59and learn to search by keywords. Sites
19:16:02such as Indeed, Zip Recruiter, Monster,
19:16:05LinkedIn, CareerBuilder, and more are
19:16:08widely used by prospective employers and
19:16:10are reputable. Plan to share a few
19:16:12stories to highlight your skills or
19:16:14problem solving abilities. Develop your
19:16:16own 60-second elevator pitch. Research
19:16:19common interview questions and prepare
19:16:20your responses before you go into the
19:16:22interview. Sign up for training,
19:16:25seminars, webinars, and conferences in
19:16:27your area or online to enhance your
19:16:29project management abilities.
19:16:32Find courses focusing on various aspects
19:16:34of project management or offer training
19:16:36in a particular skill you need help
19:16:38developing. Seek feedback from your
19:16:40peers. Get feedback from them. Share and
19:16:42ask for ideas and improve suggestions.
19:16:46Focus on various project management
19:16:48methodologies. Predictive project
19:16:50management is here to stay. However,
19:16:53agile and scrum methodologies are
19:16:54gaining traction. Improve competencies
19:16:57in all methodologies.
19:16:59Find project managers with proven
19:17:01success records and learn from them.
19:17:04There are many outstanding project
19:17:05managers in every industry. Find one who
19:17:08is willing to coach and mentor you.
19:17:11Join organizations such as the Project
19:17:13Management Institute, PMI, and the Scrum
19:17:15Alliance. Participate in meetings,
19:17:18training, and social gettogethers.
19:17:21Networking can help you land a job
19:17:22faster. It will also give you a
19:17:25competitive edge throughout every stage
19:17:26of your career. Experts agree that the
19:17:29most connected people are often the most
19:17:31successful. When you invest in your
19:17:33relationships and networking, both
19:17:35professional and personal, the time you
19:17:38spend will return high dividends
19:17:39throughout the course of your career. In
19:17:42this video, you learn that when
19:17:44developing a resume, you should write an
19:17:46objective, summarize skills, and
19:17:48pertinent education at the top. Tailor
19:17:50it to the job. Include a cover letter.
19:17:53When searching for a job, you should
19:17:55have a plan and stick to it. Understand
19:17:58the industry. Build your skill set. Use
19:18:00reputable social media. Practice your
19:18:03interviewing. Additional activities
19:18:05might include seeking feedback, job
19:18:08shadowing, joining organizations, and
19:18:10networking.
19:18:16[Music]
19:18:19Hello everyone and welcome to our
19:18:21certified associate and project
19:18:23management exam preparation course. My
19:18:26name is Daniel Yman's and I will be the
19:18:28primary instructor for you during this
19:18:31journey. This certification will show
19:18:34potential employers that you are ready
19:18:36to take on new challenges. It will also
19:18:40be an achievement that you can take
19:18:41great personal pride in. The Project
19:18:44Management Institute or PMI states, "The
19:18:47Certified Associate of Project
19:18:49Management, known as CAPM, is a globally
19:18:53recognized credential that will open the
19:18:56door for you at any stage of your career
19:18:59in project management. This course is
19:19:02designed for those who have completed
19:19:04the training required for the CAPM exam
19:19:07certification and for those familiar
19:19:10with the project management body of
19:19:12knowledge sixth and seventh edition and
19:19:16those who have completed 23 hours of
19:19:18training from courses such as the IBM IT
19:19:22project management professional
19:19:24certificate, the IBM project management
19:19:27professional certificate or the skillup
19:19:30modern Project Management
19:19:32Specialization. This course begins with
19:19:34a summary of the requirements for the
19:19:37CAPM certification exam, including
19:19:41education, experience, and cost. Now,
19:19:45you will hear about what this course
19:19:47will do for you. After this course, you
19:19:50will be able to describe the process for
19:19:54registering for the CAPM certification
19:19:57exam. Next, you will learn how to
19:19:59describe the CAPM exam information,
19:20:03including exam questions, question
19:20:05types, and the exam process. We provide
19:20:09insight into what to expect on exam day.
19:20:12You will learn about the four domains on
19:20:15which the Kappam exam is based and the
19:20:18percentage of questions from each
19:20:19domain. A domain is a broad category of
19:20:23related topics. The course will share
19:20:25study sources and testing tips. We will
19:20:28give you tips on how to best prepare for
19:20:31the exam. You will be provided with many
19:20:33tests to check your readiness in each
19:20:36domain of the CAPM exam. And finally, in
19:20:40this course, you will practice for the
19:20:42CAPM certification exam by completing a
19:20:47150 question mock exam within 3 hours.
19:20:50This exam simulates the types of
19:20:52questions you can expect on the actual
19:20:55exam. So, good luck in your journey. Do
19:20:59the best you can and we'll see you at
19:21:02your destination when you proudly share
19:21:05your CAPM certification. Good luck.
19:21:11[Music]
19:21:19Welcome to information on the CAPM exam.
19:21:22After watching this video, you'll be
19:21:24able to describe the four types of
19:21:25questions on the CAPM exam. Watch this
19:21:28video for information on the CAPM exam,
19:21:30including the number of questions and
19:21:32the various types of questions that you
19:21:33may expect. The CAPM certification exam
19:21:36consists of 150 questions. A total of
19:21:40135 questions are graded. There are 15
19:21:42unscored questions. You will not know
19:21:44which questions will not be scored.
19:21:46Answer all 150 questions to the best of
19:21:49your ability. The passing score 70%. The
19:21:52pre-EST questions are used to validate a
19:21:54question to be included in the scored
19:21:56portion of the test. They also allow the
19:21:58project management institute PMI to ask
19:22:00questions about new project management
19:22:02practices not yet included in the
19:22:04project management body of knowledge,
19:22:06pimach, to measure the current awareness
19:22:08levels in the field. You will encounter
19:22:10four types of question formats on the
19:22:12CAPM certification exam. The first type
19:22:14of question format is multiple choice.
19:22:17You'll be asked the question and asked
19:22:18to select one or two best options. For
19:22:20example, the question says who approves
19:22:22the project charter? And the options are
19:22:24option A project manager, option B,
19:22:26sponsor, option C, product owner, and
19:22:29option D CEO. The correct answer is
19:22:31option B sponsor. The second type of
19:22:34question format is a hotspot. You'll be
19:22:36shown a graphic that contains A, B, C,
19:22:38and D in the graphic and asked to answer
19:22:40a question based on. To answer, you must
19:22:42select the best hotspot option on the
19:22:44graphic. For example, the question says,
19:22:46review the graphic, match the project to
19:22:48the appropriate life cycle based on the
19:22:51frequency of delivery and degree of
19:22:53change factors. Then you need to analyze
19:22:55the graphic and place the best matching
19:22:57letter from the graphic into the
19:22:58question descriptor. The third type of
19:23:01question format is enhanced matching.
19:23:03You will be given a series of tiles to
19:23:05match their description or put in a
19:23:07correct sequence. To answer, you must
19:23:08drag a tile to its matching description
19:23:10or correct sequential position.
19:23:14The fourth and last type of question
19:23:15format is animation videos or comic
19:23:17strips. You'll be given an animated
19:23:19video or comic strip and asked to answer
19:23:21a question based on it. To answer, you
19:23:23must select one or two best options.
19:23:26This question type is similar to
19:23:27multiple choice except that you are
19:23:28given a video or a comic strip rather
19:23:30than text. In this video, you learned
19:23:33that the four types of questions on the
19:23:35CAPM exam include multiple choice,
19:23:37hotspot, enhanced matching, animation,
19:23:40or comic strip.
19:23:43[Music]
19:23:51Welcome to exam taking strategies. After
19:23:54watching this video, you'll be able to
19:23:56explore effective exam strategies for
19:23:58certification exams and learn how to
19:24:00implement these strategies.
19:24:02Certification exams are designed to
19:24:03assess your knowledge and skills in a
19:24:05specific field or industry, serving as
19:24:07valuable credentials that demonstrate
19:24:09your expertise and proficiency to
19:24:11employers, clients, and colleagues.
19:24:12However, preparing for a certification
19:24:14exam can be a challenging and
19:24:16overwhelming task. That's where these
19:24:18strategies come in. They will help you
19:24:20streamline your preparation, improve
19:24:22your performance during the exam, and
19:24:23maximize your chances of success. These
19:24:26strategies are divided into three
19:24:27categories. Exam preparation, strategies
19:24:30during the exam, and post-exam pointers.
19:24:33Each category addresses different stages
19:24:35of your certification journey, and
19:24:37provides guidance on how to navigate
19:24:38them effectively. Let's take a closer
19:24:40look at each category and the strategies
19:24:42within them. The exam preparation
19:24:44strategies focus on establishing a solid
19:24:46foundation for your exam readiness.
19:24:48Firstly, it's crucial to familiarize
19:24:50yourself with the official exam
19:24:52objectives as they outline the specific
19:24:54topics and knowledge areas that will be
19:24:55covered in the exam. These objectives
19:24:57should be used as a study guide to
19:24:59ensure comprehensive coverage of all the
19:25:01necessary material. Next, use a diverse
19:25:04range of study resources, including
19:25:05textbooks, online courses, practice
19:25:07exams, and official study materials.
19:25:09These resources offer comprehensive
19:25:12coverage of the exam content and allow
19:25:13you to assess your readiness through
19:25:15practice questions and simulations. In
19:25:17addition, develop a well ststructured
19:25:19study plan encompassing all the exam
19:25:21objectives. Allocate dedicated study
19:25:23time and distribute it wisely across
19:25:25different topics. Break down your study
19:25:27sessions into manageable segments to
19:25:29facilitate effective comprehension and
19:25:31retention of the material. Engaging in
19:25:34practice exams and sample questions is
19:25:36another essential strategy. This will
19:25:38acquaint you with the exam format and
19:25:40question types, enabling you to become
19:25:42familiar with the exams wording,
19:25:43structure, and timing. Practicing within
19:25:46a timed environment can improve your
19:25:47speed and accuracy in answering
19:25:49questions. Aim for an average of one
19:25:51minute per question during these
19:25:53practice sessions. Lastly, reinforce
19:25:55your understanding by regularly
19:25:57reviewing the material you have studied.
19:25:59Pay particular attention to areas where
19:26:01you may feel weaker or less confident.
19:26:03Utilize tools such as flashcards,
19:26:05summaries, and pneummonic techniques to
19:26:07aid in retention and recall. To gauge
19:26:09your level of preparedness, aim for an
19:26:11average score of 80% on your practice
19:26:13exams, ensuring you are thoroughly
19:26:15prepared and ready to excel in the
19:26:17actual exam. Let's now delve into the
19:26:19strategies to follow during the exam.
19:26:21These strategies provide valuable
19:26:23insights into how to approach the actual
19:26:25exam. Firstly, it's crucial to manage
19:26:27your time effectively during the exam.
19:26:29Read each question carefully and if
19:26:31needed, flag difficult questions to
19:26:32revisit later. Start by answering the
19:26:34questions you're confident about and
19:26:36then allocate the remaining time to the
19:26:38more challenging ones. It's important to
19:26:40avoid spending excessive time on a
19:26:42single question. If you're still trying
19:26:44to decide on an answer, employ the
19:26:45process of elimination to rule out
19:26:47obviously incorrect options. This
19:26:49increases your chances of selecting the
19:26:51correct answer. Remember not to leave
19:26:53any questions unanswered. Next,
19:26:55maintaining a calm and focused mindset
19:26:57throughout the exam is essential.
19:26:59Practice deep breathing techniques to
19:27:01manage test anxiety and carefully read
19:27:03each question. Take the time to fully
19:27:05understand the question by reading it in
19:27:07its entirety. Familiarize yourself with
19:27:09the different question types you may
19:27:11encounter in the exam, such as multiple
19:27:13choice, drag and drop, or
19:27:14performance-based questions. Each type
19:27:16may require a slightly different
19:27:18approach, so understanding the nuances
19:27:20will aid your preparation. If you
19:27:22encounter an ambiguous or unclear
19:27:24question, feel free to seek
19:27:25clarification. Raise your concern with
19:27:27the exam proctor or contact the relevant
19:27:30authority for further guidance. Remember
19:27:32that each question carries the same
19:27:34number of points and there are no
19:27:35weighted questions. Give each question
19:27:37the same level of attention and effort.
19:27:40Taking regular breaks to refresh your
19:27:42mind is crucial. For example, after
19:27:44every 25 questions, reward yourself with
19:27:46a one minute thinking break. Utilize
19:27:48this time to relax, think positively,
19:27:50take a few deep breaths, and even smile.
19:27:52Visualize yourself successfully
19:27:54completing the exam and achieving a
19:27:55passing score. Lastly, before submitting
19:27:58your exam, review your answers and
19:27:59double check for any errors or
19:28:01omissions. Ensure that you have answered
19:28:02all questions and made any necessary
19:28:04corrections. The post exam pointers
19:28:06category focuses on what to do after
19:28:08completing the exam. Firstly, it's
19:28:10important to periodically check for any
19:28:12updates or changes to the exam
19:28:14objectives, content, or format. Stay
19:28:16informed about industry trends and
19:28:18relevant technological advancements to
19:28:20the exam. Next, consider engaging with
19:28:22others who are also preparing for the
19:28:24same exam by joining study groups or
19:28:26online forums. Collaborating with peers
19:28:28allows for discussing concepts,
19:28:30clarifying doubts, and gaining different
19:28:32perspectives. Lastly, take the time to
19:28:34understand the certification renewal and
19:28:36validity policies, and any requirements
19:28:38for continuing education associated with
19:28:40the certification you're pursuing. This
19:28:42knowledge will ensure that you stay
19:28:44informed about maintaining and enhancing
19:28:46your certification. Whether you're
19:28:48preparing for a technical certification,
19:28:49a professional qualification, or any
19:28:51other type of certification exam, these
19:28:53strategies will serve as valuable
19:28:55guidelines to help you excel. By
19:28:57incorporating these strategies into your
19:28:59exam preparation, you can enhance your
19:29:01readiness, boost your confidence, and
19:29:03increase your chances of achieving
19:29:04success in your certification exam. In
19:29:07this video, you learned how to
19:29:08familiarize yourself with the specific
19:29:10topics and knowledge areas outlined in
19:29:12the exam objectives. Engage in practice
19:29:15exams to become familiar with the exam
19:29:17format and question types and improve
19:29:19speed and accuracy. Read questions
19:29:22carefully. Answer confident ones first
19:29:23and allocate time for challenging ones.
19:29:26Double check answers, correct errors or
19:29:28omissions, and ensure all questions are
19:29:29answered. Periodically check for updates
19:29:31in exam objectives, content, and format
19:29:33to stay informed and understand the
19:29:36policies and requirements for
19:29:37maintaining your certification.
19:29:42[Music]
19:29:47[Applause]
19:29:47[Music]
19:29:52Welcome to this course where you will
19:29:53learn about project management careers
19:29:55and get started with applying and
19:29:57interviewing for project manager jobs.
19:30:00Did you know according to a project
19:30:02manager institute PMI report there will
19:30:05be 25 million project management jobs
19:30:07globally with 2.3 million new jobs every
19:30:10year soon. Project management careers
19:30:13are not only in demand but can be
19:30:15challenging and equally rewarding. Are
19:30:18you excited and ready to find project
19:30:20management related jobs?
19:30:22This course will help you start your
19:30:24project management job search with a
19:30:26step-by-step approach to job search
19:30:28preparation and interviewing. This
19:30:30course will equip you with best
19:30:32practices and expert viewpoints. This
19:30:34course aims to prepare you to enter the
19:30:36job market confidently and easily.
19:30:40This 5-week course welcomes anyone who
19:30:42loves to learn or is interested in a
19:30:44project management career.
19:30:46Prior project management knowledge is
19:30:48optional. You should grasp computer
19:30:50basics and have access to a computer
19:30:52capable of running modern web browsers
19:30:54with a reliable internet connection.
19:30:57This course comprises five modules. The
19:30:59content is designed so that the
19:31:01recommendation is for you to spend about
19:31:033 to 4 hours each week until you
19:31:05complete all modules. However, you can
19:31:07complete it in a shorter or longer time
19:31:09frame.
19:31:11Module one, building a foundation, will
19:31:13introduce you to the role of a project
19:31:15manager and the different titles that
19:31:17need project management experience. You
19:31:20will then experience and apply the best
19:31:22practices to create an essential
19:31:23portfolio and an elevator pitch. In
19:31:27module two, identifying jobs, creating
19:31:29résumés, and drafting cover letters, you
19:31:32will acquire skills to search for job
19:31:34postings, and develop a basic resume and
19:31:36cover letter along with some best
19:31:38practices for each.
19:31:40Module three, the interview process,
19:31:42will take you through the different
19:31:44stages of the interview process. You
19:31:46will learn about what to expect during
19:31:48the various stages of the interview.
19:31:50Also, you will learn how to respond to
19:31:51questions using the STAR technique.
19:31:54Module four, understanding interview
19:31:56questions and post-in steps is all about
19:31:59the different types of interview
19:32:01questions. You will view mock
19:32:03interviews. Finally, you will learn what
19:32:05to do if you do or don't receive a job
19:32:07offer. In the final module, you can
19:32:10practice with an optional project on
19:32:12applying for a project management
19:32:14position. The final quiz will help you
19:32:17assess your overall understanding of the
19:32:18content.
19:32:20You will now hear the project management
19:32:22experts introduce themselves, their
19:32:24current role and the company.
19:32:26>> My name is Daniel Yman's there. I go by
19:32:29Dan. Currently, I am employed as a
19:32:32subject matter expert for Skillup
19:32:34Technologies developing a lot of courses
19:32:37in both project management and product
19:32:40management. I also am a instructor for
19:32:46about three universities here locally.
19:32:49uh Green River College, Belleview
19:32:51College, and South Seattle Colleges
19:32:53where I do a lot of corporate training.
19:32:55And in addition, I also teach
19:32:57undergraduate and graduate level courses
19:32:59at Northwest University.
19:33:02>> Hello, my name is Casey Kyle and I
19:33:05currently am a subject matter expert
19:33:08content creator for Scaleup
19:33:10Technologies. I've got about 10 years of
19:33:12experience in product management,
19:33:15project management, uh technical
19:33:18consulting, and product marketing. Uh my
19:33:21name is Kristen Pollson and I work for
19:33:24Skilup Technologies. I'm the director of
19:33:26customer success. Uh but I wear a lot of
19:33:29different hats at Skillup. Um, since
19:33:31I've been with Skillup, I started as a
19:33:33project manager and then transitioned
19:33:35into a management role and I currently
19:33:37lead a team of 100 plus people around
19:33:40the world.
19:33:41>> Hi, my name is Paul Partardi. Um, I
19:33:43currently work for the Skillup
19:33:45organization. Um, in the past I've
19:33:48worked for Microsoft. I worked for
19:33:49Microsoft for a couple of decades and I
19:33:52did work that ranged from content
19:33:54development to um, software engineering
19:33:57at Microsoft. And after Microsoft, I
19:34:00worked at PayPal for a few years and I
19:34:02was a director of um of merchant content
19:34:06for for PayPal for all the UI elements
19:34:08for the merchant side of the business
19:34:10and um then I've gotten into um other
19:34:13work doing content development as well
19:34:15as web development.
19:34:17>> Hello, my name is Ben Flower and I'm the
19:34:20director of human skills at SkillUp
19:34:23Technologies.
19:34:25>> There's a lot to cover here. To get the
19:34:27most from this course, make sure to go
19:34:30through the concept and expert viewpoint
19:34:32videos, review the readings, complete
19:34:35all hands-on labs, check your
19:34:37understanding with graded quizzes. If
19:34:40you have any trouble with the course
19:34:42material, please don't hesitate to
19:34:43contact us in the discussion forum. We
19:34:46hope you enjoy this learning journey
19:34:48with us. Let's get started.
19:34:53Imagine
19:34:55[Music]
19:35:02a symphony where different musicians
19:35:03play their instruments at their own
19:35:05pace, harmony, and time. The symphony
19:35:08can be a disaster. An orchestra
19:35:10conductor helps align the musicians to
19:35:12play in sync with proper timing and
19:35:14harmony. Similar to the orchestra
19:35:16conductor, a project manager's role must
19:35:19align all resources to achieving project
19:35:22objectives.
19:35:23Welcome to role of the project manager.
19:35:26After watching this video, you'll be
19:35:28able to summarize the role and
19:35:30responsibilities of a project manager.
19:35:33List the key areas of knowledge required
19:35:35to be a successful project manager.
19:35:37Explain the PMI talent triangle.
19:35:40By definition, a project manager is an
19:35:43individual assigned to lead the team
19:35:45responsible for achieving all project
19:35:47objectives. A project manager applies
19:35:49the knowledge, skills, and tools
19:35:52necessary to ensure all project
19:35:54activities are completed to support the
19:35:56project. A project manager is
19:35:58accountable and responsible for
19:36:00initiating, planning, executing,
19:36:03monitoring, and controlling and closing
19:36:05the project. A project manager is also
19:36:08responsible for on-time and within
19:36:10budget delivery of project deliverables
19:36:12while conforming to customer
19:36:13requirements. Further, the project
19:36:16manager is responsible for monitoring
19:36:18any scope creep. The project manager is
19:36:21also responsible for ensuring the
19:36:23project provides value when completed. A
19:36:26project manager must also be adept with
19:36:29certain skills. These are described by
19:36:31the 10 key project management areas of
19:36:33knowledge as documented by the project
19:36:36management institute PMI.
19:36:38These areas address different aspects of
19:36:41project management that a project
19:36:42manager must manage throughout the
19:36:44project. The first area of knowledge is
19:36:47integration management. A project
19:36:50manager must understand all variables
19:36:52that impact a project and ensure they
19:36:54are addressed and balanced. Project
19:36:57scope, schedule, and cost management are
19:37:00areas of knowledge that are essential to
19:37:02develop a viable project baseline.
19:37:05Further, to drive project support
19:37:07functions, the project manager must be
19:37:09well-versed in the areas of quality,
19:37:12resource management, communications,
19:37:14risk, and procurement.
19:37:17Finally, the project manager must be
19:37:19equipped with skills for stakeholder
19:37:21management, which is the most
19:37:23challenging area.
19:37:24The skills can be broadly divided into
19:37:26three categories. Way of working, power
19:37:29skills, and business acumen. These three
19:37:32skill categories are included in a tool
19:37:34developed by PMI named the PMI talent
19:37:37triangle. Let's briefly look at the
19:37:39categories.
19:37:41ways of working is described on the PMI
19:37:43website as quote whether it's
19:37:45predictive, agile, design thinking or
19:37:48new practices still to be developed.
19:37:50It's clear that there is more than one
19:37:52way that work gets done today. That's
19:37:55why we encourage professionals to master
19:37:57as many ways of working as they can so
19:37:59they can apply the right technique at
19:38:01the right time delivering winning
19:38:03results. Some key skills that are part
19:38:05of this category include agile and
19:38:08hyperaggile, hybrid, design thinking,
19:38:12transformation, data gathering and
19:38:14modeling, earned value management, EVM,
19:38:18governance, performance management,
19:38:20requirements management and
19:38:22traceability, risk management, schedule
19:38:25management, and time, budget and cost
19:38:28estimations.
19:38:30power skills according to the PMI
19:38:33states, quote, "These interpersonal
19:38:35skills include collaborative leadership,
19:38:37communication, and innovative mindset,
19:38:39forpurpose orientation, and empathy.
19:38:42Ensuring teams have these skills allows
19:38:44them to maintain influence with a
19:38:46variety of stakeholders. A critical
19:38:48component for making change. Some key
19:38:51skills in this category include
19:38:53leadership, active listening,
19:38:56communications, adaptability,
19:38:58brainstorming, coaching and mentoring,
19:39:01conflict management, emotional
19:39:03intelligence, influencing, interpersonal
19:39:06skills, negotiation, problem solving,
19:39:10teamwork.
19:39:11The third skill category is business
19:39:13acumen. PMI states, "Professionals with
19:39:17business acumen understand the macro and
19:39:19micro influences in their organization
19:39:21and industry and have the function
19:39:23specific or domain specific knowledge to
19:39:25make good decisions.
19:39:27Professionals at all levels need to be
19:39:29able to cultivate effective decision-m
19:39:32and understand how their projects align
19:39:34with the big picture, a broader
19:39:35organizational strategy and global
19:39:37trends. Some key skills in this category
19:39:40include benefits management and
19:39:42realization, business models and
19:39:44structures, competitive analysis,
19:39:47customer relationships and satisfaction,
19:39:50industry domain knowledge,
19:39:52legal and regulatory compliance, market
19:39:55awareness, function specific knowledge,
19:39:58and strategic planning analysis
19:40:00alignment.
19:40:02In this video, you learned that the
19:40:04project manager is responsible for
19:40:06driving the team to achieve project
19:40:08objectives, accountable for all phases
19:40:10of the project, including initiating,
19:40:13planning, executing, monitoring,
19:40:15controlling, and closing. Responsible
19:40:18for project deliverables, quality, time,
19:40:21and customer requirement conformance.
19:40:24Adept in 10 areas of knowledge required
19:40:26to manage a project. Skills and
19:40:29competencies a project manager must
19:40:31possess can be divided into three
19:40:33categories as defined by the PMI talent
19:40:35triangle. Ways of working, power skills,
19:40:38and business acumen.
19:40:40[Music]
19:40:51Welcome to expert viewpoints project
19:40:54manager roles and skills.
19:40:56In this video, industry professionals
19:40:58explain the most critical roles and
19:41:00responsibilities for project managers
19:41:02and describe the top skills necessary
19:41:04for professional success.
19:41:08If you talk to any project manager and
19:41:10ask them briefly to describe their role,
19:41:13they essentially turn great ideas into
19:41:16reality. And they take these ideas and
19:41:19they try to implement them on time,
19:41:21within budget, and providing value to
19:41:24the customer. One of the things that the
19:41:26project manager does as part of their
19:41:28job is to manage the project from end to
19:41:32end. They initiate the project and plan
19:41:34the project. They use that plan to
19:41:37execute the project. They monitor and
19:41:39control to make sure that the plan is
19:41:41working and if everything is working
19:41:44well, they close out the project
19:41:45successfully and transition the product
19:41:47or service to a customer. If not, then
19:41:50they have to go back and fix it.
19:41:52So, one of the things that's unique
19:41:54about the project manager role is
19:41:56there's a lot of skills and uh
19:41:58capabilities that need to come into
19:42:00play. Um, I won't go through a whole
19:42:02long list, but some of the ones that
19:42:05come to my mind would be communication.
19:42:07It's it's critical that you're able to
19:42:09communicate effectively with everybody
19:42:10on the team because you're going to be
19:42:12in a constant state of communication,
19:42:14getting updates, and managing deadlines.
19:42:17You you also need to be able to from a
19:42:19project management standpoint identify
19:42:21the goals even before you get started so
19:42:23everybody has a common clear path as to
19:42:25where they're going where they need to
19:42:27be and the timelines associated with
19:42:29that.
19:42:30>> I think the most critical roles and
19:42:32responsibilities of a project manager
19:42:34are on timeline aligning to budgetary
19:42:38constraints and then quality the three
19:42:40pillars of project management. Um, if
19:42:43you get down into the weeds, it's really
19:42:45going to come down to communication,
19:42:47ensuring that everybody's always on the
19:42:49same page, staying on top of any
19:42:52transactional elements of the project,
19:42:54and then making sure that your
19:42:56stakeholders are well informed.
19:42:58The most critical roles and
19:43:00responsibilities of a project manager
19:43:02are to lead the team through the project
19:43:05management life cycle, lead the project
19:43:08team through the project management life
19:43:10cycle. So what that looks like and what
19:43:12responsibilities that a project manager
19:43:14would have are really to plan and define
19:43:18the project and do things like planning
19:43:21the budget, uh doing a timeline and a
19:43:25and a plan for how the time's going to
19:43:27be spent, doing resource planning and uh
19:43:30looking at how the project is going to
19:43:32actually be completed. And during the
19:43:35project, a project manager is
19:43:37responsible for managing those things.
19:43:40So managing the timeline, making sure
19:43:43that people are uh getting things done
19:43:46on time and also managing the cost and
19:43:50the budget of the project as well as the
19:43:53quality of the work that's being done.
19:43:55And finally, a project manager is
19:43:58responsible for communicating with
19:44:00stakeholders and mitigating risks and
19:44:03issues. So doing communication not only
19:44:06with the project team but anybody who is
19:44:09involved in the project or who might
19:44:12need to be uh informed about the project
19:44:15the project manager would communicate
19:44:18with them and then managing risk.
19:44:28Let's break project management skills
19:44:29into two areas. First of all technical.
19:44:32As a project manager, you need to
19:44:34understand various project management
19:44:37frameworks or methodologies. You need to
19:44:39be knowledgeable of what we call
19:44:41predictive methodologies, which is
19:44:43building to the plan. This is
19:44:45traditional project management such as
19:44:46waterfall. But it doesn't hurt to have
19:44:49an understanding of agile methodologies
19:44:52as well, such as scrum. more and more
19:44:55both agile and predictive project
19:44:58management is being used and sometimes
19:45:00it's being used in a hybrid method as
19:45:02well. So have an understanding of those
19:45:04particular frameworks. The second set of
19:45:06skills that you require are the
19:45:08interpersonal skills. Let's break them
19:45:10into three areas. First and foremost,
19:45:13communications. Communications is the
19:45:15glue that holds the project together.
19:45:17You need to really try to perfect your
19:45:19communication skills. These include
19:45:21things such as facilitation,
19:45:23collaboration, you name it. In addition,
19:45:26your leadership and management skills
19:45:28are important as well. Yes, your title
19:45:31is project manager, but we could
19:45:33probably name your title to project
19:45:34leader as well because you have to set
19:45:37the vision for the project. You have to
19:45:39get people excited about the project and
19:45:41you have to make sure that they are
19:45:42committed to do what they need to do.
19:45:44But however, you need to also be able to
19:45:47manage your resources and make sure that
19:45:49you are using them efficiently and
19:45:50effectively.
19:45:52>> The skills that are required for that
19:45:54are a mix of communication, um,
19:45:57confidence and boldness and not being
19:45:59shy of interacting with your client and
19:46:01interacting with your stakeholders and
19:46:03your management team. And then also the
19:46:06attention to detail to ensure that
19:46:08everything that you're managing, no
19:46:10matter how chaotic, how crazy, is always
19:46:14documented properly and shared properly
19:46:16amongst the team.
19:46:18>> For a project manager, one of the most
19:46:20important skills I think is analytic
19:46:22skills. Being able to look at the entire
19:46:25project and all the people working on
19:46:27that project and sorting out um where
19:46:30there's going to be friction, where
19:46:31there's going to be problems, and what's
19:46:33working well. So as you're doing the
19:46:35work of a project manager, you're
19:46:37constantly daily, maybe even hourly
19:46:40looking at, you know, the dynamics of
19:46:41the group, the dynamics of the team, and
19:46:45the dynamics of the deliverables and
19:46:46sorting out all of those um all of those
19:46:49aspects and then applying, you know,
19:46:51your skills as a project manager to keep
19:46:53those things moving.
19:46:55Um, but leadership, you know, when you
19:46:57think about leadership, you have a team
19:46:59of individuals that has all of their
19:47:01requirements and responsibilities. And
19:47:03as a project manager, you're a leader to
19:47:06bring all these people together to a
19:47:08similar goal and a similar process. Um,
19:47:11there's a lot of negotiation skills
19:47:13required as you're talking with
19:47:15individuals, talking about deadlines,
19:47:16and making sure that they're able to get
19:47:19their projects completed. I would also
19:47:21then mention quickly time management.
19:47:23You need to be able to be very clear on
19:47:25timelines, what the expectations are,
19:47:28and make sure everybody is lockep as you
19:47:30move together as a team to hit those
19:47:32goals and timelines.
19:47:35[Music]
19:47:46Welcome to IBM Project Manager
19:47:49Professional Certificates. Whether you
19:47:51want to start or change your current
19:47:53career, professional certificates can
19:47:55help you become job ready. You can
19:47:57easily afford and complete a
19:47:59professional certificate faster than a
19:48:01traditional college degree. IBM provides
19:48:04two project manager certificate programs
19:48:06designed and built to help enhance your
19:48:08project management skills. These
19:48:10programs are IBM project manager
19:48:13professional certificate and IBM IT
19:48:16project manager professional
19:48:17certificate. IBM designed the IBM
19:48:20Project Manager and IT Project Manager
19:48:23professional certificate programs for
19:48:24beginners with no prior experience in
19:48:26project management. With a comprehensive
19:48:29curriculum, hands-on learning, a
19:48:31portfolio to showcase your expertise,
19:48:33and an industry recognized
19:48:34certification, these programs prepare
19:48:37you for a rewarding career. The courses
19:48:39in this program cover various topics and
19:48:41job ready skills required for an
19:48:43entry-level project manager role. Both
19:48:45professional certificates share common
19:48:47topics including basics of project
19:48:49management, initiation and planning,
19:48:52information sharing and risk management,
19:48:54communications, stakeholder management
19:48:57and leadership and agile development and
19:48:59scrum basics. The capstone project will
19:49:02help you test your skills and provide an
19:49:04opportunity to add another project to
19:49:06your portfolio. The certificate program
19:49:08will help you prepare for the certified
19:49:10associate project manager CAPM
19:49:12certification exam. The IT project
19:49:15manager professional certificate is for
19:49:17individuals interested in pursuing a
19:49:19role in the information technologies IT
19:49:21industry. Therefore, to ensure that
19:49:24learners are fully equipped, this
19:49:26professional certificate course covers
19:49:28the following topics. IT fundamentals,
19:49:30software engineering basics, and the
19:49:32basics of the scrum master profession.
19:49:34Each topic corresponds to an online
19:49:36course you can complete independently.
19:49:39Each course consists of three to six
19:49:40modules. Completing courses covering the
19:49:43concepts and the required projects will
19:49:45earn you the IBM project manager
19:49:47professional certificate or the IBM IT
19:49:50project manager professional
19:49:52certificate. As you embark on the
19:49:53project manager professional certificate
19:49:55journey, get started with the basics of
19:49:57project management. Learn about the role
19:49:59of a project manager, the required
19:50:01skills and responsibilities. Gain
19:50:04familiarity with project manager career
19:50:06opportunities. Initiation and planning
19:50:08are other topics covered as a part of
19:50:10this professional certificate. Enhance
19:50:12your foundational project management
19:50:14knowledge. Learn about setting up a
19:50:15project. With planning being a critical
19:50:17phase, understand the project planning
19:50:20processes, documents, and tips. This
19:50:23professional certificate also delves
19:50:25into the risk management life cycle from
19:50:27planning and identifying risks to
19:50:29evaluation. You will also learn
19:50:31different strategies to respond to
19:50:32risks. You will also learn about the
19:50:34tools like the risk reports, risk
19:50:36registers and the risk matrix with
19:50:38critical project manager skills in
19:50:40communication, stakeholder management
19:50:42and leadership. You will learn how to
19:50:45lead, communicate and manage
19:50:46stakeholders. You will learn to
19:50:48cultivate a healthy project environment
19:50:50and share with team members and
19:50:52stakeholders using appropriate
19:50:53communication mediums and channels. You
19:50:55will explore the leadership skills used
19:50:57to improve stakeholder engagement and
19:50:59facilitate successful projects from
19:51:01start through closing. You will also get
19:51:03started with using agile development in
19:51:05scrum. You will learn about the agile
19:51:07concepts of adaptive planning, iterative
19:51:10development and continuous improvement.
19:51:12You will discover waterfall extreme
19:51:14programming XP methodologies and canban.
19:51:17Finally, learn about scrum as a
19:51:19framework and its deliverables. This
19:51:21program will introduce you to some IT
19:51:23fundamentals for the IT project manager
19:51:25professional certificate. You will delve
19:51:27into hardware, operating systems,
19:51:29technology, software, programming,
19:51:31databases, networking, storage, cyber
19:51:34security, cloud computing, support and
19:51:37operations. Another IT project manager
19:51:40professional certificate specific topic
19:51:42is software engineering. Learn about the
19:51:44power of the software development life
19:51:45cycle, SDLC, and modern software
19:51:48development framework methodologies. You
19:51:50will also experience working hands-on
19:51:52with different tools and languages such
19:51:54as an IDE, the basics of programming in
19:51:56Python and Hello World in 10 languages.
19:51:59The last unique topic in the IT project
19:52:02manager professional certificate is the
19:52:04essential aspects of being a scrum
19:52:06master. You will learn the practical
19:52:07skills required to become a highly
19:52:09effective scrum master. In the capstone
19:52:11project, you will apply all the skills
19:52:13learned in the professional certificate
19:52:15course to plan, execute, and close the
19:52:17project. The artifacts from this project
19:52:19will be an excellent addition to your
19:52:21portfolio. It will also take you closer
19:52:23to achieving the professional
19:52:24certificate. As you review the content,
19:52:26the course will present you with quizzes
19:52:28and projects to evaluate your learning.
19:52:30The graded quizzes carry a weight that
19:52:32contributes to the course completion.
19:52:34Most projects will be peer- graded and
19:52:36carry a weightage contributing to the
19:52:38course and professional certificate
19:52:40completion requirement. The capstone
19:52:41project will provide you with some
19:52:43requirements based on which you will
19:52:44build an app or website. The project
19:52:46will also be a good addition to your
19:52:48portfolio to showcase to prospective
19:52:50employers. Finally, after completing all
19:52:52the content successfully, you will be
19:52:54awarded the IBM Project Manager
19:52:56Professional Certificate or IBM IT
19:52:58Project Manager Professional
19:53:00Certificate, a credential many employers
19:53:02value. We wish you the very best and
19:53:04hope you enjoy this journey.
19:53:10[Music]
19:53:16Welcome to project management career
19:53:18opportunities. After watching this
19:53:20video, you'll be able to summarize the
19:53:22current job market for project
19:53:24management professionals, describe the
19:53:26current salary structure for project
19:53:28managers, describe job titles and
19:53:30related roles in project management.
19:53:32According to a PMI pulse report,
19:53:35projects are 2.5 times more successful
19:53:37when project management practices are
19:53:39implemented. That's right. This
19:53:41statistic is an indication of why the
19:53:43demand for project managers is growing
19:53:45faster than the demand for workers in
19:53:47other professions. Further, the
19:53:50practices of project management are
19:53:52expanding within various industries that
19:53:54were traditionally less projectoriented
19:53:56such as healthcare, publishing, and
19:53:59professional services. For example, the
19:54:01healthc care sector in the US has seen a
19:54:0417% growth for project management roles.
19:54:07According to the US Bureau of Labor
19:54:09Statistics, employment of project
19:54:11management specialists will grow by 6%
19:54:13each year through the decade, which
19:54:16translates to roughly 68,100 openings
19:54:19for project management specialists are
19:54:20projected each year on average over the
19:54:23decade. Finally, according to the PMI,
19:54:27the project management oriented labor
19:54:29force and seven projectoriented sectors
19:54:31is expected to grow by 33% or nearly 22
19:54:35million new jobs over the decade. So,
19:54:38there are many opportunities to pursue a
19:54:40career in project management and find a
19:54:42job opportunity that meets your specific
19:54:44needs. Wondering what the salary trends
19:54:47for project managers are? Let's review
19:54:49some statistics. According to
19:54:51indeed.com, the average salary for a
19:54:54project manager in the United States is
19:54:56$87,716
19:54:58per year. The salary varies from $56,462
19:55:03to $136,270
19:55:06per year with non-cash benefits such as
19:55:09401k also included. Salaries are
19:55:11variable based on your years of
19:55:13experience, certifications,
19:55:15demographics, and the type of company
19:55:17you work for. According to the US Bureau
19:55:19of Labor Statistics, the median salary
19:55:22for project management professionals in
19:55:24the US is $95,370
19:55:27per year, with the bottom 10% earning a
19:55:29median of $52,500
19:55:32and the top 10% earning $159,150.
19:55:36Improving your skills and competencies
19:55:38can help you with the potential increase
19:55:40in salary. Let's look at the different
19:55:42roles and different job titles that
19:55:44require project management skills.
19:55:46Project manager. This is the most common
19:55:49job title. The project manager is
19:55:51responsible for initiating, planning,
19:55:54executing, monitoring, and controlling
19:55:57and closing a project successfully. They
19:55:59ensure that the project proceeds within
19:56:01the specified time frame and budget
19:56:03while achieving its objectives.
19:56:05Assistant project manager. The assistant
19:56:08project manager works closely with the
19:56:10project manager to ensure that tasks are
19:56:12completed on time and within budget.
19:56:15They also help manage relationships with
19:56:17contributors and stakeholders. An
19:56:19assistant project manager normally leads
19:56:21the effort to complete a critical phase
19:56:23of the project as defined in the work
19:56:26breakdown structure WBS.
19:56:28Project coordinator. The project
19:56:31coordinator is responsible for
19:56:33coordinating tasks and activities across
19:56:35different teams and departments. This is
19:56:38an entry-level project management role.
19:56:40They ensure that everyone is working
19:56:42towards a common goal and ensure project
19:56:44communication is effective. A project
19:56:47coordinator may also be defined as a
19:56:49project expediter. Project team member.
19:56:53Project team members are responsible for
19:56:55completing tasks assigned to them by the
19:56:57project manager. They work
19:56:59collaboratively with other team members
19:57:00to achieve project goals. Project team
19:57:03members are normally responsible for
19:57:05individual work packages that support
19:57:06the project. This places them in the
19:57:09role of a project manager to complete
19:57:11the segment of the overall project.
19:57:14Project sponsor. The project sponsor is
19:57:17responsible for providing financial
19:57:19resources, authorizing resources and
19:57:21support for the project. They also
19:57:24ensure that the project aligns with the
19:57:25organization's strategic goals. Many
19:57:28sponsors have prior project management
19:57:30experience. Regardless, they must
19:57:32understand the project management
19:57:34function. Executive sponsor. The
19:57:37executive sponsor is responsible for
19:57:39providing highlevel support for the
19:57:41project. They ensure that the project
19:57:43aligns with the organization's overall
19:57:45strategy and vision. An executive
19:57:48sponsor needs a solid understanding of
19:57:49both program management and portfolio
19:57:52management to be effective.
19:57:54Program manager. A program manager
19:57:57manages a set of projects that must be
19:57:59accomplished successfully to achieve a
19:58:01corporate strategic initiative or goal.
19:58:04A program manager often manages multiple
19:58:06project managers. Portfolio manager. The
19:58:10portfolio manager develops benefit
19:58:12management plans and business cases and
19:58:15determines which programs are required
19:58:16to achieve the organization's vision
19:58:18successfully. This is a high-level
19:58:21project management role.
19:58:23Business analyst. The business analyst
19:58:26is responsible for analyzing and
19:58:28translating business requirements into
19:58:30technical requirements. A business
19:58:32analyst performs a number of project
19:58:34management activities as part of their
19:58:35everyday duties. They work closely with
19:58:38stakeholders and the project manager to
19:58:40ensure that the project meets the
19:58:42business needs.
19:58:43Product owner. A product owner acts as
19:58:46the voice of the customer VOC and
19:58:49develops user stories and a prioritized
19:58:51product backlog. A product owner
19:58:54performs multiple project management
19:58:56functions in an agile/scrum environment.
19:58:59In this video, you learned that project
19:59:02management professionals are in great
19:59:04demand and this field is expanding. Pay
19:59:07and benefits are well above that of many
19:59:09other professions with salaries ranging
19:59:11from $52,500
19:59:14to $159,150
19:59:16per year. The different job titles that
19:59:19require project management skills
19:59:21include project manager, assistant
19:59:24project manager, project coordinator,
19:59:26project team member, project sponsor,
19:59:29executive sponsor, program manager,
19:59:32portfolio manager, business analyst,
19:59:35product owner.
19:59:41[Music]
19:59:47Welcome to expert viewpoints project
19:59:49management as a career.
19:59:52In this video, experienced industry
19:59:54professionals relate how they started as
19:59:56a project manager and share their advice
19:59:59for starting a project management
20:00:01career. as a project manager. Many years
20:00:05ago, I had the privilege of serving the
20:00:08United States Air Force and while I was
20:00:10in the Air Force, I was in computer
20:00:12maintenance. To be honest, I was pretty
20:00:14excited about that particular job.
20:00:17However, the Air Force decided that they
20:00:19were going to create a new career field
20:00:21called project management, and I was one
20:00:24of the first individuals who was
20:00:26selected to play a role as a project
20:00:28manager. I wasn't too excited about this
20:00:31at first to be perfectly honest because
20:00:33I really enjoyed computers. However, the
20:00:36more I learned about project management,
20:00:38the more I realized what an impact maker
20:00:40project management is. You truly make a
20:00:43difference. You turn great ideas into
20:00:45reality. You make things happen.
20:00:47>> Uh I had been working in other roles,
20:00:49mostly doing frontline work, some
20:00:51development, some uh I was I was what
20:00:54was called a build master where I was
20:00:55building CDs. This is way back in the
20:00:581990s. And um I was doing that work uh
20:01:01just as a part of my regular job. But I
20:01:04I think I have a natural propensity
20:01:05towards um project management mainly
20:01:08because um I I have a degree in
20:01:10philosophy and I have a lot of analytic
20:01:12skills and I brought those skills to the
20:01:14table as I was doing my regular job and
20:01:17um upper management noticed. So as I was
20:01:20applying those skills in my job um I
20:01:23slowly migrated into managing people and
20:01:26the more I got into managing people the
20:01:27more I got into managing project.
20:01:29>> I didn't see myself originally moving
20:01:31towards the direction of a project
20:01:33manager. I was in a role where I was
20:01:35managing customer support organizations
20:01:38and as certain assignments and
20:01:40responsibilities came along I kind of
20:01:42migrated into a project manager role. I
20:01:45mean, things as simple as we had an
20:01:46off-site, and so I took responsibility
20:01:48of managing the off-site with the with
20:01:50the venue and the accommodations and the
20:01:52travel plans and and the agenda and and
20:01:55that kind of moved me into a project
20:01:57manager role before I really knew that I
20:01:59I was or or wanted to be a project
20:02:01manager. And as time went on, I
20:02:03continued to take assignments that were
20:02:05in that project manager world, if you
20:02:08will.
20:02:08>> I don't have uh a background and
20:02:11education in project management. my uh
20:02:13college degree and my master's degree
20:02:15are in psychology and and the
20:02:17neuroscience of behavior. And so for a
20:02:20long time, I thought I was going to be a
20:02:22teacher. And so when that didn't work
20:02:25out and I didn't I decided not to pursue
20:02:28that, I ended up doing technical support
20:02:31uh for Microsoft. And so as I went
20:02:33through the process of doing technical
20:02:36support, it really refined the ability
20:02:38for to communicate about things but then
20:02:41also um really refined that
20:02:44communication skill. How do I listen to
20:02:46somebody, understand what their problem
20:02:48is and then try to figure out analyze it
20:02:50and try to figure out a solution? And so
20:02:52when I left technical support and and
20:02:55went forward, I went into training
20:02:57because I always did want to still be a
20:02:59teacher. I did still want to learn new
20:03:01things myself but also uh share that
20:03:03with other people. And so I wrote for a
20:03:06while and then I did a little bit of
20:03:07instructional design. And at that time
20:03:11um when I was writing and doing
20:03:12instructional design there were changes
20:03:14at Microsoft and I had to choose um I
20:03:17could either be one or the other. I
20:03:19could and I was project managing my own
20:03:20projects. And so I had to choose did I
20:03:23want to continue writing and and
20:03:25designing or did I want to move into
20:03:27project management and I opted to move
20:03:30into project management and honestly
20:03:33best decision ever. Um I realized that I
20:03:36am a project manager at heart. I love
20:03:39the intricacies of the project. I love
20:03:41working to figure out the best way to
20:03:43get things done. Oddly I really like
20:03:46scheduling which is strange. Um or maybe
20:03:49not. I don't know but um it's helped me
20:03:51a lot in my career and so from then on I
20:03:54stayed uh on the project management
20:03:56route and project management for
20:03:58content.
20:04:02>> What advice can you give someone who
20:04:03wants to make project management a
20:04:05career?
20:04:05>> Well, let me go ahead and give you four
20:04:07tidbits of information. First of all,
20:04:10try to find positions where you can be a
20:04:12project contributor. You may not be
20:04:15ready to become a project manager or a
20:04:17lead, but a project contributor normally
20:04:20is in charge of an activity or a work
20:04:22package and you have to learn project
20:04:24management skills and you have to use
20:04:26those skills to be successful. Secondly,
20:04:30try to get some education in project
20:04:31management as well. In addition, there
20:04:33are many good continuing education
20:04:35programs available at universities all
20:04:38around the world. Third, consider
20:04:41certifications as well. There are a
20:04:43couple of good certifications. The CAPM,
20:04:46certified associate in project
20:04:48management, is highly recommended. If
20:04:50you have a lot of experience, you may
20:04:52want to try for a project management
20:04:54professional. And on the agile side,
20:04:56certified scrum master is definitely a
20:04:59recommendation. And last, but certainly
20:05:01not least, find someone who can help
20:05:04coach and mentor you as well. Find a
20:05:06project manager who's willing to spend
20:05:08some time with you and show you the
20:05:10ropes, if you will. start really start
20:05:13looking at the PMP and understanding the
20:05:17latest one, understanding the principles
20:05:20and the role in and of itself and all
20:05:24the nuances of the role and the
20:05:25different ways that you can go with
20:05:27project management. And then also look
20:05:29at the sector or the industry that
20:05:31you're thinking about working in because
20:05:33it project management does truly vary
20:05:36depending on um what job you're looking
20:05:39at where your where your passion lies.
20:05:42>> Taking on those assignments and reaching
20:05:43out and volunteering and looking for the
20:05:45opportunities to lead initiatives. In
20:05:48any business environment, there's always
20:05:50going to be those off sites or those
20:05:53business meetings or those certain
20:05:55events that you can raise your hand and
20:05:57and get your foot in the pool, if you
20:05:59will, to start moving in that direction.
20:06:02Once you are able to manage some of
20:06:04those tasks effectively and efficiently
20:06:07and keep people on the same page and
20:06:10keep people motivated towards the goals
20:06:12and timelines, you'll find a lot of
20:06:14opportunities will then start opening up
20:06:16after you prove yourself with those
20:06:18initial opportunities.
20:06:24[Music]
20:06:30Welcome to a brief overview of how to
20:06:32develop a personal work portfolio. A
20:06:35personal portfolio is a great way to
20:06:37showcase your work and demonstrate you
20:06:40have the skills required to satisfy a
20:06:42potential job role. This short demo will
20:06:45provide an idea of what to include in
20:06:48your portfolio and how to format your
20:06:50presentation. A portfolio can be a hard
20:06:53copy document or an electronic one.
20:06:57Share your name, title, and contact
20:06:59information. Always include a picture.
20:07:03Try to share a variety of pictures
20:07:05throughout the portfolio.
20:07:07Provide a brief introduction. Tailor
20:07:10your introduction so that it resonates
20:07:12with the audience you are sharing your
20:07:14portfolio with. Provide a brief agenda.
20:07:18You may wish to reference the slide or
20:07:20page number and turn this into a mini
20:07:23table of contents. Again, a picture is
20:07:26worth a thousand words and vary your
20:07:30pictures. The next section provides a
20:07:32miniature persona of yourself. Share
20:07:35your goals. If possible, try to share
20:07:38goals that the portfolio viewer might
20:07:40embrace as well. Express your values.
20:07:43Again, do your homework. What values do
20:07:46you possess that would be appreciated by
20:07:48the reader and the organization you are
20:07:51targeting? Share your likes. What drives
20:07:54you? What are your passionate about?
20:07:56Always ask yourself, how will my likes
20:07:59add value to the role I am seeking?
20:08:03Consider a quote that expresses your
20:08:05passion and values. This is optional.
20:08:08However, if you have a favorite quote or
20:08:10saying that matches the vision or values
20:08:12of the organization or role you are
20:08:14targeting, by all means add it. Always
20:08:17include an overview of your education
20:08:19and certifications.
20:08:21You don't need to list everything.
20:08:23Determine which educational and
20:08:25certification particulars support the
20:08:27position you hope to attain. List your
20:08:30job history. Share your last three or
20:08:33four roles that show you have the
20:08:34experience needed to take that next big
20:08:37career step. Share pictures of you on
20:08:40the job. Try to have a good mix of you
20:08:43working by yourself and with others.
20:08:46Choose pictures that show your passion,
20:08:48ability to effectively collaborate, and
20:08:50your professionalism on the job. Again,
20:08:54do your homework. Try to choose examples
20:08:56of your work that are meaningful to the
20:08:59portfolio reader and pertinent to the
20:09:01role you hope to attain. Try to limit
20:09:04this part of your portfolio to your
20:09:06hardesthitting top three examples.
20:09:09Describe the work. Share how this work
20:09:12provided positive results. Finally,
20:09:15share a link to the work. Give the
20:09:17reader an opportunity to view the work
20:09:19in detail. Here is a slide for your best
20:09:24work number two. And here is yet another
20:09:27slide for your best work number three.
20:09:31Share references. Find individuals who
20:09:33work in meaningful positions willing to
20:09:35be advocates for you. If possible,
20:09:38pictures add impact. You may wish to add
20:09:42contact information to the references as
20:09:45well. Last but not least, provide a
20:09:47brief summary. Reiterate who you are,
20:09:51what you stand for, and the value you
20:09:53can bring to an organization. This is
20:09:56your final elevator pitch. Tailor this
20:09:59section to the audience. Always end with
20:10:02a thank you to those who took the time
20:10:05to review your portfolio.
20:10:07Reiterate your contact information and
20:10:10of course your smile.
20:10:16[Music]
20:10:18[Applause]
20:10:19[Music]
20:10:23Welcome to expert viewpoints personal
20:10:25portfolios. In this video, delve into
20:10:28the advantages of creating a portfolio
20:10:30and get advice about making your
20:10:32portfolio stand out.
20:10:34>> You know, your profile and your
20:10:37portfolio and then that's going to be a
20:10:39lot more sellable to a a role that's
20:10:41looking for a project manager. So I
20:10:43would say the first step is to do a self
20:10:45assessment. The second step is to um you
20:10:48know fill in the gaps that you have and
20:10:50then once you have that well-rounded uh
20:10:52skill set then you can look really look
20:10:54for applying to formal roles. A personal
20:10:57portfolio can really give uh a recruiter
20:11:00or a hiring manager a sense of what
20:11:03you've done and how you've applied
20:11:06project management skills to the the
20:11:08role that they're looking to fill. And
20:11:10of course, your resume is incredibly
20:11:12important, but it can only communicate
20:11:14so much. When you start talking about a
20:11:17portfolio that you're going to create,
20:11:19that brings into play media and
20:11:22photographs and examples of your work
20:11:24history. That can be really, really
20:11:25powerful um beyond just a written
20:11:27resume.
20:11:28>> Primary advantages of creating a
20:11:31personal portfolio. one, you really as
20:11:34you reflect to do that, you're going to
20:11:36identify some strengths that you never
20:11:38knew and probably some weaknesses that
20:11:41you either know about, didn't know, or
20:11:43are in denial about. But creating a
20:11:45personal profile really enables you to
20:11:47examine your experience, what you've
20:11:50done, and also start thinking about
20:11:52where you want to take that profile and
20:11:54then tailoring it towards that goal. And
20:11:57so really bringing up the things that
20:11:59would apply specifically to the goal if
20:12:01it's a short-term goal and then longer
20:12:04term looking at areas that you maybe
20:12:06need to improve on or you maybe need to
20:12:08build up your skill set and then seeking
20:12:10out opportunities to give you that
20:12:12experience or to give you that hands-on
20:12:15application of the principle or of the
20:12:17skill that you're looking to develop. To
20:12:20me, a portfolio is more than just a
20:12:22resume. It's more than a reflection of
20:12:26what you're trying to sell to your
20:12:28potential employer. It's a
20:12:30representation of who you are as well
20:12:32and what you're going to bring into that
20:12:34role. So, some advantages of creating a
20:12:38personal portfolio is that it gives you
20:12:41an opportunity to showcase your skills
20:12:43and projects that you worked on to
20:12:45potential employers and demonstrates the
20:12:48capabilities that you have. So going
20:12:51into an interview type situation or
20:12:55having conversations with people about
20:12:56your experience, having a portfolio
20:12:59allows you to really quickly and easily
20:13:02provide proof of the things that you've
20:13:04done to showcase the things that you can
20:13:07do in project management. and portfolios
20:13:12in terms of like interviewing
20:13:14occasionally help differentiate you from
20:13:16other like interviewees that are going
20:13:19through the process and other people who
20:13:21are vying for the same role. So you
20:13:24might highlight specific projects that
20:13:26you've worked on that are very similar
20:13:28to projects that you might be working on
20:13:30in the role that you're interviewing
20:13:32for.
20:13:34>> What are a few ways to make your
20:13:36personal portfolio stand out? Well,
20:13:38first and foremost, take an organized
20:13:40approach. In this particular course, you
20:13:43will have an opportunity to have a
20:13:45hands-on lab where we give you
20:13:47instruction on how to develop a pretty
20:13:49good personal portfolio. Follow that
20:13:52process. It's proven and it works.
20:13:55Secondly, make sure that you find a good
20:13:58photographer. In your personal
20:14:00portfolio, you really want to be able to
20:14:02show a professional head shot. And along
20:14:06with that professional headsh shot,
20:14:07remember show a smile. Choose skills and
20:14:11achievements that match the job that you
20:14:14are applying for. A prospective employer
20:14:17normally is looking to match your skills
20:14:19to the skills that are required for the
20:14:22position and anything else may become a
20:14:24noise factor or extraneous. And last,
20:14:27but certainly not least, don't go into
20:14:30too much detail. Keep it short and
20:14:32sweet. A good personal portfolio follows
20:14:34the ABC method. It is accurate, it is
20:14:37brief, and it is concise.
20:14:40>> So, highlight your most important and
20:14:42impactful work first. Make sure that
20:14:44that's top and front and center, if you
20:14:46will. And also, with that in mind, try
20:14:50to keep it as simple as you can. If you
20:14:52put a ton of effort into creating a huge
20:14:55portfolio, you'll have to just kind of
20:14:57accept the fact that most of it won't be
20:14:58seen. So knowing your audience, keeping
20:15:01it simple and impactful would be some of
20:15:03the best advice that I could give.
20:15:05>> When creating a personal uh portfolio
20:15:08for a project management role, you can
20:15:11really stand out by calling out the
20:15:13areas um and the projects that you
20:15:15worked on where you brought a lot of
20:15:17passion to that project and were able to
20:15:19apply your your skills as a project
20:15:21manager to that project. When I was a
20:15:24hiring manager, when I did a lot of
20:15:26hiring, I would look for people that
20:15:29were really, really into the work that
20:15:30they were doing by calling out unique
20:15:32things that I didn't see in other
20:15:34resumes or other uh portfolios. And that
20:15:38passion really comes through. Um, I use
20:15:40an example of a of a personal move once
20:15:42that I I did a move cross country and I
20:15:46tried to describe that in a way that um
20:15:48brought some of the excitement of that
20:15:50of that project uh into the portfolio
20:15:54and um made sure that I was
20:15:56communicating that that as a project was
20:15:58really important to me.
20:16:01I would really include lots of detail
20:16:04about the projects that you've worked on
20:16:06and think about those uh projects and
20:16:09the way you describe them as kind of
20:16:11like a case study. So what was the
20:16:14problem or what was the uh you know the
20:16:18ask of you from the beginning? What were
20:16:21the things that you did throughout the
20:16:22life cycle of the project to
20:16:24successfully manage that project? And
20:16:26then what was the outcome of that
20:16:28project? Was it on time? Was it on
20:16:31budget? Was it really high quality? And
20:16:33with that, you can add testimonials from
20:16:37managers, people on the project team
20:16:39that you worked with, vendors that you
20:16:41might have worked with, and even your
20:16:44supervisors of those projects. And then
20:16:47finally, uh use your portfolio to really
20:16:50display a range of skills. So, um you if
20:16:56you're in charge of budgets for a few
20:16:59projects, uh don't put all of those
20:17:01projects in your portfolio if if you're
20:17:04only been responsible for one thing. Try
20:17:07to find different parts of the project
20:17:10that you are responsible for that can
20:17:12really differentiate the different types
20:17:14of skills and experiences that you have
20:17:17so that you look like uh you have a wide
20:17:21range of capabilities and skills.
20:17:24[Music]
20:17:35Welcome to creating profiles for online
20:17:37sites. After watching this video, you'll
20:17:39be able to describe online sites for
20:17:42professionals to build a network, share
20:17:44and learn, discuss best practices for
20:17:47creating a professional and effective
20:17:48profile on an online site. In the
20:17:51digital age where almost all
20:17:52interactions and transactions are
20:17:54online, a digital profile is a
20:17:56necessity. You can use several
20:17:58professional online sites to create your
20:18:00digital profile and share information,
20:18:02experience, and professional
20:18:04achievements. Using the online sites,
20:18:06you can even network with other
20:18:08professionals and potentially impress a
20:18:10prospective employer. Let's look at a
20:18:12few popular sites. LinkedIn is arguably
20:18:14one of the most popular professional
20:18:16sites with a presence in over 200
20:18:18countries and more than 930 million
20:18:21subscribers or monthly active users.
20:18:23Zing is another professional networking
20:18:25site that is similar to LinkedIn. It
20:18:27offers features such as groups, news,
20:18:29and events. Zing is primarily focused on
20:18:32the Germanspeaking and European
20:18:33community. Zing has more than 16 million
20:18:36members. Angel List is the world's
20:18:38largest startup community and has
20:18:40investment, job, and information
20:18:42opportunities. This site features
20:18:44fundraising options and connects
20:18:46startups with angel investors. Angelist
20:18:48has more than 2 million users. Jobcase
20:18:51is another networking platform that
20:18:53connects job seekers with employers. Job
20:18:55Case currently has more than 130 million
20:18:57subscribers. Other online sites include
20:19:00About Me, which is a free platform that
20:19:02allows you to create a personal website,
20:19:04and Glass Door is a job search site that
20:19:06provides company reviews and salary
20:19:08information. While creating a profile on
20:19:10a professional site is important, it is
20:19:12critical that the profile has a positive
20:19:14impact. Let's review some key best
20:19:16practices to improve the level of impact
20:19:18of your profile on a professional site.
20:19:20Include an up-to-date headshot. A
20:19:22professional headshot increases the
20:19:23credibility of your profile and allows
20:19:25for a positive first impression.
20:19:27Consider a professional photographer.
20:19:29Write a compelling summary statement.
20:19:31The summary section is an opportunity to
20:19:34showcase your skills, experience, and
20:19:36personality. It should be concise,
20:19:38engaging, and well written. In addition,
20:19:41track the jobs you're seeking and
20:19:43updated frequently. It should be
20:19:44current. Optimize your headline and
20:19:46summary with relevant keywords. Use
20:19:49relevant keywords in your headline and
20:19:51summary to make your profile more
20:19:52discoverable. Try to use keywords that
20:19:54match the job requirements you are
20:19:56seeking. List your work history. Your
20:19:58work history should include at least two
20:20:00or three of your past positions. Try to
20:20:03match your job experience with the
20:20:04position that you're currently
20:20:05considering. Your past experience
20:20:07section should briefly describe your
20:20:09role and key accomplishments. Be sure to
20:20:11add keywords in the title and
20:20:13description to match the job you're
20:20:14pursuing. List your skills and
20:20:16accomplishments. Highlight your skills
20:20:18and accomplishments. Highlight specific
20:20:20skills and accomplishments you possess
20:20:22that translate well to the position you
20:20:24are seeking. This will help recruiters
20:20:26and other members understand the skill
20:20:27sets you possess. Try to solicit
20:20:30recommendations from others that attest
20:20:32to your excellence in the select skill
20:20:33sets. Share awards or recognition.
20:20:36Include awards and recognition to help
20:20:38you stand out and showcase your
20:20:40achievements. Try to confine this to
20:20:41professional achievement awards. Rewards
20:20:44for sharing your charitable activities
20:20:45are a plus. Share your education.
20:20:48Include your educational background. Be
20:20:50selective. Only include relevant degrees
20:20:52and certifications. Create a personal
20:20:55profile URL. Use the URL to share your
20:20:58portfolio and other examples of your
20:21:00work. Seek connections. Connect with
20:21:02people in your industry and other
20:21:04professionals to expand your network.
20:21:06Develop positive relationships.
20:21:08Connections matter. Ask for skill
20:21:10endorsements and recommendations. Skill
20:21:12endorsements and recommendations can
20:21:14help you build credibility and showcase
20:21:16your expertise. Be willing to share
20:21:18recommendations and endorsements for
20:21:20others. In many cases, those you
20:21:22recommend will reciprocate. Stay active.
20:21:25Stay active by posting updates,
20:21:27commenting on other people's posts, and
20:21:29engaging with your network. Avoid
20:21:31politics and religion. Try to avoid
20:21:33political or religious oriented posts.
20:21:35There may be some who do not share your
20:21:37political or religious views. Avoid
20:21:39alienating those in your network. Try to
20:21:41keep your comments professional. In
20:21:43addition, avoid commenting on political
20:21:45or religiousoriented posts from others.
20:21:48In this video, you learned that some of
20:21:50the popular online professional sites
20:21:52include LinkedIn, Zing, Angel List,
20:21:56Jobcase, About Me, Glass Door. Some key
20:21:59best practices when creating a profile
20:22:01include include an up-to-date headshot,
20:22:04write a compelling summary statement,
20:22:06list your work history, list your skills
20:22:08and accomplishments, share awards or
20:22:10recognition, share your education,
20:22:12create a personal profile URL, seek
20:22:14connections, ask for skill endorsements
20:22:16and recommendations. Stay active. Avoid
20:22:19politics and religion.
20:22:24Consider
20:22:27[Music]
20:22:32this scenario. You hop into an elevator
20:22:34and see a CEO of an organization you
20:22:37always wanted to be a part of. You want
20:22:39to introduce yourself and make a good
20:22:40first impression. You have about 30
20:22:43seconds. How do you accomplish this
20:22:44task? This is where a well-prepared
20:22:47elevator pitch can help. Welcome to
20:22:50drafting the elevator pitch.
20:22:52After watching this video, you'll be
20:22:54able to summarize the purpose of an
20:22:57elevator pitch, explain the content of
20:22:59an elevator pitch, illustrate an example
20:23:02of an elevator pitch. An elevator pitch
20:23:05is a short, easily memorized statement
20:23:07that describes you, your key features as
20:23:09a job seeker, and your career goals. You
20:23:12can use it in spoken or written context
20:23:14to help introduce yourself effectively.
20:23:17You can even use an elevator pitch as an
20:23:19effective resume building and employment
20:23:21seeking tool. For example, the elevator
20:23:24pitch can be a part of the cover letter
20:23:26or be used when speaking with a
20:23:27potential hirer. Also, if an interviewer
20:23:31says, "Tell us something about
20:23:32yourself." A prepared elevator pitch can
20:23:34help you answer with poise.
20:23:37Your elevator pitch should answer three
20:23:38questions. Who are you? What do you do?
20:23:42And what do you want? Let's look at how
20:23:44to respond to each of these questions in
20:23:46detail to help you write an elevator
20:23:48pitch of your own. Let's start with how
20:23:51to frame a response to the question,
20:23:53"Who are you?" Start by introducing
20:23:56yourself with your full name. Add your
20:23:58preferred name in if you have one. If
20:24:00you're in a face-to-face situation, this
20:24:02is a good time to offer a handshake or
20:24:05appropriate greeting based on cultural
20:24:06norms. Follow this with a statement
20:24:09about your career title and current
20:24:10situation. For example, hi, I'm Jonathan
20:24:14Mason. I'm an IT data manager working
20:24:17toward a move into project management.
20:24:20Next, focus on framing a response to the
20:24:23question, "What do you do?" Identify a
20:24:26few key skills or experiences that set
20:24:28you apart and make you an interesting
20:24:30candidate. Don't try to list your whole
20:24:33resume. Instead, pick a highlight or two
20:24:36about your recent experience. When
20:24:38you've decided on your points, arrange
20:24:40them in a way that makes sense. You want
20:24:42to tell a story, not just list bullet
20:24:44points. Making a story from your points
20:24:46quickly engages your readers or
20:24:48listeners interest. For example, I've
20:24:51spent the last 6 years as a data analyst
20:24:53for a cloud development company where
20:24:55I've developed my skills in programming
20:24:57and served as a team leader. While
20:25:00leading several successful project
20:25:01teams, I became interested in IT project
20:25:04management and have gone back to school
20:25:06to earn a business administration
20:25:07degree. Finally, think and write your
20:25:10response to the question, "What do you
20:25:12want?"
20:25:14Finish with an action request. The
20:25:16response to the question may be a
20:25:18request for an interview or a specific
20:25:20role. It might even be a way to ask
20:25:22whether your goal matches the position
20:25:24the firm needs to fill. The idea is to
20:25:26encourage others to engage with you, not
20:25:29just listen to what you've said. This
20:25:31will definitely depend on the context
20:25:32and setting. So, think of a few possible
20:25:35endings. For example, while I'm working
20:25:38on the degree, I'm looking for a
20:25:40position in project management so I can
20:25:42put my learning to use. I'm interested
20:25:44in the work your company does, and I
20:25:46think I can bring a lot of expertise and
20:25:48leadership to your organization. Could
20:25:50we meet to discuss the open project
20:25:51manager roles you currently have?
20:25:54Here is how the example elevator pitch
20:25:56will read with the three questions
20:25:58answered. Hi, I'm Jonathan Mason. I'm an
20:26:02IT data manager working towards a move
20:26:04in project management. I've spent the
20:26:07last 6 years as a data analyst for a
20:26:09cloud development company where I've
20:26:11developed my skills in programming and
20:26:13served as a team leader. While leading
20:26:15several successful project teams, I
20:26:18became interested in IT project
20:26:20management and have gone back to school
20:26:21to earn a business administration
20:26:23degree. While I'm working on that, I'm
20:26:25looking for a project management
20:26:26position to put my learning to use. I'm
20:26:29very interested in the work your company
20:26:30does, and I think I could bring a lot of
20:26:32expertise and leadership to your
20:26:34organization. Could we meet to discuss
20:26:36the open project manager roles you
20:26:38currently have?
20:26:40When composing your elevator pitch, use
20:26:42natural sounding language and avoid
20:26:44jargon.
20:26:45You should sound comfortable when you
20:26:46speak it. So remain professional but use
20:26:49your own phrasing. Additionally, your
20:26:51pitch should be easily understood by
20:26:52many people. This will make it useful in
20:26:55many situations.
20:26:57After you write your pitch, work to
20:26:59memorize it. Practice your pitch until
20:27:01you're comfortable and can easily
20:27:03deliver it verbally. Slow down and speak
20:27:05clearly. Being nervous will likely make
20:27:08you speak more quickly, so practice
20:27:09slowing down and annunciating. Find a
20:27:12friend who will help you memorize it and
20:27:14practice speaking it. Maybe you can work
20:27:16together on developing elevator pitches
20:27:18for both of you. You'll want to be able
20:27:21to use this pitch in many situations,
20:27:23but sometimes it will make sense to
20:27:25tailor it to the context you're in, such
20:27:28as changing what you request or
20:27:30highlighting a slightly different
20:27:31experience. Write the pitch so that it's
20:27:34broadly useful, but be ready to tailor
20:27:36it as needed.
20:27:37In this video, you learned that an
20:27:40elevator pitch is a short, easily
20:27:42memorized statement that describes you,
20:27:44your key features as a job seeker, and
20:27:47your career goals. Your elevator pitch
20:27:49should answer three questions. Who are
20:27:51you? Introduce yourself. What do you do?
20:27:55Talk about what your skills and
20:27:56competencies are along with your
20:27:58experience. What do you want? Put forth
20:28:01your request for an interview, job role,
20:28:04or a statement that helps clarify the
20:28:06available roles in the organization.
20:28:08[Music]
20:28:19Welcome to Expert Viewpoints Elevator
20:28:22Pitch. In this video, experienced
20:28:24industry professionals explain how you
20:28:26can use an elevator pitch to your
20:28:28advantage and share tips for improving
20:28:30your elevator pitch.
20:28:33So, advantage number one is an elevator
20:28:36pitch allows you to go ahead and
20:28:38organize your thoughts so that you can
20:28:41present yourself in a ABC accurate,
20:28:44brief and concise way. It also ensures
20:28:48that you are providing the information
20:28:51that the other party needs as well
20:28:54because when you are going for an
20:28:56interview, the potential employer wants
20:28:58to know who are you, what skills do you
20:29:02have, and what is your purpose for being
20:29:04here. I think an elevator pitch is a a
20:29:07really good way to internalize um mainly
20:29:10for yourself what you're good at, what
20:29:12your skills are, and what value you
20:29:15bring to a specific role or project. So,
20:29:19I use an elevator pitch a lot of times
20:29:21with myself to see if I can articulate
20:29:23my skills and my value to a specific
20:29:26project or role um in in 30 seconds or
20:29:30less. So, I will in my head or on paper
20:29:32try to write out something that does
20:29:34that summary. I would really focus on,
20:29:37you know, pitching yourself and getting
20:29:39yourself really comfortable with um your
20:29:41your skill set and your value in a few
20:29:43words. And once you're comfortable with
20:29:45that, then you're going to be much
20:29:47better and more effective in making that
20:29:49pitch to other people.
20:29:51Your elevator pitch is really just a 30-
20:29:53secondond um communication of who you
20:29:56are and what you do and why somebody
20:29:58should really consider you or think
20:30:00about you perhaps in their business.
20:30:02It's focused on an elevator ride that
20:30:05lasts about those 30 seconds. And so how
20:30:07much can you actually say in 30 seconds?
20:30:09So don't overthink it. Keep it very
20:30:11simple. Um for example, my name is Ben
20:30:14Flower. I'm the director of human skills
20:30:16at SkillUp online and my role has been
20:30:19to create soft skills or human skills
20:30:22courses to complement all the technical
20:30:24courses that we offer. And in the last
20:30:26year, I've been able to create and
20:30:27publish 20 of those courses. Keep it
20:30:30simple, keep it succinct, and um just be
20:30:33prepared, be be ready to go when those
20:30:35opportunities arise.
20:30:37So, taking the time to really think
20:30:39about the 30 to 45 second version of
20:30:43yourself that you would like to present
20:30:45to the world is a really great way for
20:30:49you to not only distill all of your
20:30:52experience, a lot of your skills, the
20:30:54things that you're capable of into uh
20:30:57something very short and concise. But
20:30:59it's a really great way when you have
20:31:01very little time meeting someone for the
20:31:04first time to really make that great
20:31:06first impression and introduce not just
20:31:09yourself but also your professional
20:31:12background in a way that really
20:31:14highlights some of the really amazing
20:31:17things about you.
20:31:21>> What tips can you provide to improve an
20:31:23elevator pitch?
20:31:25Well, first and foremost, remember you
20:31:26are interviewing for a specific
20:31:28position. Try to tailor your elevator
20:31:31pitch to that particular position.
20:31:34Secondly, practice makes perfect. An
20:31:37elevator pitch is something that you
20:31:39should have memorized and you really
20:31:40shouldn't need to read it. Develop a
20:31:44great elevator pitch.
20:31:46Share this pitch with friends or
20:31:48associates. get their feedback and then
20:31:51practice it perhaps in front of the
20:31:53mirror or maybe even using your wireless
20:31:56device. Go ahead and take a video of
20:31:59yourself and review that video and keep
20:32:01practicing until you are natural,
20:32:04fluent, and you can complete your
20:32:06elevator pitch. And again, it's only 30
20:32:08seconds or less within a very short
20:32:10period without having to read it.
20:32:13Practice it um and have it memorize it.
20:32:17literally memorize it and then work
20:32:19through different iterations of it. You
20:32:21don't want it to be wrote and so
20:32:23rehearsed that it sounds fake or it
20:32:25sounds like you're reading from script.
20:32:27Um, but you also want to have it
20:32:29available to you just at the snap of a
20:32:32finger when you need it. Make sure you
20:32:34got a couple different variations.
20:32:36you're very comfortable with the three
20:32:38things that you want to get across and
20:32:41then practice it and then start trying
20:32:43to recognize the opportunities for when
20:32:45you can try it out with people that you
20:32:47don't know. One of the things that I
20:32:49mentioned about the resume and the
20:32:50portfolio about knowing your audience
20:32:52and and changing that to your target
20:32:54audience, you might want to have a
20:32:56couple different elevator pitches ready
20:32:58to go because when you step into that
20:32:59elevator, it might be with the CEO of
20:33:01your company, it might be with a leader
20:33:04of another company, it might be with a
20:33:06peer, and the actual message that you
20:33:08share will change a little bit depending
20:33:09on who that audience is. So, be
20:33:12prepared, be flexible with what you're
20:33:13going to say in that 30 seconds. you
20:33:15still want to highlight your
20:33:17contribution and what you actually can
20:33:20offer um from that standpoint of what
20:33:23whatever might be whether it's a project
20:33:25manager or or a team leader. Um but be
20:33:27ready to go with a couple different
20:33:29elevator pitches and be flexible with
20:33:30it.
20:33:31>> I would get your pitch down to where
20:33:34you're comfortable with it and then
20:33:36deliver it to friends, loved ones, other
20:33:38colleagues that know you really well. Um
20:33:41and see how that pitch lands with them.
20:33:43Um, many times when you're delivering
20:33:45your elevator pitch, you're going to get
20:33:47feedback that you've missed something
20:33:48critical, a skill set that you bring to
20:33:50the table or something you do really
20:33:52well or you may be overemphasizing
20:33:54certain things that may be better to
20:33:56minimize. Um, and feedback will help you
20:33:59do that. So, you'll do a draft of your
20:34:01elevator pitch. You'll practice it. Um,
20:34:04you'll write it out. And then the more
20:34:07you can deliver it to other people and
20:34:08get feedback, the better your elevator
20:34:10pitch is going to be. Once you get your
20:34:13elevator pitch down, you'll kind of
20:34:14memorize it. It'll become a part of your
20:34:16DNA and as you talk to people about your
20:34:19value, you'll be able to deliver that uh
20:34:21that elevator pitch in a very concise
20:34:24and quick way.
20:34:26>> So to improve an elevator speech, I
20:34:29would say the first thing is really to
20:34:32think about crafting that speech in a
20:34:35way that is brief and engaging. So, an
20:34:38elevator speech should really be between
20:34:4030 seconds and 1 minute. And again, it
20:34:44should really highlight the things that
20:34:46you're most proud of and the skills that
20:34:48you really um you're really great at and
20:34:53that you want to highlight to your
20:34:54audience. So focus in on really some
20:34:58like key accomplishments that you have
20:35:00or key skills that you have and really
20:35:04take time to craft that so that it's
20:35:07very short but also very engaging.
20:35:10Tailor it to your audience. So depending
20:35:13on who you're talking to, kind of have a
20:35:16little um a little bullet list in your
20:35:20head of different examples or different
20:35:23projects or different skills that you
20:35:25can really highlight depending on who
20:35:27you're talking to. And tailoring it to
20:35:29your audience just really helps the
20:35:31person that you're giving your elevator
20:35:34speech to feel it makes it feel a little
20:35:37bit more personal for them and doesn't
20:35:39sound so rehearsed.
20:35:45[Music]
20:35:51Welcome to conducting company and
20:35:54industry research. After watching this
20:35:56video, you'll be able to explain how to
20:35:59research a company where you want to
20:36:00interview for a job, identify good
20:36:03sources for company and industry
20:36:04research, discuss how to conduct
20:36:06anformational interview.
20:36:09You might want to research the company
20:36:10before applying for a job or preparing
20:36:13for an interview. For example, can help
20:36:15you understand if the job is right for
20:36:17you and if the company is right for you.
20:36:20It can also help you determine if the
20:36:21values, pay scales, perks, benefits, and
20:36:25so on map with your expectations.
20:36:28Research before applying can also help
20:36:30you tailor your application accordingly.
20:36:33Similarly, when you prepare for an
20:36:35interview, researching information with
20:36:37a focus on the company's values, goals,
20:36:39and their expectations of a job will
20:36:42help you answer the questions such as,
20:36:44"Why are you applying for this
20:36:45position?" or "What makes you a good fit
20:36:47for the role?" You might also want to
20:36:50look up the interviewer's details on
20:36:51LinkedIn. The research will make you
20:36:54stand out and give you a better chance
20:36:55of success.
20:36:57So, where will you start your research?
20:37:00The company's website is a good starting
20:37:02point with its rich source of
20:37:03information. Let's look at what can be
20:37:06particularly helpful on the website. The
20:37:09about section provides details about the
20:37:11company's origins and history. You may
20:37:14also find information about the
20:37:15company's mission and vision as well as
20:37:17its goals and culture. Understanding the
20:37:20vision and mission statements can help
20:37:22you position yourself better for the
20:37:24job.
20:37:25Looking at the other job postings in the
20:37:27career section can help you see the
20:37:30company's priorities and expansion
20:37:31plans. Further, when reading through the
20:37:34website, observe the choice of words and
20:37:36any repeating words. A company's word
20:37:39choice to describe what it does or what
20:37:41it represents can help you understand
20:37:43the image the company strives to
20:37:44maintain. Incorporating similar language
20:37:47and using any key words during your
20:37:49interview can help show that you are
20:37:51aligned with the company.
20:37:53While the company's website is the most
20:37:55readily available source, let's review
20:37:57other sources that provide good
20:37:59information about the company. LinkedIn
20:38:01is a tool that you can use to follow the
20:38:03companies that you are interested in
20:38:04along with the people who work there.
20:38:06You also get exposure to hiring managers
20:38:09and recruiters in the company. And if
20:38:11you know your interviewer's name, you
20:38:13can look at their profile to learn about
20:38:14their professional background.
20:38:17Your local Chamber of Commerce or the
20:38:19Better Business Bureau website might be
20:38:21a good source of information. You can
20:38:23get the organization's size, office
20:38:25hours, address, and review ratings.
20:38:28Almost all companies these days have a
20:38:30social media presence. Through the
20:38:33company's social media websites, you can
20:38:35keep updated with the current news about
20:38:37the company, its accomplishments, and
20:38:39its culture.
20:38:41Looking up news articles, white papers,
20:38:44and publications from the company can
20:38:46also provide insights into the company's
20:38:47current projects.
20:38:49Websites like glass door allow employees
20:38:52and customers to post reviews about a
20:38:54company. You can read recent posts to
20:38:56learn about people's experiences with
20:38:58the company. Another good source of
20:39:01information is informal conversations
20:39:03with people who can provide insights on
20:39:05the company, the industry, and the field
20:39:07of your interest. Talk to them and get
20:39:10some advice on the company, the
20:39:11industry, and even your career path. If
20:39:14you're wondering where you can find
20:39:16someone who can provide you with expert
20:39:17advice, here are some recommended steps.
20:39:20Make a list of three to five companies
20:39:22you would like to learn more about,
20:39:24preferably within your area. Use your
20:39:27professional network or social media to
20:39:29identify professionals who work as
20:39:31project managers or in the project
20:39:33management domain in the company. You
20:39:35can even contact your university
20:39:37professor, teacher, or friend for
20:39:39reference. Prepare a brief introduction
20:39:42and the purpose of your request to meet
20:39:44the person and reach out by email,
20:39:46phone, LinkedIn, or another platform.
20:39:49Prepare your list of questions. There
20:39:51are a lot of questions you could ask
20:39:53during your interview. Here are some
20:39:54ideas. Ask questions about the
20:39:57interview's history, such as, "How did
20:39:59you become interested in your current
20:40:01field? How did you prepare to enter the
20:40:03field? And how did you begin your
20:40:06career?" Ask about the interview's
20:40:09current role. What is the typical
20:40:11workday like for you? What do you like
20:40:13most about your job? What is one of your
20:40:16favorite projects that you have worked
20:40:17on? What is the most difficult challenge
20:40:20you have dealt with? And what would you
20:40:22like to accomplish next in your career?
20:40:25Ask for career advice you can use. What
20:40:27related fields or career paths would you
20:40:29recommend I look into? How do you stay
20:40:32current and keep up with changes? What
20:40:34current issues in the field should I be
20:40:36aware of? and what are the most
20:40:39effective strategies for seeking a
20:40:40position in this field?
20:40:42When you meet the expert or someone from
20:40:44the industry, company, or field of
20:40:46interest, allow the conversation to flow
20:40:48naturally. Be attentive as the person
20:40:51may offer information you did not
20:40:53expect. Take notes, especially of the
20:40:56tips and expert advice. Keep track of
20:40:58time by checking halfway through your
20:41:00list of questions for how many minutes
20:41:02remain to stay within the agreed upon
20:41:04time frame. After completing the
20:41:06conversation, review your notes and
20:41:08highlight any points you want to
20:41:09research more. Make sure to send a thank
20:41:12you note to your interviewee,
20:41:14stay in contact and connect on LinkedIn
20:41:16or another online platform to continue
20:41:18expanding your network.
20:41:20In this video, you learned that the
20:41:23company's website is a good primary
20:41:25source of information about a company.
20:41:27Other sources such as LinkedIn, social
20:41:30media, and company publications can
20:41:32provide additional information about the
20:41:34company and the interviewers. Having an
20:41:37informal conversation with a person from
20:41:39the industry, company, or field of
20:41:41interest is an excellent source of
20:41:42information. Make sure to connect and
20:41:45prepare for the conversations.
20:41:47[Music]
20:41:58Welcome to Expert Viewpoints, conducting
20:42:00company research. In this video, experts
20:42:04share research methods they found useful
20:42:05when searching for a job and tips for
20:42:08effectively evaluating job postings.
20:42:11What research methods have you found to
20:42:13be beneficial when doing a job search?
20:42:14What tips can you provide to effectively
20:42:16evaluate a job posting?
20:42:20So, when I'm doing a job search and
20:42:22researching potential jobs, the first
20:42:25thing that I like to do is start online
20:42:28and um use tools like LinkedIn or even
20:42:32just Google, Indeed, places like that to
20:42:36search for available jobs. So, what kind
20:42:38of kinds of jobs are out there and are
20:42:42any of them relevant for the types of
20:42:44roles that I'm looking for or the skills
20:42:46that I have? And once I've done that
20:42:49kind of initial research, then I tap
20:42:52into my networking. So, uh, either going
20:42:56to networking events and meeting new
20:42:58people or tapping into my existing
20:43:01network of some peers that I have, some
20:43:04colleagues that I've had at different
20:43:06roles in my life and learning more about
20:43:09the roles that I've researched online.
20:43:13Um some other ways that you can use to
20:43:17uh research potential jobs are attending
20:43:20conferences and and different types of
20:43:22workshops. So uh now that we're uh back
20:43:27into a world where we can go attend
20:43:30events. Um there's a lot of industry
20:43:32conferences and you can go there and
20:43:34network and meet a lot of people. A lot
20:43:36of times they'll also at those
20:43:38conferences have uh entire sessions on
20:43:41people that are looking for roles in
20:43:43those industries. Um and then the same
20:43:45thing with workshops, going to workshops
20:43:48to improve your skills. Um you can also
20:43:51meet people, but a lot of that is also
20:43:54just networking.
20:43:55>> Well, one of the first things that you
20:43:56really need to do is to determine what
20:43:58job do you want and what is the
20:44:01definition or the role of that job. If
20:44:03you're looking for project management
20:44:05positions, then look for key titles. Use
20:44:08the key term project manager. Perhaps
20:44:11you're looking for program manager,
20:44:12portfolio manager, product owner, scrum
20:44:15master. The great thing about project
20:44:18management are there are many different
20:44:20jobs that you can go ahead and apply
20:44:23for. Use multiple sources as well.
20:44:26Sometimes, like a little kid, we go to
20:44:28the candy store and see a piece of candy
20:44:30and we're fixated on it. Well, the first
20:44:33job position you may come to might be
20:44:35good. However, take some time and review
20:44:38some other job positions as well. Do the
20:44:40good, better, and best approach. Try to
20:44:43prioritize different job positions based
20:44:45on who you are and what would make you
20:44:47happy. Last, but certainly not least, do
20:44:51some research on the company. go to
20:44:53their website, find out their vision,
20:44:55their mission, their culture, learn a
20:44:58little bit about some of their key
20:44:59performers, and just make sure that this
20:45:02job is a good fit for you.
20:45:04>> So, this is a tricky one because if you
20:45:06go online and look at what is available,
20:45:09you're going to get lots of different
20:45:11perspectives and some of them are very
20:45:13biased perspectives. I found that one of
20:45:15the most compelling things to do
20:45:17relative to a job search is to try to
20:45:19network. find people that actually work
20:45:21at that company that you can talk to
20:45:23individually and get their individual
20:45:25perspectives um so that you know clearly
20:45:28you know the company and what type of an
20:45:30environment it is that you would be
20:45:31moving into. Like I said there's lots of
20:45:33resources available. Um, some of them
20:45:36are they they make a strong attempt to
20:45:38be unbiased and really um unfiltered
20:45:42with the feedback, but if you spend some
20:45:44time um you can find really good
20:45:46feedback and information on the
20:45:47environment and the culture of a company
20:45:49that you're looking to pursue.
20:45:53>> What tips can you provide to effectively
20:45:55evaluate a job posting?
20:45:57>> When I'm evaluating a job posting, I
20:45:59look for a number of things. Um, most
20:46:02importantly, I think you want to look
20:46:04for companies that are very passionate
20:46:07about the role that they're hiring for.
20:46:10Um, many job postings are just listing
20:46:13skill sets. And um, it doesn't when when
20:46:16I read those types of job postings, it
20:46:18doesn't look to me many times like
20:46:20they're looking to hire a great person
20:46:22to fill that role. They're just trying
20:46:24to hire a warm body. So, I look for
20:46:26vocabulary where the job posting is is
20:46:29projecting a vision for what the role
20:46:32will will help the the company or the um
20:46:35people that are hiring, what what it
20:46:37will help them do. Um I look for very
20:46:39specific language that way. Um I also
20:46:42look for job postings that are scoped to
20:46:45the role. Um many times you'll read a
20:46:47job listing where it seems like the role
20:46:50will be doing everything. So, it's not
20:46:51just project management, it's
20:46:53development and it's marketing and it's,
20:46:55you know, quality control. Um, those
20:46:58types of roles can be very dangerous um
20:47:00because there's no limit to what the
20:47:03company will ask you to do. So, when
20:47:05you're looking at a job listing, make
20:47:06sure that you're looking for listings
20:47:08that are scoped appropriately to the
20:47:10role and the salary and look for those
20:47:12um job listings that show a little
20:47:14passion and interest in hiring you.
20:47:16So, when you evaluate a job posting, you
20:47:19need to look behind the scenes and it
20:47:20takes a little bit of time, similar to,
20:47:22you know, the time it takes to write a
20:47:24compelling resume or the time it takes
20:47:25to create a portfolio. It's going to
20:47:27take some time to do that research and
20:47:29that involves, like I mentioned, looking
20:47:31up people that might have firsthand
20:47:33experience. Um, not just taking at face
20:47:35value the first thing that you find on
20:47:37your internet search. Um, there are
20:47:40websites that uh offer really um
20:47:43powerful opinions from people that have
20:47:45worked at that company before, but the
20:47:47the bottom line here is that it takes
20:47:48time. You're not going to be able to
20:47:50gather that information in a couple
20:47:52minutes. I would say a real effective
20:47:55research process would take a couple
20:47:57hours to really get a feel for who it is
20:47:59that you're pursuing, their mission
20:48:01statement, their vision statement, what
20:48:02they're all about, and their history.
20:48:09[Music]
20:48:15Welcome to working with a thirdparty
20:48:17recruiter. After watching this video,
20:48:20you'll be able to identify the reasons
20:48:22to enlist with thirdparty recruiters,
20:48:25discuss the pros and cons of using
20:48:27thirdparty recruiters for job search,
20:48:29explain the considerations when
20:48:31selecting a third party recruiter.
20:48:34While looking for job postings on your
20:48:35own through company and job portals is
20:48:37ideal, you also have the option to use
20:48:40thirdparty recruiters to assist. Let's
20:48:43look at key reasons for enlisting the
20:48:44support of a third party recruiter.
20:48:47One reason for enlisting with a
20:48:49third-party recruiter is the hidden job
20:48:51opportunities.
20:48:53Companies may choose to post specific
20:48:55job listings publicly and provide other
20:48:57listings to third party recruiters to
20:48:59help with finding and shortlisting
20:49:01eligible candidates. When you enlist
20:49:03with a recruiter, they can potentially
20:49:05recommend you for a position that you
20:49:07might not have been aware of without
20:49:08their support.
20:49:10Another reason to enlist with thirdparty
20:49:12recruiters is to receive tips and best
20:49:14practices.
20:49:16Reputed thirdparty recruiters are
20:49:18experts in the hiring process. They can
20:49:21help you understand the application
20:49:22process, help you tailor your resume and
20:49:25cover letter, and help you prepare for
20:49:27the interview process.
20:49:29Finally, relationships that third party
20:49:31recruiters often have with their clients
20:49:33are a reason to enlist. The
20:49:35relationships can help you gain an
20:49:37opportunity to get your foot in the
20:49:38door. The recruiters can also help you
20:49:41understand the corporate culture and
20:49:43environment.
20:49:45While there are good reasons to enlist
20:49:46with a third party recruiter, it's
20:49:48important to understand that not all
20:49:50thirdparty recruiters are the same.
20:49:53There are some pros and cons of
20:49:54enlisting with a third party recruiter.
20:49:57Let's start with the pros. One advantage
20:49:59of using thirdparty recruiters is that
20:50:01they can bring the expertise and
20:50:03understanding of the hiring process.
20:50:05They can often streamline the hiring
20:50:07process for you and pave the way to find
20:50:09the right position. Next, third party
20:50:12recruiters have access to a large number
20:50:14of potential employers. They can get
20:50:16your resume in front of more hiring
20:50:18professionals than you can normally do
20:50:20alone. This increases the scope of jobs
20:50:22that you can apply to. Further, third
20:50:25party recruiters can often save you time
20:50:27by walking you through the application
20:50:28and hiring process and act as a liaison
20:50:31between you and the firm. Lastly, you
20:50:34have the flexibility to use thirdparty
20:50:36recruiters on an as required basis. They
20:50:39can also alert you when an
20:50:40organization's hiring needs change.
20:50:43Now, let's look at the cons of using
20:50:45thirdparty recruiters.
20:50:47One con with using thirdparty recruiters
20:50:49is the associated cost. There may be a
20:50:52cost associated with using a third party
20:50:54recruiter. Costs vary based on the type
20:50:57of position you're seeking and the
20:50:58particular recruiter you're working
20:51:00with. Lack of control is another con
20:51:02with using thirdparty recruiters. They
20:51:05are external to the organizations they
20:51:07support. As such, they have less control
20:51:09over the hiring process as compared to
20:51:11the organization's internal hiring
20:51:13staff. Quality of the thirdparty
20:51:15recruiters might become a con, for
20:51:17example, in terms of job listings they
20:51:20provide. Do your homework and ensure the
20:51:22recruiter you hire has a track record of
20:51:24success. The lead times can become a
20:51:27con. There are times when the third
20:51:29party recruiter may require more
20:51:31information from you before they are
20:51:32ready to begin the job search. In
20:51:34addition, they are dealing with multiple
20:51:36job applicants. So, addressing your
20:51:38needs may not be their immediate
20:51:40priority.
20:51:42Having reviewed the pros and cons of
20:51:43using thirdparty recruiters, it is
20:51:45evident that it's important to do your
20:51:47research and choose a reputable
20:51:49recruiter with a successful track
20:51:50record. Some key considerations when
20:51:53selecting a recruiter include recruiter
20:51:55type, specialization,
20:51:58location coverage, reputation, pricing.
20:52:02Let's look at each consideration in
20:52:04detail. What type of third party
20:52:06recruiter do you need? It's obvious to
20:52:09think that you will choose the recruiter
20:52:10that best meets your needs. However, you
20:52:13must also consider if you want to go
20:52:15with an employment agency, searched
20:52:16organization, or contract recruiter. An
20:52:19employment agency posts job listings and
20:52:22gets paid when a referred candidate is
20:52:23hired. Use an employment agency if you
20:52:26believe there are positions you were not
20:52:27aware of that they may be able to
20:52:29identify. A search organization
20:52:32identifies and screens applicants for
20:52:34organizations to identify qualified
20:52:36candidates. A search organization can
20:52:38help you find job openings that match
20:52:40your skills and expertise. They can also
20:52:42provide you with valuable advice on how
20:52:44to improve your resume, prepare for
20:52:46interviews, and negotiate salary and
20:52:48benefits.
20:52:50Contract recruiters seek out qualified
20:52:52candidates to satisfy an organization's
20:52:54contingency needs. Contract recruiters
20:52:57specialize in finding short-term
20:52:58contracts when you're not looking for
20:53:00employment as a full-time employee.
20:53:03Many recruiters specialize in certain
20:53:05technical areas such as information
20:53:07technology, finance, and healthcare.
20:53:10When you're identifying a potential
20:53:12recruiter, make sure that the recruiter
20:53:14specializes in the industry where your
20:53:15expertise and job expectations lie.
20:53:19You must also consider the recruiter's
20:53:20location presence. Some recruiters may
20:53:23reside in one area but support clients
20:53:25in numerous geographic regions. Ensure
20:53:28the recruiter you choose is able to
20:53:29network effectively in the locations
20:53:31where you are seeking employment.
20:53:33Most recruiters earn their fees from
20:53:35employers and their services are almost
20:53:38always free to job seekers. It's not
20:53:40illegal for a recruiter to charge you
20:53:42but it makes sense to use free to you
20:53:44resources in order to land a job.
20:53:47Reputation of a recruiter is also an
20:53:49important consideration. Do your due
20:53:51diligence. Ensure the recruiter you are
20:53:54dealing with has a positive reputation
20:53:55and track record of success.
20:53:58Make sure you do your homework about the
20:54:00recruiters. Use search engines to
20:54:02identify recruiters that specialize in
20:54:04your area of expertise. Research your
20:54:06recruiter. Try to learn as much as you
20:54:08can about their level of expertise.
20:54:11LinkedIn is a great source. If you can't
20:54:13locate your recruiter, proceed with
20:54:15caution. Learn as much as you can about
20:54:18your recruiter selection methods. For
20:54:20example, does the recruiter use
20:54:22established processes or yield to their
20:54:24gut instincts?
20:54:26In this video, you learned that the key
20:54:28reasons for enlisting with a thirdparty
20:54:30recruiter include hidden job
20:54:32opportunities, tips and best practices,
20:54:35leverage relationships.
20:54:37Some pros of enlisting with a thirdparty
20:54:39recruiter include expertise and
20:54:41understanding of the hiring process,
20:54:44increases scope, saves time, provides
20:54:47flexibility.
20:54:48Some cons of enlisting with a thirdparty
20:54:50recruiter include cost, lack of control,
20:54:54quality, lead times. When selecting a
20:54:58third party recruiter, consider the
20:54:59following: recruiter type,
20:55:02specialization,
20:55:03locations, coverage, reputation, and
20:55:07pricing. Make sure to do your homework
20:55:09about the recruiter.
20:55:11[Music]
20:55:22Welcome to drafting a resume. After
20:55:24watching this video, you'll be able to
20:55:27describe the contents of a resume, list
20:55:29tips to compose a basic resume, and
20:55:32explain how to optimize your resume for
20:55:34automated tracking and search engines.
20:55:37In a competitive job market, you must
20:55:39find ways to stand out. When you apply
20:55:41for a job, the first document you submit
20:55:43is a resume. A resume is a formal
20:55:46document with details such as your
20:55:48contact information, skills, experience,
20:55:50and education. It is your opportunity to
20:55:53impress the hiring team and stand out.
20:55:56Let's begin with the basic resume
20:55:58structure. Start the resume with your
20:56:00name. Follow the basic contact
20:56:02information such as your phone number
20:56:04and address, or at least that city and
20:56:06state. In modern résumés, you don't need
20:56:09to add the complete address. Make sure
20:56:12to include an accurate,
20:56:13professionallook, and valid email
20:56:15address. A professionallook email
20:56:17address can help establish your
20:56:19professional image. For example, instead
20:56:22of using an email such as, "Hey, my
20:56:24name's Mary.com,"
20:56:26use a professional email address such as
20:56:28basil.
20:56:31Also, add a valid phone number with text
20:56:34capability. Optionally, add links to
20:56:36other contact information such as your
20:56:38website and LinkedIn profile URL.
20:56:41Most hiring managers decide within a few
20:56:43seconds if they want to continue reading
20:56:45a resume. Relevant skills will help get
20:56:48their attention quickly. Add your key,
20:56:51hard, soft, and industry specific
20:56:53skills. List skills applicable to the
20:56:56position you are seeking. Include
20:56:58software and tools you know how to use.
20:57:00If a job posting mentions specific
20:57:02skills, highlight them in your resume.
20:57:05Only add skills relevant to the job
20:57:07description. Note, depending on the
20:57:10template, the skills section may be a
20:57:12list and include a graphical
20:57:13representation of your level of mastery
20:57:15in each skill. Next, include a headline.
20:57:19Use this section to have a one-s
20:57:20sentence description of yourself and
20:57:23what you're looking for or your
20:57:24accomplishments. A strong summary will
20:57:27help gain the recruiters and hiring
20:57:28managers attention.
20:57:30For example, a headline for a project
20:57:32manager might read, "Pmp certified
20:57:35project manager, delivering global
20:57:36projects on time and within budget.
20:57:39Optionally, you may add a profile
20:57:41summary with a concise career summary."
20:57:44The work experience section is usually
20:57:45the largest part of your resume. It
20:57:48should include your job history,
20:57:49accurate and relevant company and
20:57:51project details, and inclusive dates.
20:57:54When you add work experience details,
20:57:56use the following structure. Start with
20:57:58an action verb, then add the task
20:58:00details, and finally add the resulting
20:58:03quantifiable terms if possible. For
20:58:05example, manage the successful six sigma
20:58:08project to improve accounts receivable
20:58:10tracking, increased efficiency by 25%
20:58:13and reduced late receivables by 30%. If
20:58:16you're starting your career without
20:58:18relevant work experience, you can
20:58:20include a project section. List projects
20:58:22that show some experience. Eventually,
20:58:26you won't need project sections as you
20:58:28gain work experience. An education
20:58:31section highlights your formal academic
20:58:33history. Include college degrees,
20:58:35professional certificates,
20:58:37specializations, seminars, etc. Enter
20:58:40education history as follows.
20:58:42Achievement type and focus, for example,
20:58:45bachelor's degree, diploma, and
20:58:46certificate. Organization name such as
20:58:49university, school, and online platform.
20:58:53year completed and duration, GPA if
20:58:56applicable, and honors if you earned.
20:58:58Optionally, adding a section for hobbies
20:59:01or interest relevant to a particular job
20:59:03may boost your resume. If applying for a
20:59:05job where you have considerable
20:59:07professional experience, they aren't
20:59:08necessary. Add hobbies and interest when
20:59:11you have limited work and education
20:59:13experience. You have limited skills
20:59:15related to the job you're applying for,
20:59:16and relevant hobby will fill the gap. A
20:59:19job posting list responsibilities or
20:59:21duties aligning with your hobbies and
20:59:23interests. Additional sections may
20:59:25include publications, awards, technical
20:59:28training, and certifications. Include
20:59:30additional sections only if they are
20:59:32relevant and boost your resume. There
20:59:34are several free résumé templates
20:59:36available online with the required
20:59:37structure. However, you must ensure the
20:59:40résé template is compatible with an
20:59:42applicant tracking system ATS software.
20:59:45Organizations use the ATS software in
20:59:48the recruitment process, especially in
20:59:50technical fields. The software finds
20:59:52keywords in the application submissions
20:59:54and advances qualifying candidates
20:59:56further into the application process.
20:59:58Most ATS software works best with word
21:00:01processing software like Microsoft Word
21:00:02and Google Docs. Have a Microsoft Word
21:00:05or Google Docs version of your resume
21:00:07ready. You can provide alternative
21:00:10versions of your resume in many other
21:00:11formats including graphic, plain text,
21:00:14braille, PDF or accessible PDF, language
21:00:18other than English. ATS software might
21:00:21have a limited ability to read résumés
21:00:23formatted with multiple columns, images,
21:00:25and creative layouts or designs. If ATS
21:00:29cannot read the resume accurately, you
21:00:30may lose the opportunity even after
21:00:32being a qualified candidate. Here are
21:00:35some tips to build an effective resume.
21:00:37Keep your resume short. If you have lots
21:00:39of relevant experience, two pages are
21:00:42acceptable. Try to avoid more than two
21:00:44pages in length. If you use bulleted
21:00:46lists, ensure each item is meaningful
21:00:48and concise.
21:00:50Use present tense for your current
21:00:51position and past tense for earlier
21:00:53positions.
21:00:55Check spelling and grammar carefully.
21:00:58Make sure to proofread the resume.
21:01:00Double check your contact information
21:01:01and provide a professionallook email
21:01:03address.
21:01:05In addition, make your resume easily
21:01:07readable by ATS software and search
21:01:10engines by doing the following. Ensure
21:01:12contact information is at the top of the
21:01:14page. Use keywords purposefully. Include
21:01:17them in normal text. Don't just list
21:01:19them somewhere on the page. If your
21:01:21resume lacks terms, search algorithms
21:01:23will not find your resume. Align terms
21:01:26with job postings. Include emerging
21:01:28terminology and acronyms and ensure you
21:01:31refer to skills or technology using
21:01:33common terms.
21:01:34Provide relevant links and verify they
21:01:36work. Avoid using large image files in
21:01:39your portfolio or resume. Add alt text
21:01:41to every image you use. Users and
21:01:44website visitors who are visually
21:01:46impaired rely on alt text to understand
21:01:48graphic content.
21:01:50In this video, you learned that your
21:01:52resume is the first impression you make.
21:01:54The contents of a resume include name,
21:01:57contact information, headline, skills,
21:02:00work experience, and education. It is
21:02:03important for the resume to be ATS
21:02:05software compatible to improve selection
21:02:07for interviews. You must add keywords to
21:02:10your resume to improve its
21:02:11searchability.
21:02:13[Music]
21:02:24Welcome to expert viewpoints developing
21:02:26a project management resume.
21:02:29In this video, experienced industry
21:02:31professionals share tips for writing a
21:02:33compelling resume and provide tips for
21:02:36writing a resume specifically for a
21:02:38project management position.
21:02:39>> When I write a resume, one of the things
21:02:42that I will do is I will look at the job
21:02:44description and I will really read that
21:02:46job description carefully because if you
21:02:48do, you'll find there's keywords and
21:02:51areas of focus that that employer is
21:02:53really trying to find. And so if you can
21:02:56incorporate those keywords into your
21:02:58resume, it stands a much better chance
21:03:01for that to stand out. I mean, if your
21:03:02if your job description talks about
21:03:05leadership and employee development,
21:03:07your resume should talk about how you
21:03:09developed employees and and managed
21:03:11employees and led them um to increase
21:03:14levels of performance and competency. If
21:03:16it's talking about leadership, you
21:03:18should be able to talk about how you're
21:03:19a leader and some of the things that
21:03:20you've done that show that leadership.
21:03:22So basically, you really want to make
21:03:25your resume reflect very specifically to
21:03:29what the job description is looking for.
21:03:31>> I highly recommend that you do your
21:03:32personal portfolio first. Why? Because
21:03:36when you're developing your personal
21:03:38portfolio, in most cases, many of the
21:03:41things that you need to include in your
21:03:43resume, you will already have thought
21:03:45out. You will already have organized
21:03:47your thoughts. And essentially, it may
21:03:50be really a copy and paste into your
21:03:53resume. Find a template that is
21:03:55professional but doesn't go overboard.
21:03:59One of the things that you need to do is
21:04:01to find a template that is
21:04:04keyword search friendly. One of the
21:04:07things that a lot of HR screening groups
21:04:10will do is they will put your resume
21:04:12into a quick review
21:04:17application and they will look for key
21:04:19terms in there to see how well it
21:04:21matches your over the overall job
21:04:25description. So, make sure that you use
21:04:27the key terms that you want in your
21:04:29resume and make sure that the key terms
21:04:32that you're using match what the job
21:04:34description is asking for as well. Keep
21:04:38your resume short. A page and a half is
21:04:41good. Two pages should be your max. And
21:04:45a little bit about human nature.
21:04:48In most cases, according to statistics,
21:04:51a hiring manager with a lot of résumés
21:04:54to review for a given position is going
21:04:57to probably spend somewhere between 8 to
21:05:0010 seconds initially looking at your
21:05:02resume. So, what does that tell you? It
21:05:05says that the key information you needs
21:05:07to be right up front. As a matter of
21:05:09fact, most people when they read begin
21:05:12at the upper left hand corner of the
21:05:14page and then they start going down
21:05:16diagonally. And chances are pretty good
21:05:19that if your most important information
21:05:22is not in that upper quarter or upper
21:05:24third of the page, unfortunately it may
21:05:27be missed.
21:05:28>> Highlighting your achievements and
21:05:30skills uh is really important. Using
21:05:33really clear and concise language. So
21:05:36tailoring your language in your resume
21:05:39to fit the job role and the job
21:05:42description is important, but trying to
21:05:45avoid really flowery, flowy language and
21:05:49and a lot of industry jargon is uh a
21:05:52really good tip. And then finally, um
21:05:57just that tailoring your resume to the
21:05:59job description. So, looking for
21:06:02keywords, um, looking for ways that the
21:06:05job description talks about a specific
21:06:07skill or capability, and then tailoring
21:06:11your resume and changing your resume so
21:06:13that the language that you're using is
21:06:17similar to the the language in the job
21:06:19description is really helpful. Um, and
21:06:24that's not to say you should change your
21:06:27skills. If you have a skill set and you
21:06:30use that skill on a particular project
21:06:33um but the job description doesn't talk
21:06:35about that skill, don't you know change
21:06:38what you did.
21:06:41>> What additional tips can you provide
21:06:43when writing a resume for project
21:06:44management position?
21:06:46>> So, one of the things that most people
21:06:48that are looking at résumés really want
21:06:50to see is specific results. I mean, when
21:06:54you talk about how I'm organized and how
21:06:57I'm a thought leader or whatever, I
21:06:59mean, that's good. But really, one of
21:07:01the things that will make your resume
21:07:03stand out is when you can talk about
21:07:05specific accomplishments and the metrics
21:07:08that are associated with those
21:07:10accomplishments. If you are in charge of
21:07:13a budget, talking about the actual
21:07:15dollar amount that you were able to save
21:07:17or the actual um sales figures that you
21:07:20were able to accomplish or the actual
21:07:22quota that you were able to obtain. Um
21:07:25timelines, if you were able to uh hit
21:07:27your project goals within the timelines,
21:07:30talking about the weeks or the days or
21:07:32the hours associated with that and the
21:07:34implications of money associated with
21:07:37that. So any metric that you can
21:07:39introduce into your resume that shows
21:07:42specific results is really powerful.
21:07:45>> So I would uh say focus on the
21:07:48principles of project management and
21:07:51cater it for the specific roles. So not
21:07:53all principles are going to be um as
21:07:56high uh there probably be three or four
21:07:59that that jump up to the top and so
21:08:02really for the specific role that you're
21:08:04looking at. So really hone in your
21:08:06resume on showing the skills and the
21:08:09experiences that you have for those
21:08:11particular principles. Um but then also
21:08:14do call out any certifications you have,
21:08:17any specific training classes that
21:08:19you've taken in project management and
21:08:22even if they don't lead towards a
21:08:23certification, anything that you've gone
21:08:25above and beyond a bachelor's or a a
21:08:29associates degree or any formal
21:08:31education to further hone your abilities
21:08:34as a project manager. Some people say
21:08:36your resume shouldn't be longer than a
21:08:38page. I have no problem with longer
21:08:40resumes as long as it's not a complete
21:08:42history of your entire professional
21:08:45life. I really do just want to see, you
21:08:48know, maybe the last three years, maybe
21:08:49the last five years. And then I would
21:08:52say if you've had a gap uh in your in
21:08:54anything either in your education, in
21:08:56your experience, or in your work
21:08:58history, um don't address it in the
21:09:01resume. But I would be ready to address
21:09:03that in an interview because you may
21:09:05need you may be asked there to address
21:09:07any gaps.
21:09:12[Music]
21:09:18Welcome to drafting a cover letter.
21:09:20After completing this video, you'll be
21:09:22able to describe cover letter best
21:09:24practices. Review a cover letter
21:09:26example. Consider this scenario. You are
21:09:29among thousands of candidates who have
21:09:31applied for a job with their resume,
21:09:33which essentially provides a candidate's
21:09:34professional job history. So, how do you
21:09:37make your profile stand out during the
21:09:38HR review process? You can send across a
21:09:41cover letter with the resume when
21:09:42applying for a job. A cover letter is
21:09:44one of the most important items to
21:09:46develop when you begin your job search.
21:09:48You can use the cover letter to
21:09:50introduce yourself and your experience
21:09:51to a potential employer in a written
21:09:53format with an intent to gain their
21:09:55attention. Make a case why you would be
21:09:57a strong candidate for a particular
21:09:59position. Don't repeat all of your
21:10:01qualifications. Your resume and LinkedIn
21:10:04will contain the details. Just include
21:10:06enough information to show that you are
21:10:08wellqualified and interest the reader
21:10:10enough to schedule you for an interview.
21:10:12It's a good idea to draft a basic cover
21:10:14letter before you start applying for
21:10:15work. You'll adapt the letter to each
21:10:18position and application, of course, but
21:10:20you can start with a basic template. To
21:10:22write a basic cover letter, open with a
21:10:24greeting and address the letter to a
21:10:26specific person whenever possible. If
21:10:28you don't know the name, address it to
21:10:29the title of the person you hope will
21:10:31see the letter, such as, "Dear hiring
21:10:33manager, use correct business
21:10:35punctuation."
21:10:37An example is, "Dear Miss Ericson, in
21:10:40the first paragraph, state the title of
21:10:42the job to which you're applying and why
21:10:44you feel you might be a good fit." It's
21:10:46also sometimes useful to mention where
21:10:47you saw the job listed or who referred
21:10:49you. And it can be very effective if you
21:10:52can express why you're enthusiastic
21:10:53about the company. For example, I was
21:10:56excited when my colleague Jenna Madison
21:10:58told me your company had an opening for
21:11:00an IT project manager. I have admired
21:11:02the products developed by Magnus and
21:11:04Software for many years and I would be
21:11:07very interested in joining your team.
21:11:08I'm a project management professional
21:11:10PMP certified project manager with four
21:11:13years of professional experience and
21:11:15skills that match your needs and I think
21:11:17I would be a strong candidate. I also
21:11:20possess a certified scrum master CSM
21:11:22certification. Next, build a case for
21:11:25your strengths as a candidate. Site a
21:11:27few examples from your expertise that
21:11:29match the skills they mention in the job
21:11:30listing. Draw parallels between the
21:11:33listing and your resume and personal
21:11:35portfolio. Qualify your experiences when
21:11:38possible. However, keep this brief and
21:11:41focused. It is important that you keep
21:11:43some of the best examples and work
21:11:44samples ready to discuss further when
21:11:46you interview.
21:11:48Let's look at a sample for this section.
21:11:51In my most recent role, I managed
21:11:53development of an issues management
21:11:54system that automated our IT bug
21:11:57tracking process. The new system
21:11:59improved resolutions by 25% and
21:12:02eliminated recurring bugs by 50%.
21:12:05Our team used a combination of Jira and
21:12:08Smart Sheet to successfully complete the
21:12:10project using a hybrid project
21:12:11management approach one month ahead of
21:12:13schedule. Finally, close by restating
21:12:16your interest. Say you hope to meet with
21:12:18them further and then add a polite sign
21:12:20off. Let's review the example. Thank you
21:12:23for your consideration. I would love to
21:12:25bring my project management skills to
21:12:27Magnus and Software and I'm eager to
21:12:29discuss the contributions I can make to
21:12:31your team. Best regards, Rajeskumar. On
21:12:34a practical note, you will want to save
21:12:37your letter in Microsoft Word format
21:12:39because many companies prefer it. You
21:12:41will also need a plain text version so
21:12:43that you can easily copy and paste the
21:12:45text into an online application form. It
21:12:48can be useful to save it as a PDF file,
21:12:51although you'll have to create a new
21:12:52version every time you modify the
21:12:54letter. Have a friend proofread your
21:12:56letter so that you're not embarrassed or
21:12:57even eliminated because your letter is
21:12:59full of errors. In this video, you
21:13:02learned that the cover letter is one of
21:13:04the most important resources. writing
21:13:06clearly and concisely to catch interest
21:13:08of a hiring manager and make a good case
21:13:10for yourself as a candidate. Your cover
21:13:13letter may motivate them to read your
21:13:14resume and hopefully call you for an
21:13:17interview.
21:13:22[Music]
21:13:28Welcome to submitting your application.
21:13:31After watching this video, you'll be
21:13:32able to explain the different approaches
21:13:35for application submission, outline the
21:13:37presubmission checks for a resume,
21:13:39summarize the presubmission checks for a
21:13:41cover letter, list additional documents
21:13:43required when submitting an application,
21:13:46describe the document naming convention
21:13:48and organization.
21:13:50Every company has its own approach for
21:13:51application submission. It is therefore
21:13:55important that you understand the
21:13:56approach or the process. For example,
21:13:59some companies might prefer you to fill
21:14:01out an online application and attach the
21:14:02required documents through their
21:14:04website. Others might use websites like
21:14:06LinkedIn where you can send across your
21:14:08resume and cover letter. Another option
21:14:10is where you might need to send across
21:14:12the application to a specific email
21:14:13address. For some roles, there might be
21:14:16walk-in interviews where you will need
21:14:18to fill in the required details and
21:14:19submit a printed copy of your resume.
21:14:22Whatever the approach, follow the
21:14:24directions carefully and do exactly as
21:14:25the job listing says.
21:14:28Irrespective of the approach, you will
21:14:29mandatorily need to submit a resume.
21:14:32Also, while a cover letter may not
21:14:33always be mandatory, a best practice is
21:14:36to send a cover letter, even if it isn't
21:14:37required. If you've already drafted
21:14:40basic versions of the resume and cover
21:14:41letter, you're in a good position. Make
21:14:44sure to customize or update the
21:14:45documents based on the job requirements
21:14:47and include the keywords. For example, a
21:14:50job posting may mention predictive
21:14:52skills such as developing scope
21:14:54documentation, calculating critical
21:14:56path, developing a phased budget, and
21:14:59developing a comprehensive risk
21:15:00register. Another job posting may
21:15:03require an understanding of user
21:15:04stories, product backlog development,
21:15:07executing effective sprints, and
21:15:09conducting retrospectives. Make sure to
21:15:12include information that shows your
21:15:13skills and experience that meet the
21:15:15requirements. Make sure that the resume
21:15:17and cover letter contains the keywords
21:15:19listed in the job posting. Let's review
21:15:22some checks to make before submitting a
21:15:24resume. Is your resume up to date with
21:15:26the latest contact information? Is the
21:15:28formatting of the resume layout
21:15:30accurate? Are the contents of the resume
21:15:32grammatically correct? Have you added a
21:15:35professional email address? Is the
21:15:37content cliche vocabulary and
21:15:39jargon-free?
21:15:41Are the job experience and hobbies
21:15:42relevant to the job? Have you included
21:15:45key words from the job posting in the
21:15:47resume? Make sure that the response to
21:15:49all of the questions is yes. If not,
21:15:52make the required adjustments.
21:15:54Similarly, with the cover letter, make
21:15:56sure to perform the following checks
21:15:58before submission. Is the formatting for
21:16:00the cover letter layout accurate? Are
21:16:02the contents grammatically correct? Is
21:16:05the cover letter addressed to the
21:16:06correct person? And is the name spelled
21:16:08correctly? Is the cover letter about
21:16:10half a page and concise? Is the cover
21:16:13letter tailored to the specific company
21:16:14and job opening? Is the tone of the
21:16:17cover letter professional and confident?
21:16:19Have you listed references in that
21:16:20letter? Have you provided reasons
21:16:23explaining why you were no longer
21:16:24working for your previous employer or
21:16:26including other issues that may be
21:16:28better to discuss in an interview if
21:16:29necessary?
21:16:31Next, let's review the supporting
21:16:33documents that a potential employer
21:16:35might request to validate. Some common
21:16:37documents include educational
21:16:39transcripts to validate qualification,
21:16:41writing samples and portfolios to check
21:16:43your work, professional certificates to
21:16:45check technical qualification, and list
21:16:48of references and letters of
21:16:49recommendation. Supporting documents
21:16:51will vary based on the job role and
21:16:53company. Be sure to follow all the
21:16:55instructions provided by the company to
21:16:57avoid submitting an incomplete job
21:16:58application.
21:17:00After you have checked all the
21:17:01documents, you are ready to upload or
21:17:03attach the documents. Before uploading,
21:17:06ensure you have used a consistent naming
21:17:08convention for your files. Include your
21:17:10full name as part of the file name. For
21:17:12example, if your resume is named
21:17:14john_smith-res.pdf,
21:17:17then all the remaining documents should
21:17:18follow a similar naming convention. In
21:17:21this example, the cover letter will be
21:17:22john_mith-co_let.pdf.
21:17:27Limit special characters to underscores
21:17:29and hyphens. If you incorporate blank
21:17:31spaces in your file name, be sure to use
21:17:33them consistently. Do not include
21:17:35version numbers as a part of your file
21:17:37names. And be sure to submit all the
21:17:39requested documents at once. In short,
21:17:42name your files consistently and in a
21:17:44way that if sorted alphabetically, all
21:17:46of your files appear together in the
21:17:47file search. This helps the recruiter
21:17:50identify all the files that you
21:17:52submitted. A tabular overview is
21:17:54effective.
21:17:55Once you have the naming convention done
21:17:57and all the required checks, you can
21:17:59submit your job application. Another
21:18:01thing to keep in mind when applying to
21:18:04jobs is the limit on the number of
21:18:05applications you can submit. Usually,
21:18:08there is no limit. However, some
21:18:10companies limit the number of
21:18:11applications you can send in a
21:18:13particular period. So, you'll need to be
21:18:15strategic and choose the jobs that are
21:18:17most interesting to you. One approach is
21:18:19to first apply for the position you
21:18:21believe you are most qualified for or
21:18:23that interest you most. After applying,
21:18:25contact human resources or HR or a
21:18:28hiring manager to ask for advice about
21:18:30whether you should apply for each job
21:18:31you are interested in or if it's best to
21:18:34avoid duplicate application submissions.
21:18:36They should be able to tell you whether
21:18:38they can forward your application or
21:18:40whether they allow you to create a
21:18:41profile that lets you easily apply for
21:18:43multiple jobs.
21:18:45In this video, you learned that it is
21:18:48important to understand the application
21:18:49submission approach such as online
21:18:51application via sites like LinkedIn,
21:18:54email, and walk-in. Make sure to perform
21:18:57presubmission checks on the resume and
21:18:59the cover letter. You might need to
21:19:01submit supporting documents such as
21:19:03education transcripts, certificates, and
21:19:05references.
21:19:07Use consistent naming for the documents.
21:19:10[Music]
21:19:21Welcome to preparing for the interview.
21:19:23After watching this video, you'll be
21:19:24able to list the best practices when
21:19:27preparing for an interview, identify
21:19:29potential questions you can ask an
21:19:31interviewer, discuss what the
21:19:32interviewer is looking for. Preparing
21:19:35for the interview is critical, and can
21:19:37also help reduce any nervousness. Let's
21:19:39review some best practices when
21:19:41preparing for an interview. Best
21:19:43practice one, understand as much as you
21:19:45can about the company you will be
21:19:46interviewing for. Also, try to learn
21:19:49about the division or part of the
21:19:50company that has the position opening.
21:19:52Use your contacts and research skills to
21:19:54learn about what they do and how they
21:19:56work. Best practice two, review what you
21:19:59know about the position and thoroughly
21:20:01research areas that are less familiar to
21:20:03you. As you research the position, you
21:20:05might be able to learn more about the
21:20:07management practices mentioned in the
21:20:08position announcement, such as project
21:20:10management methods used by the company.
21:20:13Try understanding the company's tools
21:20:14and techniques, such as Microsoft
21:20:16Project or Smart Sheet. You can also
21:20:19refresh your knowledge and skills that
21:20:21you might not have practiced in a while.
21:20:23If the job posting mentions a particular
21:20:25practice such as Scrum, you might get
21:20:28asked to explain your experience with
21:20:29agile methodologies. Be ready with a
21:20:32succinct definition or description. A
21:20:34brief set of notes can be helpful during
21:20:36the interview so you don't have to pause
21:20:38to remember key terms, steps, or
21:20:40components. Best practice three,
21:20:43determine the appropriate attire. Your
21:20:45attire depends somewhat on the company
21:20:47culture. Try to determine dress norms
21:20:49ahead of time. Most importantly, always
21:20:51be well-groomed and professional. Best
21:20:54practice four, if you're traveling for
21:20:56an on-site or face-to-face interview
21:20:58site, be 10 to 15 minutes early.
21:21:01Arriving early gives you time to gather,
21:21:03review, and focus. Arriving early also
21:21:06helps make a good impression on the
21:21:07interviewer. If you are in a virtual
21:21:09interview, ensure that your surroundings
21:21:11are quiet, pleasant, and tidy. Best
21:21:14practice five, have something to write
21:21:16with, take notes, and jot down questions
21:21:18you might want to ask later in the
21:21:20interview. Best practice six, prepare
21:21:23some questions ahead of time. Questions
21:21:25reflect that you are prepared, serious,
21:21:27and interested. Also, think about what
21:21:29really interests or excites you about
21:21:31the position. Interviewers want to know
21:21:33that you really do want the position. It
21:21:36is reasonable to ask who will conduct
21:21:37the interview and whether it will be a
21:21:39panel of interviewers. If possible,
21:21:41learn something about your interviewers.
21:21:43Here's a list of potential questions to
21:21:45consider as the interview progresses.
21:21:47How can someone be successful in this
21:21:49role? How would you manage the
21:21:51performance of the employees working in
21:21:52this role? Can you provide a few
21:21:55examples of challenges someone may
21:21:56encounter in this role? What is the best
21:21:59way to collaborate to achieve success?
21:22:01How will you be working with the
21:22:02employee who will fill this position or
21:22:04role? Can you share what you enjoy most
21:22:07about working in this organization?
21:22:10Best practice seven. Another important
21:22:12aspect of an interview is what you can
21:22:14potentially expect from an interviewer.
21:22:17Try to come up with a list of possible
21:22:18questions you might be asked. Practice
21:22:21verbally answering the questions before
21:22:22the interview. Practicing in front of a
21:22:25mirror is helpful for some people.
21:22:27Recording your answers into a phone and
21:22:28playing them back to see how you sound
21:22:30can also be effective. If possible,
21:22:32practice with a mentor or friend and
21:22:34solicit their feedback. One typical
21:22:36interview question that you might want
21:22:38to have ready to answer is, "Tell me
21:22:40about yourself and describe how you are
21:22:42qualified for this position."
21:22:43Practice your elevator pitch that
21:22:45introduces yourself and highlights your
21:22:47strengths. Answer this question with
21:22:49poise and confidence.
21:22:51Here's a list of additional common
21:22:53interview questions you can expect to be
21:22:54asked. Tell me what you know about our
21:22:57company. What are you interested in
21:22:59applying for this position? How would
21:23:01you describe your communication and
21:23:02collaboration skills? Are you
21:23:04comfortable working with a team? What is
21:23:06the achievement you are most proud of?
21:23:08Can you provide an example of how you
21:23:10overcame adversity? What are your salary
21:23:13expectations for this position? Where do
21:23:15you envision yourself or your career in
21:23:1710 years? How do others perceive you?
21:23:21What are your hobbies? What do you do in
21:23:23your spare time? Best practice eight.
21:23:26What happens if you don't know the
21:23:27answer to a question? Don't panic. There
21:23:30are different ways that you can respond.
21:23:31You might say, "I'm not familiar with
21:23:33this topic, but I am curious to learn
21:23:35more." It's possible you know about
21:23:37something similar and can mention that.
21:23:39If you aren't sure but have a guess, you
21:23:41might say, "I'm not certain, but I'm
21:23:42going to take an educated guess and give
21:23:44my reasoning." Coming close to a correct
21:23:46answer is better than a blank stare.
21:23:48However, it is better to admit that you
21:23:50don't know than try to fake it. Best
21:23:52practice nine. When you reach an area
21:23:54where you have gaps, you can anticipate
21:23:56that the interviewer will probe with
21:23:58follow-up questions about it. Give the
21:24:00best answer you can and try not to let
21:24:02it throw you off track. Most
21:24:04interviewers realize you won't know the
21:24:05answers to all their questions. You can
21:24:07also explain that you were aware of this
21:24:09gap and explain what you were doing to
21:24:11bridge it, such as reading on your own
21:24:12or taking a course. Best practice 10.
21:24:16Finally, be sure you have the name and
21:24:18contact information for follow-up
21:24:19questions and write a thank you note to
21:24:21the interviewer.
21:24:23In this video, you learned that some
21:24:25best practices to consider when
21:24:27preparing for an interview include have
21:24:29enough knowledge about the company.
21:24:31Learn about the position and the
21:24:32company's methods. Determine the
21:24:34appropriate attire. Reach the interview
21:24:36location early. Prepare some questions
21:24:39ahead of time. Make up potential
21:24:41interviewer questions and practice your
21:24:43responses. When asked, "Tell me about
21:24:45yourself," use the elevator pitch. Avoid
21:24:48a blank stare. Admit you don't know the
21:24:51answer rather than fake it. name and
21:24:53contact information for follow-ups.
21:24:55There are several questions that an
21:24:57interviewer can ask on a wide variety of
21:24:59topics.
21:25:04[Music]
21:25:10Welcome to Expert Viewpoints, the first
21:25:12stage interview. In this video, get tips
21:25:15for a successful first stage interview,
21:25:17hear about possible interview
21:25:19challenges, and get advice for
21:25:20overcoming those challenges.
21:25:23Well, first of all, let's define what a
21:25:24first stage interview is. A first stage
21:25:27interview is normally a preliminary
21:25:29interview. This is where you're going to
21:25:31be asked some general questions,
21:25:33possibly by someone from HR or some
21:25:37interviewer who wants to know a little
21:25:39bit more about yourself. Normally the
21:25:41purpose of having a first stage
21:25:43interview is to screen out applications
21:25:46when you have numerous applicants for a
21:25:49given job. So the focus is to make a
21:25:54very good first impression so that your
21:25:57resume is not pulled and it passes the
21:25:59test and you get another chance to move
21:26:02forward in the interview process. First
21:26:05and foremost, have a good introduction
21:26:06and a good greeting. Shake hands. Show
21:26:10your smile, express appreciation for the
21:26:13opportunity,
21:26:14and have your elevator pitch ready as
21:26:17well. The questions normally that are
21:26:19asked at a first stage interview are,
21:26:22"Who are you, what do you do, and what
21:26:24do you want?" And your elevator pitch is
21:26:26going to accommodate that very, very
21:26:29well.
21:26:30Be ready at this particular stage to
21:26:33share some of the key skills that you
21:26:34think may be important directly tied to
21:26:37the position that you're interviewing
21:26:39for. And be ready for basic questions
21:26:41such as who are you? Why do you want
21:26:44this job? And why do you think you are
21:26:48the best qualified individual for this
21:26:51particular position?
21:26:53When preparing for an interview, the
21:26:55areas where you can really focus on I
21:26:57think is that elevator pitch that you
21:27:00know is important to make sure that you
21:27:01understand from a high level what you
21:27:03can do and what skills that you bring to
21:27:05the table. The other thing that makes a
21:27:07first stage interview successful is
21:27:10really understanding what the role is
21:27:12and what the needs of the company are
21:27:14and what you can do to fill those needs.
21:27:17So for example, understanding a little
21:27:19bit about the background of the company,
21:27:21the development of the company or the
21:27:23position, understanding what challenges
21:27:25the company's faced in the past and what
21:27:28they're facing now can really help have
21:27:30give you a good vocabulary to discuss
21:27:32with a hiring manager when you're
21:27:34applying for a role. The other thing I
21:27:37always think about when I'm doing a
21:27:39first stage interview is the idea that
21:27:42they need you as much as you need them.
21:27:45Um, I think that helps take the edge off
21:27:47from the pressure. A lot of people feel
21:27:49very nervous, particularly in that first
21:27:50stage of an interview process. And I
21:27:53think if you embody the idea that if the
21:27:55company didn't need you, they wouldn't
21:27:57be, you know, looking for a role to
21:27:59fill, right? So, they need you just as
21:28:01much as you need them. And that can
21:28:04really help you create a dialogue with
21:28:06the hiring manager rather than feeling
21:28:08like you're, you know, you're under
21:28:10under pressure and you're under the gun.
21:28:11I think it really helps to take the edge
21:28:13off of that conversation.
21:28:18>> What are some interview challenges an
21:28:19applicant might encounter and how can
21:28:21they overcome them?
21:28:23>> So, first stage interview is, you know,
21:28:26you may end up talking to a recruiter
21:28:28and not somebody who actually is in the
21:28:31role uh that you want to get into. And
21:28:34so, they're going to have some uh
21:28:36standard questions that they'll ask and
21:28:38those should be very straightforward and
21:28:40easy for you. And then they'll probably
21:28:42have some qualifying questions that will
21:28:45get you to the next level of interview.
21:28:47So if the person is not enrolled,
21:28:49they're not going to necessarily know
21:28:52what it is that you're talking about and
21:28:54and they may not understand the question
21:28:56that they're even asking you. And so
21:28:59really be prepared to answer, be
21:29:01prepared to be concise, and don't use a
21:29:04lot of jargon. Um you don't want to
21:29:07confuse the person who's interviewing
21:29:09you. you know, if you're given an
21:29:10opportunity to, you know, provide just
21:29:13one last thing or or how, you know, a
21:29:16closing on the interview, that's your
21:29:18elevator speech. And that's what you
21:29:19want them to remember. They they'll
21:29:21remember the first thing and the last
21:29:23thing. And so, you want to, you know,
21:29:25knock their socks off right from out of
21:29:27the gate and then give them something
21:29:29that is really long lasting at the end.
21:29:32And then comes your follow-up. So,
21:29:34you're going to immediately send a thank
21:29:36you letter. And by immediately, I mean
21:29:38within an hour. That thank you letter
21:29:40should be in their inbox time. They're
21:29:42going to forget about you in the two
21:29:43days, three days that it takes to get
21:29:45there. Send the thank you letter an
21:29:47email right away. And then get your
21:29:49follow-up schedule down. So, if this is
21:29:52something that you're super keen on
21:29:54getting, then follow up, you know, on a
21:29:56regular schedule afterwards to get the
21:29:58next interview scheduled and then um be
21:30:01ready to go. It may be that they notify
21:30:03you the morning and you've got to be
21:30:05ready in an hour or in the afternoon and
21:30:07so so just be ready to
21:30:11>> So
21:30:13one of the things that's really
21:30:15interesting about interviewing it's kind
21:30:16of like a dance. You you're answering
21:30:18questions that are very scripted and
21:30:22strategic that that the interviewer is
21:30:24asking you. And so your responses need
21:30:27to be on target. They need to be
21:30:29strategic and they need to be succinct.
21:30:30One of the things that I've seen over
21:30:32and over again when I'm looking at an
21:30:35interview that doesn't go very well is
21:30:37when an interviewer asks a question and
21:30:40the interviewee then will give a
21:30:42fiveminute response that is not going to
21:30:46target in and zero in on what is
21:30:48specifically being looked for. So pay
21:30:50special attention to the question being
21:30:52asked. It's okay to pause for a moment.
21:30:54And that's that's one of the bits of
21:30:56advice that I would give is the question
21:30:58is asked, don't feel like you have to
21:31:00give an immediate response. Pause for a
21:31:01moment. Really digest the question being
21:31:04asked and then give your strategic and
21:31:06succinct response. Timing is really,
21:31:09really important. There's not a lot of
21:31:10it in interview. So, you want to use
21:31:12that time as in the most effective
21:31:15fashion that you can.
21:31:22[Music]
21:31:27Let's check out Robert's first round
21:31:29interview. In this interview, Robert
21:31:32Mason has applied for an entry-level
21:31:34project manager role at ABC Company, a
21:31:36large electronics manufacturing company.
21:31:39The interviewer from ABC is Leslie
21:31:41Porter, a senior project manager. Please
21:31:43note, like in any interview, not all
21:31:45questions might be correct. Instead,
21:31:47focus on how the interviewee, Robert
21:31:48Mason, answer the questions.
21:31:51>> Hi, Robert. It's so nice to meet you. My
21:31:54name is Leslie Porter. I'm the senior
21:31:56project manager here at ABC Company. I
21:31:59would be your manager if you were hired
21:32:01for this position. Uh, so it's great to
21:32:03meet you. I'd love to learn a little bit
21:32:05more about you and what got you into
21:32:07project management.
21:32:09>> Well, thank you very much, Leslie. It's
21:32:11a pleasure to meet you. And first and
21:32:12foremost, I just want to say thank you
21:32:14for taking the time to allow for this
21:32:18interview for this particular position.
21:32:20I'm very excited to meet you and to talk
21:32:22a little bit about myself and share a
21:32:25little bit about project management. Uh
21:32:28I have a long career in marketing but a
21:32:31few years ago I took a continuing
21:32:33education course in project management
21:32:36and it really captured my imagination
21:32:37and I I felt project management was a
21:32:40very exciting competency. So I was able
21:32:42to talk my current company into giving
21:32:45me a project coordinator position which
21:32:48I've held for the past two years. I've
21:32:50had the opportunity to work on a number
21:32:53of different projects with some very
21:32:55skilled project managers.
21:32:58We've rolled out some new retail stores.
21:33:01In addition, I've also worked with
21:33:03product owners to help them roll out
21:33:06some new products. And I actually got an
21:33:08opportunity to work on some process
21:33:10improvement projects using six sigma
21:33:12methodology as well. So, I'm very
21:33:15excited about project management and
21:33:17continually hoping to learn more.
21:33:20That's great. Robert, why are you
21:33:22interested in this position?
21:33:25>> Well, I'm very
21:33:27enhanced by your company. I'm very
21:33:30impressed by your company. I use a lot
21:33:32of the products that your company uses
21:33:35as well. And one of the things that I
21:33:37found is that your products are
21:33:39consistently of a very, very high
21:33:40quality. You have great functionality.
21:33:44The products do what they're supposed to
21:33:46do. They're easy to use. They're very
21:33:49very reliable. They're high performance
21:33:51products. And in addition, one of the
21:33:54things that I found whenever I had a
21:33:56problem is that your support team is
21:33:59outstanding as well. So, I think you
21:34:01have a very effective company and I'd
21:34:03love to be a part of it.
21:34:05>> Thank you. What do you know about our
21:34:07company and what we do?
21:34:09>> Well, I did a little bit of research on
21:34:11the internet and I noticed that you have
21:34:14a variety of different electronic
21:34:16devices. As a matter of fact, you're a
21:34:18leader in electronic devices, but along
21:34:20with that, you're involved in health
21:34:22care and a lot of different other
21:34:24products as well, which is very, very
21:34:26exciting. As a matter of fact, one of
21:34:28the things that I've noticed is that
21:34:30your company has a really great
21:34:32smartwatch product uh portfolio, and if
21:34:36I can share, this is your product. So,
21:34:39obviously, I buy into your product and
21:34:41the quality that you have there. So, I'm
21:34:43very impressed by your company and would
21:34:45love to be a part of it.
21:34:47Thank you, Robert. You sounds like you
21:34:49did your homework. Uh, so tell me, what
21:34:52are your biggest strengths and why?
21:34:54>> Well, let me go ahead and give you a
21:34:57couple of them. First of all, I think
21:34:58I'm a very, very good time manager. Uh,
21:35:01when I was taking my project management
21:35:03course, I learned that the ultimate goal
21:35:06of a good project manager is to be on
21:35:08time, within budget, and provide value
21:35:11in the products to the customers as
21:35:13well. And for the most part, all of the
21:35:16projects that I had the opportunity to
21:35:18work were done on time and within budget
21:35:21and the customers seemed very very
21:35:23happy. In addition, I think I have a
21:35:25pretty good understanding of how project
21:35:27management and product management works
21:35:30together as well. I worked with a lot of
21:35:32really great product managers and I
21:35:34found that area to be quite exciting.
21:35:37And one of the things that I noticed
21:35:39about your company is that you do use
21:35:42some agile product development and that
21:35:46would be fun to be a part of it.
21:35:49>> Yes indeed. My next question is a little
21:35:51more difficult perhaps. Uh what would
21:35:54you say are your biggest weaknesses and
21:35:56why?
21:35:58>> Well, I'll go ahead and share what
21:35:59others have shared with me. I have a
21:36:02tendency sometimes to be a bit of
21:36:04perfectionist. I want everything to be
21:36:07100% right. And I realize that in a real
21:36:10world environment sometimes that's not
21:36:13possible. And you have to accept that
21:36:1580% solution. So I'm not going to go
21:36:18ahead and yield. I want everything to be
21:36:20100% correct. But I also need to
21:36:23understand that I need to be a little
21:36:25bit more patient and I am working on
21:36:27that as best I can.
21:36:31What would you say is your greatest
21:36:33personal achievement up until this
21:36:35point?
21:36:36>> Well, as I mentioned earlier, I was able
21:36:39to get involved in some six sigma
21:36:41projects and one of the the projects
21:36:43that I felt was really exciting. Our
21:36:46accounts receivable function was not
21:36:48doing well. There were a lot of manual
21:36:51steps and some of the steps were not
21:36:53working. So I was able to go ahead and
21:36:56work with some six sigma individuals and
21:36:58we revised the accounts receivable
21:37:01process and we were able to increase the
21:37:04overall effectiveness of the accounts
21:37:06receivable function by 20%. And we were
21:37:09able to reduce lost receivables by about
21:37:1210% as well. Our customers were happy,
21:37:16management was happy and it was a great
21:37:18experience for me to learn about six
21:37:20sigma working on that particular
21:37:22project.
21:37:24That's great.
21:37:26How would your past and current managers
21:37:28uh and colleagues describe you?
21:37:32>> You know, that's a difficult question,
21:37:33but I would hope that they would say
21:37:35that Robert is a hardworking individual.
21:37:39I'm very, very meticulous. As I shared
21:37:41before, I like everything to go ahead
21:37:43and be as correct as possible, but I'm
21:37:46also a caring individual as well. I
21:37:48enjoy working with the team, developing
21:37:51relationships, and I care about other
21:37:53people's perspectives, and as I
21:37:55mentioned earlier, I think I'm a pretty
21:37:57good time manager.
21:38:00>> Speaking of teams, do you prefer to work
21:38:02in teams or independently?
21:38:05>> You know, it's really situational. There
21:38:07are times in project management when you
21:38:09have to work individually. For example,
21:38:12if you're developing a budget or if
21:38:14you're developing a schedule or
21:38:16timeline, you really have to do it by
21:38:19yourself. In many cases, sitting in
21:38:20front of the computer using the tools.
21:38:22But on the other hand, when we're
21:38:24executing a project, I find that
21:38:26management by walking and talking,
21:38:28getting out, meeting with the people,
21:38:30having conversations with them is really
21:38:33exciting as well. So case by case
21:38:36situation, I I think I'm a pretty good
21:38:38team player, but I can also work alone
21:38:41if required.
21:38:43>> Good. Good. Where do you see yourself or
21:38:45hope to be in the next five years?
21:38:48>> I hope to continue working for the next
21:38:5010 to 15 years before I retire. And in
21:38:53five years, I'd love to be a part of
21:38:55your company hopefully in a higher level
21:38:59project management capability and
21:39:01capacity.
21:39:03Thank you. Well, let me end this
21:39:06interview by asking you one final
21:39:07question. Can you give me three reasons
21:39:10why we should hire you?
21:39:12>> Three reasons. Well, reason number one,
21:39:16I'm a very organized individual and I
21:39:19think organization is very very
21:39:21important for a project manager. I think
21:39:24I have a good understanding of project
21:39:26management frameworks both traditional
21:39:29project management frameworks and a
21:39:32little bit about agile and scrum through
21:39:34the training that I've received in the
21:39:36past and the actual experience I've had
21:39:38during the last two years as a project
21:39:41coordinator and I'm also a very very
21:39:43good team player as well. I don't mind
21:39:46being part of the team and if I have to
21:39:49take the lead periodically, I think I'm
21:39:51capable of doing a relatively good job
21:39:53in that area as well.
21:39:57>> Excellent. Well, thank you, Robert, for
21:39:59this time today. It's been great to meet
21:40:01with you. Um, as the next step, I'd like
21:40:04to schedule a technical interview with
21:40:06you. Uh, maybe later this week, if
21:40:08you're available, uh, for this
21:40:10interview, we would appreciate it if you
21:40:12could come to our location. It's not far
21:40:14from where you reside.
21:40:17>> Well, that sounds great, Leslie, and I
21:40:18really appreciate the opportunity. And
21:40:20yes, I did some research on the web, and
21:40:23your location is about 30 minutes by car
21:40:26from mine. It's an easy trip, and I'd
21:40:28love to be able to see where you work
21:40:31and meet you face to face. So, please
21:40:34let me know when it's convenient for you
21:40:36and I'll make myself available. And
21:40:37thank you again for your time.
21:40:40>> Wonderful. Thank you. Have a great one.
21:40:42You too there, Leslie. Thank you very
21:40:44much. Have a great rest of your day.
21:40:46>> You too. Bye-bye.
21:40:48>> Robert successfully passed his first
21:40:49round interview. Take a few moments to
21:40:52consider what answers helped Robert to
21:40:54get the second round, a technical
21:40:55interview. Then consider how you would
21:40:57answer the interviewer's questions.
21:41:00[Music]
21:41:10In this interview, Robert Mason has
21:41:12applied for an entry-level project
21:41:13manager role at ABC Company, a large
21:41:16electronics manufacturing company. The
21:41:18interviewer from ABC is Leslie Porter, a
21:41:21senior project manager. Please note,
21:41:23like in any interview, not all questions
21:41:25might be correct. Instead, focus on how
21:41:27the interviewe, Robert Mason, answered
21:41:29the questions. Robert made it to his
21:41:31second interview, the technical
21:41:32interview. Let's listen. Hi, Robert.
21:41:35It's so nice to see you again. I
21:41:38appreciate you being so flexible. I know
21:41:40we were going to meet face to face and
21:41:42it didn't work out. So, thanks for make
21:41:44making this Zoom call work out.
21:41:47>> Oh, no problem at all, Leslie. I
21:41:49appreciate the opportunity and hopefully
21:41:51in the future I'll be able to visit you
21:41:54at your location and see the wonderful
21:41:56work environment that I'm sure that you
21:41:59have. Uh I'm happy to go ahead and be
21:42:01here and you know one of the things that
21:42:03I noticed uh as I was reviewing the job
21:42:06description is that you require not only
21:42:11knowledge of traditional project
21:42:12management but a little bit of agile and
21:42:15scrum as well and that excites me
21:42:18because I do have a little bit of
21:42:19background in both which is kind of
21:42:21great.
21:42:22>> That's so great. I know you mentioned in
21:42:24your previous interview you took some
21:42:25continuing education courses. Do you
21:42:27have any other formal project management
21:42:29training?
21:42:31>> Uh yes, actually I took a continuing
21:42:33education course, but I also took a
21:42:36course for scrum master and I was able
21:42:40to go ahead and pass my certified scrum
21:42:42master certification.
21:42:44That doesn't mean that I know everything
21:42:46about scrum, but it certainly indicates
21:42:48that I have a good knowledge of the
21:42:50processes. And in addition, over the
21:42:52next couple of months, I've set a goal
21:42:54to achieve my CAPM certified associate
21:42:58and project management certification as
21:43:00well. And I'm pretty confident that I'll
21:43:02be able to pass that test and be able to
21:43:05add another certification to my overall
21:43:08list of skills.
21:43:10>> That's great, Robert. You are correct.
21:43:13We value those who are always looking to
21:43:15improve their skills and uh and
21:43:17qualifications as well. Um, we do
21:43:20require our project managers to be
21:43:22proficient in both traditional and agile
21:43:24methods. How would you determine if a
21:43:27project was suited for traditional or
21:43:29agile project management?
21:43:32>> Well, as a project coordinator, I was
21:43:34able to work with some really good
21:43:35product owner and scrum masters and
21:43:38learn from them. Uh, when it comes to
21:43:41making a project decision, as I recall,
21:43:44there were really two key
21:43:46considerations. One of them is the
21:43:49overall level of agreement. And what do
21:43:51I mean by that? When you work with the
21:43:54various stakeholders and talk with them,
21:43:57what is their vision in terms of what
21:43:59success looks like in terms of the
21:44:01requirements? If there's a lot of
21:44:03confusion or a lot of indecision, that
21:44:06would have a tendency to go ahead and
21:44:08drive you more toward agile and scrum.
21:44:11But if there's agreement that in six
21:44:13months what we need is not going to
21:44:15change, that would have a tendency to
21:44:17drive us a little bit more toward the
21:44:19traditional project management
21:44:21methodology. The second area is the
21:44:24level of complexity as well. If the
21:44:28level of complexity is low and it's not
21:44:31going to require an awful lot of
21:44:32innovation and creativity, that has a
21:44:35tendency to drive us more toward
21:44:37traditional project management. However,
21:44:40if there's a lot of innovation and
21:44:42complexity that is required, then that
21:44:45would have a tendency to go ahead and
21:44:47drive us a little bit more toward agile.
21:44:50And that's what I learned in my
21:44:51certified scrum master certification
21:44:54course as well. And I think it's a great
21:44:55methodology.
21:44:57>> That makes sense. Thank you. Uh, one of
21:45:00the biggest issues we face is scope
21:45:02creep. Um, how would you try to minimize
21:45:05scope creep in a project?
21:45:07Well, that's a great question and scope
21:45:10creep is a problem everywhere. As a
21:45:14project manager, I think it's very very
21:45:17important to be inclusive. And what do I
21:45:20mean by that? Normally, every
21:45:23organization has a project charter that
21:45:26defines what the requirements are.
21:45:29However, sometimes there's a gap between
21:45:31the time the project charter is approved
21:45:34to the time that the project is
21:45:36implemented as well. And to go ahead and
21:45:40fill that gap as you're planning, you
21:45:43really need to be inclusive and include
21:45:45the customers and the key stakeholders
21:45:48in the planning. Make sure that you
21:45:50validate what the requirement was and
21:45:53validate the fact that it still is a
21:45:56current requirement. And in addition, as
21:45:58you're planning, be open and upfront
21:46:01with your customers and stakeholders and
21:46:04let them know specifically what you're
21:46:06planning to go ahead and develop. The
21:46:09best time to go ahead and eliminate
21:46:11scope creep is during planning because
21:46:15during planning, it's easy to go ahead
21:46:17and update a plan. If you wait until
21:46:20after the plan is published and you did
21:46:23not really understand what the true
21:46:25requirements were, then there's going to
21:46:27be a lot of changes and then there's
21:46:29going to be the tendency for people to
21:46:31go ahead and add things that they're not
21:46:33supposed to add. So being inclusive
21:46:36during the planning process and realize
21:46:39that building change during planning is
21:46:42the best way to hopefully minimize scope
21:46:45creep, but it's difficult.
21:46:48Good. Yes. Effective collaboration and
21:46:51facilitation are two skills, you know,
21:46:54that are necessary to be successful in
21:46:56this position. Um, it sounds like you
21:46:59appreciate the value that those skills
21:47:00bring, but obviously we want to execute
21:47:03projects that provide value. However,
21:47:06schedules are absolutely critical. So
21:47:09many of our projects are time-sensitive
21:47:11and must be accomplished within the
21:47:13requirement time frames. How would you
21:47:15plan effective schedules and ensure that
21:47:18projects do not miss deadline?
21:47:20>> Well, again during the training that I
21:47:22attended for continuing education, it
21:47:25was shared that the number one reason
21:47:28why projects fail is because of
21:47:30unrealistic schedules. I learned about a
21:47:34work breakdown structure. And a work
21:47:36breakdown structure is essentially a
21:47:39list of activities and tasks that needs
21:47:41to be performed and it needs to be
21:47:44performed in a certain order.
21:47:48I am a firm believer in developing a
21:47:51network diagram which is just a fancy
21:47:53project management term that I'm sure
21:47:55you're familiar with Leslie for a
21:47:57schedule. The network diagram lists all
21:48:00of the different activities in the work
21:48:02breakdown structure in the order in
21:48:05which they're supposed to occur and it
21:48:07lists durations and it also lists
21:48:09dependencies as well. I try to develop a
21:48:13schedule that will accommodate
21:48:16everything that we have promised in the
21:48:18project charter. Now, sometimes that
21:48:22doesn't work out. And when it doesn't
21:48:24work out, we have to go back to the
21:48:26drawing board and do a little bit of
21:48:28negotiating and try to figure out where
21:48:30we can go ahead and add resources or
21:48:32possibly cut scope. But by using the
21:48:35work breakdown structure as our guide
21:48:37and making sure that this is tailored to
21:48:39the project and being transparent with
21:48:42the customers and letting them know
21:48:44exactly how long each task is going to
21:48:46take, I find that there's a whole lot
21:48:48more buy into the schedule and it gives
21:48:51us a greater chance of being successful.
21:48:56>> That's good. I I see you understand the
21:48:58six segma which is great. We do have
21:49:00processes and development pro and
21:49:02improvement projects here. Um but let me
21:49:05play devil's advocate here. Uh you
21:49:08developed this lovely network diagram
21:49:10but realized that the schedule that you
21:49:12might have proposed is not going to
21:49:14support the project requirements.
21:49:16>> Well you know that is a great question
21:49:19there Leslie. What I would do if this is
21:49:21the case is I would sit down with my
21:49:23sponsor and some of the key decision
21:49:25makers, those key stakeholders, and I
21:49:28would walk through the schedule and
21:49:30explain precisely what each particular
21:49:34activity is going to do, how long it's
21:49:37going to take, and why we created the
21:49:39schedule in the way that we did. If it
21:49:42turns out that we do not have enough
21:49:44time to accomplish everything, again,
21:49:47one of the things that I learned from
21:49:49some of my senior managers in my current
21:49:53job is that you have to balance the
21:49:55triangle. So, what do we mean by that?
21:49:58If we are not having enough time to
21:50:01complete the project with the schedule
21:50:04that we have created, we need to either
21:50:07get more resources or we need to go
21:50:10ahead and reduce the scope. And that has
21:50:13to be a decision that is made by the
21:50:15stakeholders and by the sponsor. And it
21:50:19was taught to me that this is called
21:50:21balancing the triangle. In the end,
21:50:24everybody has to agree with the
21:50:25schedule, the scope, and the budget. And
21:50:28sometimes that takes a little bit of
21:50:30time to go ahead and manage. It is not
21:50:33unusual, unfortunately, for you to
21:50:36require more time to satisfy everything
21:50:39in the project than you have. And
21:50:41sometimes you have to do that
21:50:42negotiation and you have to make those
21:50:44cuts or you have to make those
21:50:46compromises and concessions.
21:50:50>> Yes. How do how would you factor risk
21:50:52into your project planning?
21:50:55>> Well, when I took my
21:50:58continuing education course, I was very
21:51:00impressed by an acronym that I learned
21:51:03called Piercing. P IC.
21:51:07And every time I've had the opportunity
21:51:09to go ahead and plan risk for a project,
21:51:12I follow that. The P stands for plan.
21:51:16Develop a riskmanagement plan. Who's
21:51:19going to be on the risk team and how are
21:51:21you going to manage the end-to-end
21:51:23program? Secondly, identify risks.
21:51:26Identify as many as you can. The E
21:51:30stands for evaluation.
21:51:32Evaluate each risk in terms of the
21:51:36possibility or the potential that the
21:51:38risk will occur and the impact. And then
21:51:41the C stands for control. control the
21:51:45risk after you go ahead and develop the
21:51:48R which comes before the C uh which are
21:51:52responses. So plan it, identify the
21:51:55risks, evaluate the risks, develop
21:51:58responses and control it. And by
21:52:01following that PRC in my current job, we
21:52:04had an awful lot of success. And while
21:52:07sometimes we were caught by surprise by
21:52:09risks, for the most part, we managed it
21:52:11and it didn't manage us.
21:52:15Thank you. We are believers in the risk
21:52:17registers as well. One final question
21:52:20for you. We do not employ scrum masters
21:52:23or product owners. So we expect that our
21:52:26project managers can uh effectively
21:52:29serve in that role in agile projects. Is
21:52:32that something you would be able to do?
21:52:34And how would you do that?
21:52:37>> Well, that's a great question there
21:52:38Leslie. And actually in my current
21:52:40position, we really don't have product
21:52:42owners and scrum masters as well.
21:52:44Normally the project manager was the
21:52:47individual who was assigned to lead and
21:52:50manage the agile project. But I think
21:52:54that a project manager should be
21:52:56well-versed in both being a product
21:52:58owner and a scrum master. The product
21:53:00owner is the voice of the customer. And
21:53:03as a project manager, you have to be
21:53:05able to work with the customer,
21:53:07determine what their definition of value
21:53:10is, and hopefully effectively elicit
21:53:13requirements from them. But then the
21:53:16other job of the project manager is to
21:53:19manage the team as well. And that's the
21:53:21job of the scrum master. The scrum
21:53:23master makes sure that the team has
21:53:25everything that they need, that there
21:53:27are no blockers. So, I think that a
21:53:29project manager should be able to
21:53:31effectively perform both positions
21:53:34because that's really part of overall
21:53:36project management.
21:53:39>> Great. Most customers, as you know, want
21:53:43everything yesterday. So, how do you
21:53:45prioritize user stories in a product
21:53:48backlog?
21:53:50>> You know, that's a very important
21:53:51question as well. The number one
21:53:53priority is value. From the customer
21:53:57standpoint, we really have to understand
21:53:59which features and functions they value
21:54:02the most and we try to go ahead and
21:54:04prioritize those particular user stories
21:54:07highest in the product backlog. However,
21:54:11as the project manager, there are some
21:54:13dependencies that may not be a priority
21:54:17for the project
21:54:19sponsor or the project stakeholders, but
21:54:22need to be done first. For example,
21:54:25before I develop the new application,
21:54:27maybe I need to do some infrastructure
21:54:29work. So, it's very very important to be
21:54:32able to have that conversation with the
21:54:36stakeholders, with the customers and let
21:54:38them know the order in which each user
21:54:41story is going to occur and the reason
21:54:44why it's going to occur in that
21:54:46particular order as well. Again, try to
21:54:49focus on their value and give them what
21:54:52they need first, but within the
21:54:54guidelines of dependencies that need to
21:54:57happen along the way.
21:54:59>> That's great. Thanks so much, Robert.
21:55:02I've enjoyed hearing your thoughts. Uh,
21:55:04are you available to meet with me early
21:55:07next week uh for a final interview
21:55:09before we make our hiring decision?
21:55:12>> Uh, yes, Leslie. I'd be delighted to go
21:55:14ahead and do so, and I look forward to
21:55:16seeing you again. Again, I've enjoyed
21:55:19our conversation and just want to say
21:55:21thank you very much for your time and
21:55:24the great questions that you were able
21:55:25to go ahead and ask.
21:55:28>> Thank you. Perfect. I will send you a
21:55:30meeting proposal uh no later than
21:55:32tomorrow and uh I appreciate your
21:55:35flexibility. Thanks so much for chatting
21:55:37again today.
21:55:38>> Yes. Thank you, Leslie. I look forward
21:55:40to meeting you again next week to talk
21:55:42some more.
21:55:43>> Sounds great. Bye-bye.
21:55:45>> Have a great day. Bye-bye. Good job for
21:55:47Robert. He passed the technical
21:55:49interview and has a shot at the job if
21:55:51he has a strong final interview. What
21:55:54answers did Robert give that helped him
21:55:55secure the final interview? Think about
21:55:57how you would answer the same questions.
21:56:04[Music]
21:56:10Welcome to pre-in steps. After watching
21:56:13this video, you'll be able to describe
21:56:15guidelines to prepare for the final
21:56:17interview. Discuss how to prepare for
21:56:19behavioral questions in the final
21:56:20interview. The final interview is the
21:56:22last stretch between you and the
21:56:24decision on the job offer. Alexander
21:56:26Graham Bell once stated, "Before
21:56:28anything else, preparation is the key to
21:56:30success." This statement is very true
21:56:32when preparing for the final interview.
21:56:34Preparing for the final interview will
21:56:35take more time than the actual interview
21:56:37itself. However, this time is well spent
21:56:40and will improve your overall chances of
21:56:42success. Let's examine some guidelines
21:56:44that will prepare you to impress and
21:56:46succeed in the final interview. Be well
21:56:49rested the day before the interview.
21:56:51Understand the company's mission,
21:56:52vision, and goals. This research will
21:56:55help showcase how your values and goals
21:56:57align with the companies. Also, research
21:56:59the interviewers beforehand and try to
21:57:01learn as much about them as possible.
21:57:03Social media websites such as LinkedIn
21:57:05are a great resource. If you have
21:57:07questions or need clarification before
21:57:09the interview, ask immediately. Don't
21:57:10assume. Prepare your value proposition,
21:57:13the quantifiable data you will share
21:57:15during the interview, and the questions
21:57:16you will ask. Get the logistics in
21:57:18place. For example, your attire,
21:57:20internet connectivity, travel schedule,
21:57:22stationery, certificates, and photos.
21:57:25With the technical skills assessed in
21:57:27the previous interview rounds, the final
21:57:29interview might pose some behavioral
21:57:31questions. Again, depending on the
21:57:33company, you might encounter behavioral
21:57:35questions throughout the interview
21:57:36process. How do you prepare for
21:57:38behavioral questions? First and
21:57:40foremost, be aware of the questions that
21:57:42the interviewer might ask. Let's review
21:57:44some common questions and how to prepare
21:57:46to respond. First, a common question is,
21:57:48how do you set goals? To respond to this
21:57:50question, it will benefit you to
21:57:52research goal setting best practices.
21:57:54Also, be aware of smart goals, which are
21:57:56specific, measurable, attainable,
21:57:58relevant, and time bound. Now another
21:58:01question. Can you work effectively under
21:58:03pressure? Answer this question honestly.
21:58:05Acknowledge that working under pressure
21:58:07is not easy. However, you can always
21:58:09state that pressure is an opportunity
21:58:11that drives you to deliver your best and
21:58:13develop timely solutions. Another
21:58:15interesting behavioral question is how
21:58:17do you handle a challenge? You can share
21:58:19how you can stay calm and focused.
21:58:21Mention that you take a systematic
21:58:22approach, which includes identifying the
21:58:24root cause of the problem, developing
21:58:26potential solutions, analyzing options,
21:58:29and taking action. Share how a
21:58:30collaborative approach often yields the
21:58:32best results. When responding to the
21:58:34question, "Can you tell us about an
21:58:36unanticipated challenge you faced?"
21:58:38Build on the process you shared to
21:58:39handle a challenge. Be ready with a
21:58:41story that you can use as a case study.
21:58:43A frequently asked question is, "Can you
21:58:45describe a time you handled a stressful
21:58:47situation successfully?" Respond by
21:58:49sharing a personal story on how you
21:58:51handled a stressful situation. Focus on
21:58:53the skills you use to overcome this
21:58:55stressful situation and achieve success.
21:58:57Common skills you can reference include
21:58:59company, time management, the ability to
21:59:01prioritize, and attention to detail. If
21:59:04the interviewer asks you, "Can you tell
21:59:06me about a complex problem you solved at
21:59:08work?" One way to respond is to show how
21:59:10you used practical root cause analysis
21:59:13to address a project that went off track
21:59:15or a process that was not efficient.
21:59:17Project managers should understand how
21:59:18to facilitate a root cause analysis. Use
21:59:21your response to highlight your
21:59:22understanding and ability to apply the
21:59:24methodology to achieve a favorable
21:59:26resolution. Here's a common question.
21:59:28When did you make a mistake last and how
21:59:30did you handle it? Don't hesitate.
21:59:32Respond with sincerity. Outline your
21:59:34mistake, but don't dwell on it. Above
21:59:36all, don't place blame on others. Take
21:59:39accountability. Describe the actions or
21:59:41steps you took and the positive results.
21:59:44Finally, one of the most common
21:59:45questions is, "How did you learn from a
21:59:47mistake you made?" When responding,
21:59:49emphasize that everyone makes mistakes.
21:59:51Mistakes are a part of taking risks to
21:59:53achieve rewards. However, stress that
21:59:55the key is looking at the mistake as a
21:59:57learning opportunity to improve
21:59:59performance. When responding to the
22:00:01questions, use real life scenarios. Be
22:00:03honest. These mentioned questions are a
22:00:06sample of common challenging interview
22:00:07questions. You might receive questions
22:00:09on your leadership and management
22:00:11skills, how to form and motivate teams,
22:00:13and so on. To ensure your responses are
22:00:16effective, you must prepare ahead,
22:00:18develop and practice responses to common
22:00:20behavioral questions. If possible,
22:00:23practice in front of a mirror. Record
22:00:25your responses on a smartphone and play
22:00:27them back. Ask your peers and friends to
22:00:29evaluate your responses. In this video,
22:00:31you learned that key aspects of
22:00:33preparing for the final interview
22:00:35include be well-rested, research the
22:00:38interviewers, understand the company's
22:00:40mission, vision, and goals, prepare your
22:00:43value proposition, quantifiable data
22:00:45questions, be prepared with the
22:00:47logistics, be aware of the common
22:00:49interview questions. Some common
22:00:51interview questions include, how do you
22:00:53set goals? Can you work effectively
22:00:55under pressure? How do you handle a
22:00:57challenge? Can you tell us about an
22:00:59unanticipated challenge you faced? Can
22:01:01you describe a time you handled a
22:01:03stressful situation successfully? Could
22:01:05you tell me about a complex problem you
22:01:07solved at work? When was the last time
22:01:09you made a mistake and how did you
22:01:10handle it? How did you learn from a
22:01:12mistake you made? When responding to the
22:01:14questions, use real life scenarios. Keep
22:01:16it real. Be honest.
22:01:23[Music]
22:01:31What tips can you provide to
22:01:32successfully prepare for an interview?
22:01:34What are some dos and don'ts?
22:01:36>> So, I think a lot of that um preparation
22:01:38is about understanding the role that
22:01:40you're looking for and how that role
22:01:42fits into the overall company's mindset
22:01:45and goals. Um the other aspect is to
22:01:48really know your resume. And what I mean
22:01:50by that is when you're creating a
22:01:52resume, you might just list your past
22:01:54skills, but you haven't really thought
22:01:56through, okay, what are these skills and
22:01:58in what ways did I apply them? And can I
22:02:00call out specific anecdotal scenarios
22:02:03where I had to apply these specific
22:02:05roles to this job? So really thinking
22:02:07through your resume and having at the
22:02:10ready um stories that you can tell and
22:02:13examples that you can give um to really
22:02:16illustrate the skills that you've listed
22:02:17in your resume. That's um absolutely
22:02:19critical when you're interviewing. I
22:02:22think um there's there's always things
22:02:23that you want to make sure that you're
22:02:25you're accomplishing and probably some
22:02:28things to avoid um on the things you
22:02:30want to accomplish.
22:02:32>> Well, the best tip that I can give you
22:02:34is truly understand the company before
22:02:38you go to the interview. Go to the
22:02:40company website. Know what they do. Know
22:02:42who they are. Understand their mission.
22:02:45Understand their vision. And if
22:02:47possible, try to understand a little bit
22:02:49about their culture and values as well.
22:02:52Secondly, truly understand the position
22:02:55that you are interviewing for and what
22:02:58is required. And if they hire you,
22:03:01you're going to be able to provide
22:03:03value. Prepare for questions. There are
22:03:06basically three types of questions.
22:03:09general questions that you normally
22:03:11receive at a preliminary interview such
22:03:13as an HR screening or a first stage
22:03:15interview, behavioral questions which
22:03:18can be very very challenging as well.
22:03:21This is something that you really want
22:03:23to practice. For example, how would you
22:03:26handle a conflict with a sponsor? That
22:03:29can be a very challenging question. And
22:03:32in addition, technical questions. This
22:03:34is project management. I can almost
22:03:37promise you a question you're going to
22:03:38receive is, "Your firm is experiencing
22:03:42an awful lot of scope creep for their
22:03:44projects. How would you go ahead and
22:03:47prevent that?"
22:03:49Think about the questions that you may
22:03:50be asked and practice the appropriate
22:03:52question for the type of interview that
22:03:54you're having. And last, but certainly
22:03:56not least, dress appropriately as well.
22:04:01>> What are some dos and don'ts?
22:04:04So, I've been interviewing and have
22:04:06interviewed a ton of times, and when I
22:04:09go in for a first round interview, I
22:04:11still get nervous. So, one of the tips
22:04:14for overcoming that is is really just to
22:04:17practice and prepare. So, you don't want
22:04:19to go into the interview sounding like
22:04:21you're reading off a script, but talking
22:04:24with a friend or a family member and
22:04:27having them ask you some questions that
22:04:29the interviewer might ask you. and
22:04:32thinking through what your response
22:04:34would be and actually giving that
22:04:36response and practicing that response
22:04:38can be really helpful to overcome that
22:04:40nervousness. Another challenge is
22:04:42overcoming like unexpected questions. So
22:04:46sometimes you'll get a question that
22:04:48just really throws you off and that
22:04:51combined with some of the nervousness
22:04:53can really be challenging in that
22:04:55situation. So my advice would be just to
22:04:58stay calm, breathe. The interviewer
22:05:01isn't going to fault you for taking a
22:05:04moment to think about your answer. In
22:05:06fact, a lot of interviewers and hiring
22:05:09managers will actually prefer someone
22:05:12who gets a really challenging question
22:05:15and take some time to think about the
22:05:17answer to that question instead of just
22:05:19starting to give an answer that they
22:05:22haven't thought about. So stay calm,
22:05:25take a deep breath, think a for a few
22:05:28moments about the answer to that
22:05:29question, and then respond. And if you
22:05:32really don't have an answer, or if it's
22:05:34a question that you can't answer, it's
22:05:37always okay to in a tactful way say, I
22:05:40don't have an answer to that question,
22:05:42or can you clarify the question because
22:05:45I'm really not sure what you're asking.
22:05:47So there's ways that you can navigate
22:05:49even if you don't end up coming up with
22:05:51an answer. Um but the biggest thing is
22:05:54to just stay calm.
22:05:56>> So one of the things that I've seen um
22:06:00employees do as they really try to gear
22:06:03up for an important interview is, you
22:06:06know, rehearsing the interview is really
22:06:09important. You want to rehearse, but you
22:06:11don't want to rehearse to the point
22:06:12where you're memorizing your answers. If
22:06:14you're actually
22:06:16regurgitating or just giving a speech
22:06:19based on some information that you've
22:06:21memorized, that's going to come across
22:06:23and it's not going to reflect well on
22:06:25you. You want to have rehearsed, but you
22:06:28want to have rehearsed enough so that
22:06:29your answers come across fluidly and
22:06:32sincerely um and not something that
22:06:36you're just reciting. Um that might seem
22:06:38like a simple step, but it's one that
22:06:42I've seen a lot of people make mistakes
22:06:43with. So, don't recite your answers that
22:06:46are memorized during an interview.
22:06:49[Music]
22:07:00Welcome to attending the interview.
22:07:02After watching this video, you'll be
22:07:04able to list the topics to improve your
22:07:07chances of success, summarize confidence
22:07:10considerations, explain how to use
22:07:12breaks to your advantage. Attending an
22:07:15interview can be stressful. However, it
22:07:17is important that you leave a positive
22:07:19impression from when you enter the
22:07:20office or log into the virtual meeting
22:07:23to when your interview or meeting
22:07:24concludes.
22:07:26It is said that first impressions are
22:07:28lasting. You have one opportunity to
22:07:30make a positive first impression. Let's
22:07:33review some tips to improve your chances
22:07:35of success. Be on time. Punctuality
22:07:39shows that you were disciplined and have
22:07:40a respect for the interviewer's time. If
22:07:43you're running late, call ahead. Do not
22:07:45arrive late and share an excuse. Dress
22:07:48for success. Try to determine the dress
22:07:50norms for your interview ahead of time.
22:07:52Do not dress down or do not overdress.
22:07:56When in doubt, business casual with a
22:07:58jacket works well for all genders. It
22:08:00may be beneficial to have a necktie
22:08:02available just in case. Bring the
22:08:05essentials to an interview. Avoid
22:08:06bringing in coffee, snacks, chewing gum,
22:08:09and so on. If you need water, bring a
22:08:11small bottle in your bag. Be polite to
22:08:14the receptionist and thank them for
22:08:15their time. Some firms ask the
22:08:17receptionist for their impressions of
22:08:19you as a part of their checklist. The
22:08:21receptionist may also be a great source
22:08:23of information. For example, ask the
22:08:25receptionist, "Do you think I need a
22:08:26necktie?"
22:08:28Your smartphone is not required. Put
22:08:30your smartphone in your pocket or bag
22:08:32and turn it off. Your interviewer's
22:08:34first impression of you should not be
22:08:35one where they picture you engaged with
22:08:37your smartphone.
22:08:38Be organized. At a minimum, have copies
22:08:41of your resume, a notebook, business
22:08:43cards, and a pen. Pack the minimum and
22:08:45be able to locate what you need in a
22:08:47matter of seconds. You may consider
22:08:49color-coded folders or an organizer for
22:08:51each document that you require.
22:08:54Make the first move. Greet your
22:08:55interviewer with a handshake and a
22:08:57smile. This action shows the interviewer
22:08:59that you are ready, confident, and self
22:09:01assured. Make a connection. Try to find
22:09:04something you and the interviewer have
22:09:06in common. Be observant. If you know
22:09:09your interviewer, perform some initial
22:09:11research. Social media can be helpful.
22:09:14And find something you have in common.
22:09:16For example, you notice a college
22:09:18diploma from a university you attended.
22:09:20comments on the fact that you both
22:09:21attended the university. This small
22:09:24icebreaker can lead to positive results.
22:09:26Employers are seeking individuals who
22:09:28have a solid confidence level and are
22:09:30self assured. Here are some ways that
22:09:32you show your confidence during the
22:09:33interview. Greeting. Practice your
22:09:36initial hello and handshake. Determine
22:09:38if the culture dictates an alternate
22:09:40greeting and be ready to adapt. For
22:09:42example, many Asian executives may bow
22:09:45slightly during the initial
22:09:46introduction.
22:09:48Body language. Practice making eye
22:09:50contact and displaying good posture.
22:09:52Stay focused. Avoid folding your arms
22:09:55and fidgeting. Show you are alert and
22:09:57engaged. Breathing. Practice good
22:10:00breathing techniques. Practicing slow,
22:10:02deep breathing can help you maintain
22:10:04focus, collect your thoughts, and
22:10:06refocus if necessary. Prepare and
22:10:09rehearse. Be prepared to respond
22:10:11thoughtfully. Respond thoughtfully. Take
22:10:14your time when responding to questions.
22:10:16Use pauses and try to speak slowly.
22:10:19Address each question thoroughly. It is
22:10:22not off limits to say, "That's a good
22:10:23question. Let me think about that for a
22:10:25moment." Check your emotions. Show
22:10:28passion, but check your feelings at the
22:10:30door. Remain calm and positive. And
22:10:32always remember that your smile is a
22:10:33tool that can pave the way for improved
22:10:35relationships and win over an
22:10:37interviewer. Some interviews are
22:10:39timeconuming. For interviewers exceeding
22:10:4130 minutes or more, asking for a drink
22:10:44of water or a restroom break is
22:10:45acceptable. If you need one, limit the
22:10:47break to a few minutes and thank the
22:10:49interviewer for their consideration. If
22:10:51the interviewer offers a break, take it.
22:10:53Breaks are an opportunity to gather your
22:10:55thoughts, take a deep breath, and calm
22:10:57your nerves. You can also use this time
22:10:59to review your notes, drink some water,
22:11:01or use the restroom. In this video, you
22:11:04learned that you can use some of the
22:11:06following tips to make a good first
22:11:08impression. Be on time. Dress for
22:11:11success. Bring the essentials to the
22:11:13interview. Be polite, silence your
22:11:16mobile device, be organized, make the
22:11:19first move, and make a connection. Some
22:11:22ways to show confidence during an
22:11:24interview include greeting, body
22:11:26language, breathing, prepare and
22:11:29rehearse, respond thoughtfully, and
22:11:32check emotions. If you need a break,
22:11:34don't hesitate to ask for a short one.
22:11:42[Music]
22:11:48Welcome to answering questions. After
22:11:51watching this video, you'll be able to
22:11:53describe how to answer questions,
22:11:55discuss questions you should avoid, and
22:11:57explain the STAR technique. Answering
22:11:59questions properly and adequately is
22:12:01critical to your success in an
22:12:02interview. Here are some tips on
22:12:04answering interview questions. Prepare
22:12:07for the interview. Anticipate the
22:12:09questions you are likely to receive and
22:12:11prepare and rehearse your responses
22:12:12ahead of time. In particular, consider
22:12:15the tough questions you might receive.
22:12:17Practice answering these questions
22:12:18before the interview. Share your
22:12:21proposed responses with trusted friends
22:12:22and mentors. Solicit their feedback and
22:12:25have your answers well thought out
22:12:26before they are asked.
22:12:29Think before you speak. Do not rush your
22:12:31answer. Pause a moment to ensure you are
22:12:34able to understand the question and
22:12:35mentally review your response. Take a
22:12:37deep breath. If need be, state, "That is
22:12:40a great question. Let me think about it
22:12:42for a moment." That gives you a few
22:12:44seconds to gather your thoughts. If need
22:12:47be, ask for additional time to respond.
22:12:50Using responses such as, "Can we get
22:12:52back to that question in a bit?" or "Can
22:12:54I do some research on this and get back
22:12:55to you?" are better responses than
22:12:57responding poorly. You may want to
22:12:59answer a portion of the question. You
22:13:01may respond, "I can answer this question
22:13:03in part. Promise to get back to the
22:13:06interviewer on the parts of the question
22:13:07you defer. Monitor your body language.
22:13:10It is said that your non-verbal
22:13:12communications are more often revealing
22:13:14than the words you share. Stay focused.
22:13:16Make eye contact. Nod. Don't fidget.
22:13:19Uncross your arms and take notes. Don't
22:13:21forget your smile.
22:13:23Reword or paraphrase. Clarify the
22:13:26question. Consider rewarding or
22:13:28paraphrasing the question to ensure your
22:13:30response is adequate. Respond with, in
22:13:32other words, or if I understand your
22:13:35question. Make sure you clarify any
22:13:37acronyms or ambiguous terms. Do not
22:13:40assume you understand their meaning.
22:13:41Confirm it. Use the question as a bridge
22:13:44opportunity. Answer the question, then
22:13:46draw a link to a topic you might prefer
22:13:48to discuss that is more comfortable for
22:13:50you. Find ways to share your key selling
22:13:52points in the interview, even if a
22:13:54specific question is not asked.
22:13:57Manage your demeanor. Always remain
22:13:59respectful and courteous. Do not let
22:14:01your emotions take the lead. Try to
22:14:03connect with the interviewer and
22:14:05consider using humor when it makes
22:14:06sense. Disengage when necessary. Let the
22:14:10interviewer know you finished a response
22:14:11and are ready to move on to the next
22:14:13question. Next, let's look at questions
22:14:16you should avoid asking. You have little
22:14:18control over the questions asked of you.
22:14:20However, you have control over the
22:14:22questions you can ask. If asked what you
22:14:24consider as an inappropriate question,
22:14:26respond as nothing in my personal life
22:14:29that would stop me from being 100%
22:14:31committed to this position or who I am
22:14:34personally will never interfere with my
22:14:36desire to work hard and excel in the
22:14:37job. Here are topics around which any
22:14:40questions will be considered
22:14:41inappropriate.
22:14:43Age, ancestry, race, citizenship, credit
22:14:46rating, criminal record, disabilities,
22:14:48family status, gender, military
22:14:50discharge, or sexual preference.
22:14:53children, pregnancy or child care
22:14:55arrangements, height, weight or
22:14:58appearance, recreational drug use or
22:15:00sick leave history,
22:15:03preferences for a certain type of
22:15:04candidate, and politics or religion.
22:15:08Now, let's review the STAR technique, a
22:15:10common method used to prepare for
22:15:12behavioral and situational interview
22:15:14questions. STAR stands for situation,
22:15:17task, action, and result. You can use
22:15:20the STAR technique if a hiring manager
22:15:22or interviewer asks behavioral interview
22:15:24questions to determine your fit for the
22:15:26position. This method helps you prepare
22:15:28clear and concise responses using real
22:15:30life examples. Let's define the STAR
22:15:33categories. Situation. Describe the
22:15:36situation and when it took place. Task.
22:15:40Explain the task and what was the goal.
22:15:43Action. Provide details about the action
22:15:45you took to attain this result. Conclude
22:15:49with the result of your action.
22:15:51Let's illustrate an example. You were
22:15:53asked how do you normally approach
22:15:55problems? Can you share your process?
22:15:58You can share the process the narrative
22:16:00for which might be I took a process
22:16:03approach. I reviewed schedules,
22:16:04identified the problem and searched for
22:16:06the root causes. I then collaborated
22:16:09with the team to identify the true root
22:16:11causes for delays.
22:16:13We developed solutions to fasttrack some
22:16:15activities and crash others using
22:16:17available resources. When using the STAR
22:16:19technique, remember you can use examples
22:16:22from work, home, or volunteering.
22:16:24Remember the KISS acronym. Keep it short
22:16:27and sweet. Respond in a conversational
22:16:29manner. Try not to appear too rehearsed.
22:16:32Be prepared to answer follow-up
22:16:34questions. Your examples will likely
22:16:35generate interest and additional
22:16:37questions. In this video, you learned
22:16:39that preparation, thinking before
22:16:41responding, monitoring your body
22:16:43language, rewarding or rephrasing, and
22:16:45managing your demeanor are important to
22:16:47be successful in an interview. Avoid any
22:16:50questions or comments around personal
22:16:52life.
22:16:54Use the STAR technique to structure your
22:16:56response for a behavioral question. The
22:16:58STAR categories include situation,
22:17:01describe the situation and when it took
22:17:03place, task, explain the task and what
22:17:06was the goal.
22:17:08Action. Provide details about the action
22:17:10you took to attain this result. Conclude
22:17:13with a result of your action.
22:17:19[Music]
22:17:25Welcome to Expert Viewpoints, responding
22:17:27to questions. In this video, get tips
22:17:30from experts for how to successfully
22:17:32prepare for interview questions.
22:17:35What have you found to be the best ways
22:17:37to prepare for questions?
22:17:40>> There are normally three categories of
22:17:42questions. General questions, tell us
22:17:45about yourself. General questions, h why
22:17:49are you here? General questions, what
22:17:52are your basic skills? How do you match
22:17:55to this particular position? Next, there
22:17:58are technical questions. This normally
22:18:01occurs during a technical interview that
22:18:03follows a first stage interview.
22:18:05Definitely understand key questions that
22:18:08are going to be asked about project
22:18:10management. And as a project manager,
22:18:12all of you are familiar with the
22:18:14triangle, time, cost, and scope.
22:18:18Definitely understand the process to
22:18:20develop a scope baseline, understand the
22:18:22process to develop a schedule baseline,
22:18:25and understand the process to develop a
22:18:27cost baseline because chances are pretty
22:18:29good your technical questions will go
22:18:31ahead and address those particular areas
22:18:34as well. And write down your questions
22:18:38and practice them. As a matter of fact,
22:18:41if you think that there are certain
22:18:42questions, there is no problem with
22:18:45carrying your notebook and having
22:18:47certain questions with bullet points
22:18:48available. An interviewer is not going
22:18:51to penalize you if you say, "Well, give
22:18:54could I have a moment to think about
22:18:55that. That's really a great question."
22:18:58And I think I have a little note on this
22:19:00and just do a glance, but don't read it.
22:19:02Then look back and share your response.
22:19:07I think the best way to prepare for
22:19:08questions is to video yourself. Uh find
22:19:11somebody who can ask you questions just
22:19:13like what we're doing here in these
22:19:15videos. Um and prepare your, you know,
22:19:18you research the questions, you give
22:19:20them to your buddy, and then get the
22:19:22video out and start recording yourself
22:19:24and prep. See how you look. See, you
22:19:26know, you could even go so far as do I
22:19:28want to wear this color or that color
22:19:30and put my hair up or down or whatever.
22:19:32But um but look at what your face looks
22:19:34like. look at your facial expressions as
22:19:37you're answering the questions. Um, you
22:19:39know, have your have your friend be a
22:19:43little bit different than what you're
22:19:44expecting. You know, have them mix it
22:19:46up. Not all interviews are easy. Some
22:19:49people intentionally try to make people
22:19:50nervous during interviews. Um, they
22:19:53might really get in your face with
22:19:54questions or really dive in to like take
22:19:57one situation and just keep drilling and
22:19:59drilling and drilling on it. And so, you
22:20:01know, if you can have your buddy try
22:20:03different styles of questions, that
22:20:05would be great, too, so that you're
22:20:07prepared to answer any any type of of
22:20:09conversation that you need to.
22:20:14>> What have you found to be the best ways
22:20:16to prepare for questions?
22:20:18>> Um, a lot of the interview prep
22:20:20questions do feel like an exam, and you
22:20:22don't want to have that mindset going
22:20:23into an interview. You want to go into
22:20:25the interview with a mindset of of
22:20:27conversing with the hiring manager. So
22:20:29to prepare for interview questions, talk
22:20:32with people and have them interview you
22:20:34and then that will help you understand
22:20:36what that conversation will be like. And
22:20:39I think we'll much better prepare you
22:20:40than just looking at a list of questions
22:20:42online.
22:20:44The way that I prepare for interview
22:20:46questions is to um is to try to talk to
22:20:49people in the industry that are working
22:20:51in that field. Um, a lot of times in the
22:20:54interviews that I've gone in, I I've not
22:20:56only talked to hiring managers, but I've
22:20:58talked to specialists within the group
22:21:00that will be hiring me. So, for example,
22:21:01when I was working at Microsoft and got
22:21:04hired into the role there, I talked to
22:21:06seven or eight different people. Um, I
22:21:08was being hired for a very specific
22:21:10role, but I talked to people from
22:21:11marketing, I talked to people from the
22:21:13testing organization, from the software
22:21:15development organization, um, and the
22:21:17project management organization. And so
22:21:20trying to to prepare for all of those
22:21:23questions can be very difficult. But
22:21:26when I was trying to get my head around
22:21:28what I needed to say in the interview, I
22:21:30actually talked to different people that
22:21:32were working in those roles to try to
22:21:34understand what they cared about, what
22:21:35what their needs were, what their, you
22:21:37know, values were. And these were people
22:21:39that I knew from um from my personal
22:21:41life and from other work that I had
22:21:43done. And by talking to those people, I
22:21:45felt like I was getting a good picture
22:21:46of what each of the roles might be
22:21:49interested in and I was able to kind of
22:21:51prepare for interview questions that
22:21:52way. Um, I did look online at interview
22:21:55questions, but I I rarely find those
22:21:57valuable. So, talking to people that are
22:22:00actually doing the roles and getting
22:22:01them to ask you questions is the best
22:22:03way that you can prepare for those.
22:22:05So, I've been interviewing and have
22:22:08interviewed a ton of times and when I go
22:22:10in for a first round interview, I still
22:22:13get nervous. So, one of the tips for
22:22:16overcoming that is is really just to
22:22:18practice and prepare. So, you don't want
22:22:21to go into the interview sounding like
22:22:22you're reading off a script, but talking
22:22:26with a friend or a family member and
22:22:28having them ask you some questions that
22:22:31the interviewer might ask you and
22:22:34thinking through what your response
22:22:36would be and actually giving that
22:22:37response and practicing that response
22:22:39can be really helpful to overcome that
22:22:42nervousness. Um, and then another
22:22:45challenge is overcoming like unexpected
22:22:48questions. So sometimes you'll get a
22:22:50question that just really throws you off
22:22:53and that combined with some of the
22:22:55nervousness can really be challenging in
22:22:58that situation. So my advice would be
22:23:01just to stay calm, breathe. The
22:23:04interviewer isn't going to fault you for
22:23:06taking a moment to think about your
22:23:08answer. In fact, a lot of interviewers
22:23:11and hiring managers will actually prefer
22:23:14someone who gets a really challenging
22:23:17question and take some time to think
22:23:20about the answer to that question
22:23:22instead of just starting to give an
22:23:25answer that they haven't thought about.
22:23:27So stay calm, take a deep breath, think
22:23:30a for a few moments about the answer to
22:23:32that question, and then respond. And if
22:23:35you really don't have an answer or if
22:23:37it's a question that you can't answer,
22:23:39it's always okay to in a tactful way
22:23:42say, "I don't have an answer to that
22:23:45question or can you clarify the question
22:23:48because I'm really not sure what you're
22:23:49asking." So, there's ways that you can
22:23:51navigate even if you don't end up coming
22:23:54up with an answer. Um, but the biggest
22:23:56thing is to just stay calm.
22:23:58[Music]
22:24:09Next, check out Robert's third and final
22:24:11interview.
22:24:13In this interview, Robert Mason has
22:24:14applied for an entry-level project
22:24:16manager role at ABC Company, a large
22:24:18electronics manufacturing company. The
22:24:21interviewer from ABC is Leslie Porter, a
22:24:23senior project manager. Please note,
22:24:25like in any interview, not all questions
22:24:27might be correct. Instead, focus on how
22:24:29the interviewee, Robert Mason, answered
22:24:31the questions.
22:24:33>> Hello, Robert. Welcome back. I've hope
22:24:36that you had a great week so far. Let me
22:24:38cut to the chase. ABC Company is a great
22:24:42place to work. Uh, however, this project
22:24:44management position will require some
22:24:46potential challenges. Um, I want to
22:24:49present you with some of these
22:24:50challenges and get your thoughts on how
22:24:52you would address these.
22:24:54>> Wonderful. Well, thank you again for
22:24:56your time there, Leslie. And it is nice
22:24:58to see you again and hopefully you as
22:25:00well had a great week and I look forward
22:25:03to go uh to to your questions here. I'm
22:25:06sure they're going to be challenging and
22:25:08I'll do the very best that I can to go
22:25:10ahead and respond.
22:25:11>> Great. Uh you'll need to make decisions
22:25:14quickly. So, how do you make decisions
22:25:17and try to avoid possible conflict uh
22:25:20that may result from them?
22:25:23Decision making is always a huge
22:25:25interpersonal skill challenge. Uh as I
22:25:28shared earlier, I spent a lot of time in
22:25:31marketing. We had to make a lot of
22:25:33decisions. And now for the past couple
22:25:35of years as a project coordinator.
22:25:37Decisions are an everyday dilemma that
22:25:40we have to go ahead and face. So one of
22:25:42the things that I found that is really
22:25:44effective when it comes to making
22:25:46decisions is to try to be as inclusive
22:25:49as possible. If you have time to go
22:25:52ahead and make the decision, I always
22:25:55try to go ahead and work with the
22:25:58individuals who are going to be impacted
22:26:00by the decision and share with them what
22:26:03needs to happen and try to get their
22:26:06input. That doesn't mean I'm going to be
22:26:07able to do it their way, but at least I
22:26:09want to go ahead and hear what they have
22:26:11to say and they may be able to come up
22:26:13with some ideas that's going to assist
22:26:15with the decision. Now there are times
22:26:17when you have to make a decision and you
22:26:19don't have an awful lot of time to
22:26:21collaborate with individuals but
22:26:24whenever that is the case at least I try
22:26:26to let the different stakeholders know
22:26:28that this is a decision that we're
22:26:30making and this is why we are doing it
22:26:32as well. The one thing that I really try
22:26:35to avoid is catching people by surprise.
22:26:39Now there is one tool that I found to be
22:26:42pretty effective and it's called nominal
22:26:45group technique. I learned that in my
22:26:47continuing education program. When there
22:26:50is a decision to make, we develop the
22:26:53different options and then we let when
22:26:56we have the time to do it, the
22:26:58stakeholders evaluate and prioritize
22:27:01each particular option. There was a case
22:27:04when I had to make a decision and there
22:27:06were a variety of different ideas on
22:27:09what the best options were. But when the
22:27:11stakeholders were able to go ahead and
22:27:13prioritize these particular options, we
22:27:16took the one that was the highest
22:27:18priority and while not everybody was
22:27:21happy with the decision, at least they
22:27:23were part of the decision-making process
22:27:25and they agreed to go ahead and give it
22:27:27a try.
22:27:28>> Did everyone agree with the decision?
22:27:31>> No, not really. There were still a few
22:27:33people who were a little bit skeptical,
22:27:36but because they had been involved and
22:27:38everybody had a vote, they at least
22:27:41agreed to disagree and when we walked
22:27:43out of the room, we were all moving
22:27:46forward in the same direction. Yes,
22:27:48there was a little bit of skepticism,
22:27:50but at least the people were willing to
22:27:52go ahead and give it a try. And when
22:27:55that is the case, you make sure that if
22:27:58it's working, it's great. If it's not,
22:28:01go back to the drawing board and
22:28:02possibly change direction.
22:28:05>> That sounds good. Uh, have you ever had
22:28:08a conflict with a co-worker? And if so,
22:28:11how did you handle that?
22:28:13>> Uh, unfortunately, conflicts are part of
22:28:17everyday life in the workplace. And one
22:28:20of the things that I learned a long time
22:28:22ago is that there's two types of
22:28:23conflict. One of them is what is
22:28:27referred to as good or functional
22:28:28conflict. and the other is bad or
22:28:31dysfunctional conflict. So the first
22:28:33thing that you have to do is recognize
22:28:35when there is a conflict and I find that
22:28:37the best way to identify where there is
22:28:40a conflict is by walking around and
22:28:42meeting with my team and having
22:28:44conversations with them as well. But the
22:28:47greatest tool that I think that is
22:28:49important for a project manager when it
22:28:51comes to conflict management is active
22:28:54listening.
22:28:56always try to go ahead and listen to the
22:28:58individual and try to understand what
22:29:02their opinion is. Where is their
22:29:05opinion, which is the definition of
22:29:06conflict, different than yours? And
22:29:10don't be judgmental. Try to put yourself
22:29:12in their shoes. Try to empathize with
22:29:14them a little bit as well and understand
22:29:17their perspective. Once you can
22:29:20understand their perspective, explain
22:29:23your perspective and hopefully between
22:29:26the two of you or maybe even more
22:29:29individuals, you can have a good
22:29:31conversation and collaborate and come up
22:29:34with a win-win situation.
22:29:37>> Thank you. Maintaining stakeholder
22:29:40commitment and motivation is a
22:29:42challenge. How do you motivate a team to
22:29:44stay the course?
22:29:46You know the the team is so important.
22:29:50I'm a firm believer that project
22:29:52management is not an individual sport.
22:29:56Most project managers cannot manage the
22:29:58project by themselves. They're very very
22:30:00dependent upon the team. So what I have
22:30:04learned as a best practice is on day
22:30:07number one when you have your project
22:30:09charter sit down and try to identify who
22:30:12the key stakeholders are, who needs to
22:30:15be involved, who's going to be impacted
22:30:17by this particular project. Then define
22:30:22various roles and responsibilities for
22:30:24each particular stakeholder. One of the
22:30:27tools that I found that's very effective
22:30:29is the REI tool. Assign individuals by
22:30:32responsible, accountable, consult, and
22:30:36inform. But then make sure that you
22:30:39engage with these stakeholders as well.
22:30:41Don't simply assign roles and
22:30:42responsibilities and assign it via an
22:30:45email and assume that everything is
22:30:47going to work out. You have to engage
22:30:50with each stakeholder. Make sure that
22:30:52they understand what their role and
22:30:54responsibility is and answer any
22:30:56questions that they may have and work
22:30:58with them every step along the way in
22:31:01case there are blockers or issues that
22:31:03develop as you're trying to get the job
22:31:05done.
22:31:07>> That that leads me to a follow-up
22:31:10question here. Uh how do you ensure
22:31:12communications with the team is
22:31:14effective and can you walk me through
22:31:16your process a little bit? Yes,
22:31:19communications is absolutely critical.
22:31:21Uh, one of the things that I learned
22:31:23from some of my managers and I totally
22:31:26agree with them, a little quote, and I
22:31:28forget exactly who the manager was, but
22:31:31communications is the glue that holds
22:31:33the project together. So, going back to
22:31:36the last question, we talked about
22:31:38identification of stakeholders. It's
22:31:41very very important to make a
22:31:43determination early in the project what
22:31:46information is needed by each
22:31:48stakeholder and what is not needed. I am
22:31:51a firm believer that every project
22:31:54manager for a project should develop a
22:31:56communications management plan. The
22:31:58communications management plan lists
22:32:01each communication item, assigns
22:32:04responsibility for that particular item,
22:32:07and also defines who's going to be a
22:32:10recipient of that particular
22:32:11communications and why they're going to
22:32:14receive it. I try to build the
22:32:17communications management plan. I
22:32:19identify who the audience is for each
22:32:21particular communication item and I try
22:32:24to let these individuals know ahead of
22:32:26time that you're going to be receiving
22:32:28this information and why it is
22:32:31important. Again, I don't know who the
22:32:34manager was who shared this with me, but
22:32:36in project management, effective
22:32:39communications is getting the right
22:32:41information to the right person at the
22:32:44right time in the right amount. So have
22:32:46that communications management plan.
22:32:49Make sure that all of the key
22:32:50stakeholders sign off on it. They buy
22:32:53into it and follow it.
22:32:56>> That's great. Here's another question.
22:32:59You have a a team member who is not
22:33:01performing. What would you do?
22:33:04>> Well, the first thing that I'm not going
22:33:05to do is chastise them and start playing
22:33:08the blame game because that's going to
22:33:11take it from bad to worse. I always try
22:33:14to I try try to believe in an individual
22:33:18and that everybody has positive intent.
22:33:21So the first thing that I'm going to do
22:33:23is sit down with the individual and try
22:33:26to identify what the problem is. I'm
22:33:29going to explain that this is what I
22:33:32thought was going to happen. In my mind
22:33:35it didn't happen. Tell me if I'm right
22:33:37or wrong. And I'd like to find out from
22:33:40you why it didn't happen because here
22:33:43was the impact of you not following
22:33:45through or perhaps this activity not
22:33:49being accomplished as well. And I tried
22:33:52to go ahead and again assume that
22:33:54positive intent and try to find out what
22:33:57the root cause was for the
22:33:58non-performance. There may be some
22:34:00reason that is bonafide. Maybe the
22:34:03individual had an issue and possibly I
22:34:06could have done a little bit better job
22:34:08understanding that this individual had
22:34:10some issues before I was expecting them
22:34:14to go ahead and follow through on a
22:34:16commitment. I probably could have
22:34:18improved the conversation and
22:34:20communication a little bit. But I will
22:34:22work with this individual, explain the
22:34:24problem, explain what the impact of the
22:34:27problem was, explain my expectations,
22:34:30and ask them, "How can I assist you in
22:34:34trying to go ahead and perform better
22:34:37the next time?" One of the things that
22:34:39I'll also try to do to motivate the
22:34:41individual is to try to find a way to
22:34:44get them excited about the project and
22:34:47the task that I'm asking them to do.
22:34:49Show them how they're going to achieve
22:34:51something special for themselves. Maybe
22:34:54how they're going to be affiliated and
22:34:56working with a great team or maybe
22:34:58empowered to go ahead and make a
22:34:59difference as well. But try to find some
22:35:01kind of a a reason to allow them to care
22:35:05and value the
22:35:07positive aspects of what I'm asking them
22:35:10to do and how the results are going to
22:35:12be beneficial not only to the company
22:35:14but to them as well.
22:35:17>> Thank you. I won't lie. Uh you will be
22:35:20working in a pressure-filled
22:35:21environment. How do you handle working
22:35:24under pressure?
22:35:26>> Well, I I know that working under
22:35:28pressure is very very difficult. One of
22:35:30the things that I really try to do each
22:35:31particular day is to prioritize my work.
22:35:34I may have 10 different things that I
22:35:36need to do. But I try to figure out
22:35:39those top three or four things that need
22:35:42to happen. And how do I prioritize? I
22:35:45work very closely with my managers, with
22:35:47my customers, with my team members, with
22:35:51everybody that is dependent upon me and
22:35:54I really try to take things one step at
22:35:56a time. In addition, one of the things
22:35:58that I don't do is to put adverse
22:36:00pressure on myself as well. I found a
22:36:03long time ago that you don't want to go
22:36:06ahead and overpromise and underperform.
22:36:10Last, but certainly not least, as I kind
22:36:12of mentioned before, I'm a pretty good
22:36:14time manager and I'm able to determine
22:36:16how long tasks are going to go ahead and
22:36:18take each step along the way. And when I
22:36:21do make commitments, normally I follow
22:36:23through on them. However, if I can't
22:36:25follow through or if something happens,
22:36:27I make sure that I alert my manager or
22:36:30the stakeholders ahead of time so that
22:36:32they're not caught by surprise. So, I
22:36:34guess the best way to summarize working
22:36:37under pressure is take it one step at a
22:36:40time. Do the very best that you can. Dot
22:36:42the eyes and cross the tees.
22:36:46>> That's great. Our customers can be very
22:36:49demanding sometimes. Uh so, how do you
22:36:51work with customers to ensure that
22:36:53you're satisfying that they're satisfied
22:36:55while still satisfying the needs of the
22:36:57project?
22:36:59>> Uh, absolutely. Another really great
22:37:01question as well. Again, I had the
22:37:04opportunity to take a lot of continuing
22:37:07education courses in project management.
22:37:10And the one thing that was really
22:37:11ingrained into my head was that as the
22:37:15project manager, you and the team do not
22:37:17necessarily define what quality is.
22:37:20Quality and value is defined by the
22:37:23customer. So, the project manager needs
22:37:26to sit down with the customer and make
22:37:29sure that they truly understand what the
22:37:31customer's expectations are. And going
22:37:35back to my previous response, make sure
22:37:37that you don't overpromise and underdel
22:37:40because at the end of the day, when the
22:37:42project is complete and you want to go
22:37:44ahead and turn over the product or
22:37:46service that you created, it's not you
22:37:49or the team, but the customer who's
22:37:50going to determine if this project
22:37:54deliverable actually added the intended
22:37:56value that they were looking for as
22:37:58well.
22:38:00>> Okay, Robert. Well, we have two final
22:38:04interviews that we're going to be
22:38:05finishing later today. Uh, and we should
22:38:08be making our decision in the next day
22:38:10or so. Um, we'll definitely be in
22:38:12contact with you without delay once we
22:38:14have our decision. Do you have any
22:38:16questions for me?
22:38:18>> Uh, yes. Thank you for the opportunity,
22:38:20Leslie. I really appreciate that. My
22:38:22first question is, is there anything
22:38:24that perhaps I can explain a little bit
22:38:27better or do you have any questions in
22:38:29your mind about anything that I shared
22:38:30with you? and I'd love a chance to go
22:38:32ahead and expound upon it or clarify so
22:38:35that you have a better understanding.
22:38:39>> Uh thank you. Um you said that you were
22:38:42pursuing the certified scrum master
22:38:44certification. Do you think that
22:38:47certification will qualify you to work
22:38:50in the agile environment?
22:38:53>> You know, I really believe Leslie that
22:38:55it does. Uh the certified scrum master
22:38:58training was a two-day training
22:39:02opportunity from the Scrum Alliance that
22:39:05was mandatory before I was able to get
22:39:07my certified Scrum Master certification.
22:39:10And they walk you not only through the
22:39:12process, but they give you a lot of
22:39:16examples to go ahead and develop user
22:39:18stories and product backlogs and things
22:39:20such as this. So from a conceptual
22:39:22standpoint, I think I'm in pretty good
22:39:24shape. and I had the opportunity to work
22:39:27with some project managers who were
22:39:29actually implementing projects in my
22:39:31current job and I was able to learn from
22:39:34them as well. I'm not going to lie to
22:39:36you. I'm not going to say that I know
22:39:38everything about agile and scrum, but I
22:39:40understand the process. I understand the
22:39:42concepts. I've had some practical
22:39:45application of it. And I'd really love
22:39:47the opportunity, which is one of the
22:39:49reasons why I'm here today, uh, if I am
22:39:52lucky enough to go ahead and get this
22:39:54position, to actually expand upon my
22:39:59skills and grow them in this particular
22:40:01job.
22:40:04>> Great. Um, anything else?
22:40:07>> Yes. Uh, if I may get a little bit
22:40:10personal, Leslie, what do you most enjoy
22:40:13uh about working in the current firm or
22:40:16your current job? What's the most
22:40:19pleasant aspect of your job?
22:40:21>> Oh, I would definitely say I love the
22:40:24company and the culture and the people
22:40:26here. Um, you know, we're all focused on
22:40:29adding value to both the company and for
22:40:31our customers. So, we all take our job
22:40:34very seriously. Um, but we support each
22:40:37other and we've formed really strong
22:40:38teams, so I love working here.
22:40:42>> Wow, that sounds great. Well, I'll keep
22:40:45my fingers crossed and hopefully get a
22:40:47positive call from you there. I'd love
22:40:49to become part of that particular team.
22:40:52>> Great. Thanks so much, Robert.
22:40:55>> Yeah, thank you again for your time,
22:40:56Leslie, and I hopefully look forward to
22:40:59talking with you and working with you in
22:41:01the future.
22:41:02>> Sounds good. Bye-bye.
22:41:03>> Bye-bye. With the final interview
22:41:06completed, do you think Robert will get
22:41:08the job? Reflect on Robert's answers and
22:41:10consider how you would answer these same
22:41:12questions.
22:41:13[Music]
22:41:24Welcome to core and behavioral interview
22:41:26questions. After watching this video,
22:41:27you'll be able to discuss how to respond
22:41:30to job and industry specific questions.
22:41:32Summarize tips for responding to skill
22:41:34and experience questions. Explain how to
22:41:36respond to behavioral questions.
22:41:38Addressing questions during an interview
22:41:40is an art. A key ingredient to your
22:41:42success is understanding how to respond
22:41:44to different types of questions,
22:41:45typically industry specific, skill, and
22:41:47experience specific and behavioral
22:41:49questions. The interviewer might choose
22:41:51to ask questions in any order to assess
22:41:53if you are best fit for the role. Let's
22:41:56begin with discussing how you can
22:41:57respond to industry specific questions.
22:42:00The interviewer might choose to assess
22:42:01your industry and company knowledge. To
22:42:04make sure that you are able to answer
22:42:05the interviewer, do your homework ahead
22:42:07of time. Research the industry and
22:42:08company conducting the interviews ahead
22:42:10of time. Understand their mission,
22:42:12vision, product mix, goals, and
22:42:15objectives. Then map your values,
22:42:18passions, goals, and objectives to match
22:42:20those of the company. As an interviewee,
22:42:23you can proactively showcase your
22:42:24industry and company knowledge. When you
22:42:27can showcase your knowledge when asked,
22:42:29"Tell me something about yourself." The
22:42:31response is your elevator pitch, your
22:42:33three-part overview that includes who
22:42:34you are, what you do, and what you want.
22:42:37Tailor your pitch to the industry and
22:42:39role you're applying for. For example,
22:42:42if you're applying for an IT project
22:42:43management position, introduce yourself
22:42:46as someone whose passion is providing
22:42:47new and improved technology solutions to
22:42:50make the lives of many easier. Break out
22:42:52what you do into the past, present, and
22:42:54future. For example, I began my career
22:42:57as a construction project manager, but
22:42:59then I transitioned into IT project
22:43:01management to satisfy my passion for the
22:43:03industry. I hope to take on greater
22:43:05responsibilities and share my skills and
22:43:07competencies with a company such as
22:43:08yours. That's why I'm here today. Next,
22:43:11let's look at skill and experience
22:43:13specific questions. A successful project
22:43:15manager requires both technical and
22:43:17interpersonal skills to be successful.
22:43:19That said, each position emphasizes
22:43:22certain skills that are either required
22:43:24or preferred over others. Here are some
22:43:26tips on being prepared and responding to
22:43:28questions specific to skill and
22:43:29experience. Review the job description.
22:43:31Ensure you understand the required and
22:43:33preferred skills for the job. When
22:43:35preparing for the interview, make sure
22:43:36to focus on the specified skills.
22:43:38Highlight any strong skill you possess
22:43:40in any of the required or preferred
22:43:43skill areas. Be prepared to share
22:43:44examples of how you effectively applied
22:43:46those skills and achieved results in
22:43:48previous projects. Avoid highlighting
22:43:50skills that are not directly listed as
22:43:52required or preferred in the job
22:43:53description unless an interviewer
22:43:55explicitly asks you about other skills.
22:43:57Remember, the interviewer is mostly
22:43:59concerned about the skills that are
22:44:00required to do the job. There might be
22:44:02times when you don't have all the
22:44:04required or preferred skills. In such
22:44:06situations, do some research so that you
22:44:08can define the skill and understand why
22:44:10it's important. During the interview,
22:44:12acknowledge the shortfall and express a
22:44:14willingness to learn. Remember, very few
22:44:17job applicants match every required and
22:44:19preferred skill in the job description
22:44:21perfectly. An interviewer prefers to
22:44:23hire an individual who possesses several
22:44:25key skills and shows a willingness to
22:44:27develop those that may require
22:44:29improvement. For example, let's say that
22:44:31the job description specifies Smart
22:44:33Sheet as a required skill. To bridge the
22:44:35gap, you can potentially perform the
22:44:37following steps before the interview. Go
22:44:39online and search for Smart Sheet. Learn
22:44:41about what Smart Sheet is and some
22:44:42features and functionalities of the
22:44:44tool. Map the similarities with any
22:44:46other familiar tool such as Microsoft or
22:44:49MS Excel. During the interview, respond
22:44:52assertively that while you haven't
22:44:53experienced the tool, you are confident
22:44:55that you will learn the tool quickly. We
22:44:57discussed answering industry, company
22:44:59specific skill, and experience specific
22:45:01questions. Finally, let's review how you
22:45:04can prepare for and respond to
22:45:06behavioral questions. To answer
22:45:07behavioral questions, you can use the
22:45:09STAR technique. DAR stands for
22:45:11situation, tasks, action, result. To
22:45:14prepare for an interview, think about
22:45:15potential behavioral questions you might
22:45:17be asked. For example, if you're
22:45:19applying for a project management
22:45:20position in human resources, conflict
22:45:22management is one of the key required
22:45:24skills. Think of a situation where you
22:45:26effectively handled conflict. Then
22:45:29explain the task that drove the need to
22:45:30resolve the conflict, followed by the
22:45:32actions you took to achieve the results.
22:45:34Task. I began by identifying the source
22:45:37of the conflict and analyze the
22:45:38situation leading to the conflict as
22:45:40best as I could. Action. I didn't jump
22:45:42to conclusions. I took time to
22:45:44understand all sides of the issue and
22:45:46did my best to understand all
22:45:48conflicting perspectives. I then worked
22:45:50with the conflicting parties, proposed
22:45:51solutions, and chose the best one.
22:45:53Result. I implemented the solution and
22:45:56evaluated the impacts. There were a few
22:45:58starts and stops, but in a short time,
22:46:00the two conflicting parties were working
22:46:02together and collaborating effectively.
22:46:04Interviewers often appreciate your
22:46:05ability to show how you used a
22:46:07step-by-step approach to achieve a
22:46:09result. In this video, you learned that
22:46:11there are three types of questions:
22:46:13industry specific, skill and experience
22:46:15specific, and behavioral. To answer
22:46:17industry and company specific questions
22:46:19you can research about the industry and
22:46:21the company during the interview, use
22:46:23the tailored version of the elevator
22:46:24pitch to answer the question, "Tell me
22:46:26something about yourself." Tips to
22:46:28respond to skill and experience specific
22:46:30questions include review the job
22:46:32description, highlight any strong skills
22:46:34you possess, manage lack of skills and
22:46:37experience. Use the STAR technique to
22:46:39answer behavioral questions. STAR stands
22:46:41for situation, task, action, result.
22:46:49[Music]
22:46:56Welcome to expert viewpoints, interview
22:46:59questions. In this video, learn about
22:47:01the various types of interviews
22:47:03experienced by industry professionals
22:47:05and get tips to prepare for these
22:47:07interviews effectively. I've been
22:47:09interviewed for many roles and the
22:47:11interview types have ranged from uh
22:47:14problem solving where someone will for
22:47:17example give me a coding problem um on
22:47:19the board and I have to solve that
22:47:21coding problem. Um some interviews have
22:47:24been strategic interviews. People will
22:47:27ask me questions about um a specific
22:47:30problem that the company is facing and
22:47:31how I would in the abstract or you know
22:47:34potentially solve them. Um, other
22:47:37interview types are um, playing
22:47:39different roles. So, you're applying for
22:47:41a software development role or project
22:47:43management role, but what if you were a
22:47:46software tester or what if you were a
22:47:48marketing person? How would you think
22:47:50about the business differently? And
22:47:52those types of interviews are really
22:47:54designed to get you to think about the
22:47:55business more broadly rather than just
22:47:57the specific role you're in. Um the the
22:48:01other type of interview that was really
22:48:02popular um at Microsoft and other
22:48:04technical companies was um interview
22:48:08questions that would ask you to solve
22:48:09problems um or interviews you know
22:48:11styles that would ask you to solve
22:48:12problems. So one question I got one
22:48:15asked one time was um come up with a
22:48:18test plan for a Coke can. That was a
22:48:20that was a popular technical uh
22:48:22interview question that people would
22:48:24ask. But what what the interviewer was
22:48:26trying to do is to see how you thought
22:48:27analytically and how you thought um
22:48:30about you know solving problems that
22:48:32weren't at all a part of the scope of
22:48:33the job just to see how your mind works.
22:48:36So when you're thinking about uh
22:48:38interviews you have to think about the
22:48:40potential that all of those types might
22:48:42be a part of how you might be uh you
22:48:44know interviewed particularly for
22:48:45project management because project
22:48:47management requires such a broad set of
22:48:49skills. So interviews are unique. Uh
22:48:51each one is unique and and if you really
22:48:53sit back and reflect on it, you can tell
22:48:56that these interviewers that come to you
22:48:58have very specific things they're
22:49:00looking for. Sometimes you'll be in a
22:49:02panel interview. Sometimes you'll be in
22:49:03an online interview. Sometimes you'll be
22:49:05face tof face with just one person.
22:49:07You'll get interviews where they're
22:49:08asking you really strange questions like
22:49:11um how would you test a television set
22:49:13or how would you test a Coke can or um
22:49:16just really strange questions. um you
22:49:19need to with some of the preparation and
22:49:21rehearsal that you do. You can be
22:49:22prepped for those strange questions, but
22:49:25be adaptable, be flexible with your
22:49:27approach to those different scenarios.
22:49:29And don't be afraid, like I mentioned
22:49:30before, this is kind of the advice here.
22:49:32Don't be afraid to pause and ask
22:49:34questions. You'll find that interviewers
22:49:36are very happy to help you um to
22:49:39clarify. They don't expect you to know
22:49:42everything off the top of your head. So
22:49:43if you pause for a moment and ask for a
22:49:45clarification, that is a very acceptable
22:49:47thing to do in interview. Um and and so
22:49:50don't be afraid to do that.
22:49:54>> What are some tips you can provide to
22:49:56prepare effectively?
22:49:57>> So to prepare for an interview, there's
22:49:59a couple things that you should do. Um
22:50:02research the company and the role for
22:50:03one. So make sure you understand a
22:50:06little bit about the company and the
22:50:08role that you are interviewing for. um
22:50:12rehearsing some common interview
22:50:14questions. So, a big one that a lot of
22:50:17people start out with is can you tell me
22:50:19a little bit about your experience? And
22:50:21this is where uh having a 30 second to
22:50:25one minute long elevator speech can
22:50:27really help you because then you can
22:50:30answer that question right off the bat
22:50:31and that gives you a little bit of
22:50:32confidence to get through the rest of
22:50:34the interview very easily. So rehearse
22:50:38some of those common interview questions
22:50:40and prepare. And then finally,
22:50:43all of the logistical details. So if
22:50:45your interview, your first round
22:50:47interview is a virtual interview, make
22:50:50sure that you have a quiet place uh that
22:50:54you can take the interview from, that
22:50:56your computer or your phone or whatever
22:50:59device that you're taking that interview
22:51:01on is fully charged or you have a
22:51:03charging cable nearby. um thinking
22:51:06through all of those things uh to like
22:51:10the logistical things. If you're meeting
22:51:12someone in person and you're going to an
22:51:14office, thinking through uh and planning
22:51:18out the the journey, so how are you
22:51:21going to get there? What time do you
22:51:22need to leave so that you can be there a
22:51:24little bit early? Is there security at
22:51:27the company that you have to get through
22:51:28where you have to sign in before you can
22:51:30actually get to the place where you're
22:51:33going to be doing the interview? Because
22:51:34that always takes some time. Be really
22:51:37conscious about the clothes that you're
22:51:38wearing and that um you know they're
22:51:42appropriate for the style of interview
22:51:44that you're doing. If you're in person,
22:51:46obviously head to toe, you need to be
22:51:48dressed uh in a way that represents you
22:51:51as a professional and a professional in
22:51:53that role or for that employer. If it's
22:51:56a company that you know is more relaxed
22:51:58on dress code, then one up it. You
22:52:01always want to be overdressed versus
22:52:03underdressed. Of course, at home, uh if
22:52:06you're doing a video, you have a little
22:52:07more leeway on what you wear. Um, but
22:52:10still you really want to look
22:52:11professional from the waist up and make
22:52:14sure that your background is very
22:52:16neutral. Blur it. Um, if you can blur
22:52:19it, whatever app you're using for the
22:52:21video. And then, um, practice uh, where
22:52:25your eyes are looking. Make sure that
22:52:28you know you you're centered. Make sure
22:52:29that you are representing uh, yourself
22:52:32in the best way possible. Get all those
22:52:34things out of the way. um you know
22:52:37beforehand, day beforehand, practice,
22:52:39whatever. Get all of that done so you
22:52:41don't have to worry about any of that at
22:52:43all. And then really focus on preparing
22:52:46questions and answers. Um is as
22:52:48important for you to ask questions as it
22:52:51is for you to answer their questions.
22:52:53through your questions, you're showing
22:52:55how well you research the company, how
22:52:57much that role means to you, how much
22:52:59that job means to you, and um where you
22:53:03can really have a conversation with the
22:53:04person that's interviewing you so that
22:53:06you can make an assessment of is this
22:53:08the right company for me as much as are
22:53:11you the right person for them. I would
22:53:13say don'ts are um you know, don't have a
22:53:17lot of extraneous noise if you're at
22:53:19home. Don't show up late if you're
22:53:21interviewing in person. Um, be prepared
22:53:24with a bottle of water. They may not, if
22:53:26you're in person, they may not offer you
22:53:27something, although I think that's
22:53:28fairly standard, but take a bottle of
22:53:30water with you. If you're at home, have
22:53:32water ready to go in case you need to
22:53:34clear your throat. And then, you know,
22:53:36just just take a deep breath and stay
22:53:38calm and do your best.
22:53:44[Music]
22:53:50Welcome to trick and illegal questions.
22:53:53After watching this video, you'll be
22:53:54able to discuss trick questions, explain
22:53:57illegal questions, and improper
22:53:59behavior. Some interviews may be more
22:54:01difficult than others. When interviewing
22:54:03for mid to high-end project management
22:54:05positions, the questions become more
22:54:07difficult. In some cases, trick
22:54:09questions may be used. Trick questions
22:54:11are used when the interviewer wants to
22:54:13learn about you and see how you handle
22:54:15yourself under pressure and in stressful
22:54:17situations and observe your thought
22:54:19process and critical thinking skills.
22:54:22Trick questions may not pertain directly
22:54:24to the job you are interviewing for or
22:54:26your specific work experience. In other
22:54:28cases, they may ask you to respond to
22:54:30how you handle difficult scenarios that
22:54:32could present themselves in the position
22:54:33you're applying for. Let's illustrate
22:54:36three examples. Example one, what are
22:54:38your weaknesses? This is a difficult
22:54:41question and you must be careful about
22:54:43how you respond. Try to avoid sharing a
22:54:45weakness that directly relates to a key
22:54:47skill requirement for the position. Such
22:54:49a response in essence states, "I'm not
22:54:52qualified." Share something that cannot
22:54:54harm your chances. For example, I'm a
22:54:57perfectionist. Sometimes I need to slow
22:54:59down and not be so strict. Always add,
22:55:01"I'm working on it." This answer
22:55:03responds to the question. It shows
22:55:05self-awareness, but it also shows you
22:55:08take pride in your work. It turns a
22:55:10negative into somewhat of a positive.
22:55:12Example two, why do you want to leave
22:55:14your current job? This is another trick
22:55:16question. For starters, do not say bad
22:55:19things about your current position.
22:55:20Simply state that you're looking for a
22:55:22position that provides greater
22:55:23opportunities.
22:55:25In addition, avoid saying negative
22:55:26things about the company. The
22:55:28interviewer will conclude that you are
22:55:30negative about your past jobs. You will
22:55:31likely be negative about the new job in
22:55:33the future. A good response is, "I
22:55:36enjoyed my current job, but I believe
22:55:38this position is more aligned with my
22:55:39long-term career growth and development
22:55:42goals and will be a great opportunity to
22:55:44learn new skills and gain new
22:55:45experience." Example three, tell me
22:55:48about a time you disagreed with the
22:55:50supervisor. This is a very tough
22:55:52question. Avoid negativism. Be
22:55:54objective. Address the situation in
22:55:56terms of what happened, how you address
22:55:58the problem, and the result. Address the
22:56:00problem, not the person. A potential
22:56:02response may be, "My supervisor
22:56:04requested I take actions that were
22:56:06contrary to company policies. I stated
22:56:08that I understood the intent, but
22:56:10pointed out the current policy that did
22:56:12not support my supervisor's request. We
22:56:14worked together to find a legal
22:56:15workaround that solved the issue. There
22:56:18are some questions that must be avoided.
22:56:20You should not ask them as an
22:56:21interviewer or as an interviewee.
22:56:23Personal questions should be avoided.
22:56:25Questions about an individual's weight,
22:56:27how they look, and their family status
22:56:29are illegal. For example, I see you're a
22:56:32single mother. How will this job impact
22:56:34your ability to care for your children?
22:56:36Another example is, "Do you have any
22:56:38disabilities that will impact your job
22:56:39performance?" This is an illegal
22:56:41question that is discriminatory against
22:56:43those with disabilities. Questions about
22:56:45religion and politics are to be avoided
22:56:47as well. An individual's religion and
22:56:49political preferences have nothing to do
22:56:51with their qualifications to perform the
22:56:52job. If you're asked an illegal
22:56:55question, do not show anger and maintain
22:56:57your poise. Simply state that you prefer
22:56:59not to respond to the question as
22:57:00personal issues or personal political
22:57:02and religious beliefs will not interfere
22:57:04with job performance. Then politely ask
22:57:06for the next question. There are many
22:57:08behaviors to avoid that may be deemed as
22:57:10improper. This guidance applies to both
22:57:13the interviewer and the interviewee.
22:57:15Electronic devices. Do not use
22:57:17electronic devices such as cell phones
22:57:19during an interview. Electronic devices
22:57:21are convenient. However, they create a
22:57:23physical barrier and result in lost eye
22:57:26contact and focus. Use a notebook and
22:57:28pen if you need to take notes. Language.
22:57:31Avoid using profanity or language that
22:57:33may be deemed disrespectful or
22:57:35offensive. Ask people how they prefer to
22:57:37be addressed when the interview kicks
22:57:38off. For example, do you go by Robert or
22:57:41prefer Bob? Hostility. Avoid making
22:57:44derogatory statements about past jobs,
22:57:47companies you have worked for,
22:57:48colleagues or managers. This sends a
22:57:51negative message about your character
22:57:52and professionalism. Personal
22:57:55relationship building. An interview
22:57:57should be confined to a professional
22:57:59conversation regarding the company's
22:58:00needs and the application's
22:58:02qualifications. Avoid any conversation
22:58:05or gestures that could be perceived as
22:58:06flirtatious or out of bounds. Arrogance.
22:58:09Avoid creating a perception where the
22:58:11interviewer sees you as arrogant. Show
22:58:13confidence, but also share some humility
22:58:16and show appreciation for the interview
22:58:18opportunity and a willingness to learn
22:58:19and grow. In this video, you learned
22:58:22that you should plan for trick questions
22:58:24and tough questions. Illegal questions
22:58:26and improper behavior must be avoided.
22:58:28Some tips to manage illegal questions
22:58:30include do not use electronic devices.
22:58:34Avoid using profanity, avoid making
22:58:36derogatory statements, confine to a
22:58:38professional conversation. Avoid
22:58:41creating a perception of arrogance. You
22:58:43must plan, prepare, and avoid potential
22:58:46pitfalls.
22:58:47[Music]
22:58:58Welcome to Expert Viewpoints, difficult
22:59:00questions. In this video, industry
22:59:02professionals share examples of tricks
22:59:04an interviewer might ask and illegal
22:59:06questions that should be avoided.
22:59:08>> So, there's a couple things that stand
22:59:10out to me with regards to those trick
22:59:12questions. One of them is you'll find in
22:59:15most interviews when they get to the end
22:59:17of the interview, they will turn some
22:59:19time over to you as the interviewing as
22:59:21the interviewer to ask any questions
22:59:24that you might have. They're not doing
22:59:26that just out of courtesy. They're doing
22:59:28that to get a sense of your passion for
22:59:30the job. They want to see um are you
22:59:33really invested in in this role? Because
22:59:36they're they're not just looking for
22:59:38somebody that can do the job. they're
22:59:40looking for somebody that really wants
22:59:43to do the job. So, don't uh take that,
22:59:47do you have any questions for me
22:59:48opportunity um too lightly. Be prepared
22:59:51with some questions that you can ask
22:59:52that are compelling. And then there's
22:59:54always a number of questions that are
22:59:56that are kind of they they seem a little
22:59:58bit backwards and tricky, like tell me
23:00:01about one of your greatest weaknesses.
23:00:04Um, they're looking for when somebody
23:00:06asks you a question like that, they're
23:00:08looking for something very specific. Um,
23:00:10they want to know how honest you are.
23:00:12They want to know how self-aware you are
23:00:14and how able you are to offer
23:00:16self-criticism and provide a story that
23:00:19shows how you are aware and can move
23:00:21beyond and improve on those things that
23:00:24need improvement. So, lots of trick
23:00:26questions out there. Those are kind of
23:00:27two that come to the top of my mind.
23:00:30>> Well, first of all, what is a trick
23:00:32question? First of all, a trick question
23:00:35possibly doesn't pertain directly to the
23:00:38company or the job or even your work
23:00:42experience. It's not really
23:00:43skills-based.
23:00:45What a trick question is is an attempt
23:00:48by an interview to kind of put some
23:00:52stress on you, to put some pressure on
23:00:54you, and see how well you think out of
23:00:56the box. Let me give you an example of a
23:00:59trick question. What are your
23:01:00weaknesses? The worst thing that you can
23:01:03do is to share something that will harm
23:01:05your chances. For example, if effective
23:01:09facilitation is a required competency
23:01:14for this particular position, it would
23:01:16probably not benefit you to share, well,
23:01:19I really do a poor job at facilitation.
23:01:21As a matter of fact, I really hate
23:01:23facilitation. I get nervous and it never
23:01:26works out. You've just essentially told
23:01:28the interviewer that, "Hey, please feel
23:01:31free to go ahead and take me off your
23:01:33list." Try to turn this potential
23:01:36negative,
23:01:38what are your weaknesses into an
23:01:39opportunity? One of my favorites I like
23:01:42to share. I'm a perfectionist. Sometimes
23:01:45I need to slow down and
23:01:48I know that I'm very, very strict, but I
23:01:52just want to do a good job. But I know
23:01:54that sometimes being a perfectionist is
23:01:56not the best. Sometimes you have to go
23:01:58ahead and accept that 80% solution. But
23:02:01I'm working on it. I'm doing my best.
23:02:04Here's another popular trick question.
23:02:06Why do you want to leave your current
23:02:08job? Do not, and let me put that in
23:02:12caps. Do not say anything bad about your
23:02:16past company, about your past managers,
23:02:19or anything. Do not go ahead and put
23:02:22others in a bad light. Simply state that
23:02:26you're looking for a new position.
23:02:28That's why I'm here. That will allow me
23:02:30to better apply my development goals and
23:02:35learn some new skills that I want to go
23:02:37ahead and perfect. That keeps it
23:02:40positive.
23:02:43>> Can you provide examples of illegal
23:02:45questions that should be avoided? There
23:02:47are many questions that interviewers
23:02:48should not ask and that you probably
23:02:51should not ask of the interviewer. Many
23:02:53of them have to do with um your personal
23:02:55life um and um what your values are in
23:02:59your personal life. Um questions should
23:03:02always be focused on the job. So for
23:03:03example, an interviewer can ask, "Are
23:03:06you able to work 9 to5 Monday through
23:03:08Friday?" They shouldn't ask um are you
23:03:11planning to get pregnant anytime soon?
23:03:13or are you planning to take vacations
23:03:15that are extended? Um or do you have
23:03:17sick relatives? Um those are not
23:03:20relevant for the job. If you answer the
23:03:23question, yes, I can work um you know,
23:03:25Monday through Friday from 9 to5, then
23:03:27all of that other stuff is is not is not
23:03:30relevant for your ability to get your
23:03:32work done. So, I would listen for those
23:03:35things um when you're being interviewed.
23:03:37And you can politely refuse to answer.
23:03:39you can you can provide um alternate
23:03:42answers too. So if an interviewer said
23:03:44you have a sick relative, you can say,
23:03:46"I'm able to work um for the hours that
23:03:49this job requires." And that's a good
23:03:51way to kind of diffuse the situation,
23:03:53but also provide an answer that the
23:03:54interviewer may be asking for.
23:03:57The interview meeting may vary depending
23:04:00on who you're talking to and you may
23:04:02find yourself very comfortable uh
23:04:04talking with the interviewe and they may
23:04:06feel very comfortable talking with you
23:04:08and the conversation the interview then
23:04:11becomes more of a conversation and you
23:04:13need to be very wary about that because
23:04:16that's when um for no bad reason
23:04:20somebody may ask you a question that's
23:04:21inappropriate during an interview. Uh
23:04:24inappropriate questions would be
23:04:25anything about um your current marital
23:04:28status, your sexual orientation, your
23:04:31gender. Um you know, for women, whether
23:04:34you're pregnant or not, uh for men, um I
23:04:38can't think of any that would be
23:04:39analogous to pregnancy, but uh anything
23:04:41that infringes on your own personal uh
23:04:44beliefs, religion, race, uh anything
23:04:48like that. uh anything that is personal
23:04:51background about family or you know
23:04:54anything that's just not relevant to the
23:04:57job at hand I think is um inappropriate
23:05:00the the ones so and then uh employment
23:05:03law varies by country and so you know
23:05:06what's illegal in the US may not be
23:05:08illegal in a different country and vice
23:05:10versa u but in the US it's uh the
23:05:13illegal questions are anything that has
23:05:15to do with race, gender, marital status,
23:05:18uh anything along those lines that um
23:05:21are classified as discriminatory.
23:05:23[Music]
23:05:34Welcome to salary negotiation. After
23:05:36watching this video, you'll be able to
23:05:38summarize tips for effective salary
23:05:40negotiation, discuss a total
23:05:42compensation, explain a fair offer.
23:05:45Negotiating salary is a step closer to
23:05:48getting the job. However, as daunting as
23:05:50it can be, negotiation is an important
23:05:52part of the job search process. Let's
23:05:54begin with some tips to help you
23:05:56effectively address and negotiate your
23:05:58salary needs. Tip one, research industry
23:06:01salary trends. Research the average
23:06:04salary range for the position you are
23:06:06seeking and consider the industry and
23:06:07geographic location of the position. The
23:06:10research will provide a benchmark for
23:06:11you to use when determining your value
23:06:13and worth. Tip two, don't underestimate
23:06:16your value. Consider your education,
23:06:19experience, skills, and other factors
23:06:21that can influence your compensation.
23:06:23You should market and share your skills
23:06:25that might justify a salary offer at the
23:06:27high end of the fair salary range. Tip
23:06:30three, have a salary range in mind. For
23:06:32example, your research might justify a
23:06:35salary range of $60,000 to $80,000 for
23:06:38the project management related position
23:06:39you're applying for. You can negotiate
23:06:41for a single salary rate, for example,
23:06:44$70,000. A salary range allows both you
23:06:47and the employer to be more flexible
23:06:49during the salary negotiation stage. Tip
23:06:52four, optimally, wait for the employer
23:06:54to initiate the salary discussion. If
23:06:57they don't initiate the discussion, ask
23:06:59politely if it is a good time to discuss
23:07:01salary. It is best to present a salary
23:07:03range you believe is fair. Ensure you're
23:07:05willing to accept a salary proposal
23:07:07within that range. Expect the employer
23:07:10to offer at a low end. Be prepared to
23:07:12justify why you believe the offer should
23:07:14be at the higher end. Be confident and
23:07:16professional when discussing your
23:07:17salary. Tip five, be prepared to walk
23:07:20away. If your employer is not willing to
23:07:22meet your minimum salary requirement or
23:07:24offer additional total compensation
23:07:26benefits that make it worth your while,
23:07:28continue your job search elsewhere. Be
23:07:31respectful. Thank the employer for the
23:07:32offer and politely let them know that
23:07:34the proposal does not meet your
23:07:35expectations. You now have some tips on
23:07:38negotiating a salary. Related to your
23:07:40salary is the total compensation
23:07:42package, which includes much more than
23:07:44just the salary you receive. You should
23:07:46understand the value of the total
23:07:48compensation package before you finalize
23:07:50salary negotiations and agree to an
23:07:52offer. Total compensation packages vary
23:07:55by company. Additional compensation
23:07:57beyond strictly salary may include
23:07:59bonuses and commissions. Some jobs offer
23:08:02an initial sign on bonus. Others offer a
23:08:05combination of base salary and
23:08:06commissions. Paid time off. This is a
23:08:09plus. Your job is important, but your
23:08:11work life balance is important as well.
23:08:14Factor in paid time off. It matters.
23:08:17Medical, dental, and vision insurance.
23:08:19Research the cost of this insurance if
23:08:21you were to contract for it on your own.
23:08:23The costs are high. You need to include
23:08:25this value as a part of the overall
23:08:27compensation package. 401k or other
23:08:30retirement savings plans. Some companies
23:08:33offer matching 401k contributions or
23:08:35reduced cost employee stock purchase
23:08:37programs. Other companies may offer
23:08:39stock options for higherend positions.
23:08:42Factor this into the total compensation
23:08:44package evaluation. Child care, flexible
23:08:47work hours, and subsidized training and
23:08:49education. This is another benefit to
23:08:51consider. Having considered the total
23:08:54compensation, let's look at some
23:08:55considerations to determine whether or
23:08:57not a salary offer is fair. The industry
23:09:00and location of the company impact
23:09:02salary. Salary ranges for a project
23:09:04manager in a high-tech industry located
23:09:06in a large metropolitan area likely to
23:09:09be higher than a position with a smaller
23:09:11non-technical company in a more rural
23:09:13area. Your experience, knowledge,
23:09:15training, and accomplishments must be
23:09:17considered. Review the job description.
23:09:19Are you lacking some job qualifications?
23:09:22If so, you may receive an offer in the
23:09:24lower range. Do you meet or exceed the
23:09:26job requirements? If so, negotiate a
23:09:29salary in the mid or higher average
23:09:30salary ranges. Don't forget to factor in
23:09:34compensation beyond the actual annual
23:09:36salary offered. These numbers matter.
23:09:40In this video, you learned that
23:09:42negotiating salary can be daunting but
23:09:44important. Some negotiation tips include
23:09:48research industry salary trends. Don't
23:09:50underestimate your value. Have a salary
23:09:52range in mind. Wait for the employer to
23:09:55initiate a discussion. Be prepared to
23:09:57walk away. Total compensation includes
23:10:00salary you receive, bonuses and
23:10:03commissions, paid time off, medical,
23:10:05dental, and vision insurance, 401k or
23:10:09other retirement savings plan, child
23:10:11care, flexible work hours, and
23:10:13subsidized training education.
23:10:15Considerations for a fair offer include
23:10:17industry and location of the company,
23:10:20your experience, knowledge, training,
23:10:22and accomplishments, compensation beyond
23:10:24the actual annual salary.
23:10:26[Music]
23:10:38Welcome to expert viewpoints job offers.
23:10:41In this video, get recommendations about
23:10:44how to handle job offers and what to do
23:10:46if a job offer is not received.
23:10:49>> So, when a job offer is received, you
23:10:52should uh get something in writing. And
23:10:54so, read through uh the the document
23:10:57that's provided to you. Make sure that
23:10:59it reflects everything that you've
23:11:01discussed and agreed upon in any
23:11:04interviews or any uh verbal meetings
23:11:07that you've had. And then also read
23:11:10through it uh for the conditions of
23:11:11employment. Go through step by step um
23:11:14you know the the terms of employment,
23:11:16the terms of leaving employment, what
23:11:19the offer is from a salary perspective.
23:11:21Um what the benefits are, look closely
23:11:24at for the US, look closely at your
23:11:26health insurance benefits and really for
23:11:29anywhere, but um I'm most familiar with
23:11:31that realm. and then uh any sort of
23:11:34retirement or uh 401k, any of those
23:11:38additional um incentives to join the
23:11:42company. Also, um any negotiations that
23:11:46you've done, make sure that your your
23:11:49understanding of what those negotiations
23:11:52were and are are reflected in the right
23:11:55terminology. And so that could be
23:11:57anything from u maybe a hiring bonus to
23:12:00uh vacation or um a start date, anything
23:12:04like that. So really go through with a
23:12:06fine tooth comb if you need to have your
23:12:09lawyer look at it. um if there's
23:12:11anything in there that you don't
23:12:12understand, but also if if you have
23:12:15questions, go back and ask your
23:12:17potential employer for clarification
23:12:19because they should be able to um help
23:12:22you understand everything that's in
23:12:23there and then you're also hearing it in
23:12:25their words as well and and further
23:12:27reflects their understanding of what's
23:12:30included in the job offer.
23:12:32So, um, one of the really important
23:12:37points of advice relative to receiving
23:12:39that job offer is to just take the time
23:12:42to reflect or to respond with an offer
23:12:48of gratitude and appreciation for the
23:12:51offer that's being extended. Um, you
23:12:54will hopefully be in a situation where
23:12:56you have multiple offers to consider.
23:12:58Um, and even if it's an offer from
23:13:02someone that you don't think you're
23:13:03going to accept, you should still take
23:13:05the time to extend that gratitude
23:13:08through an email or a phone call to
23:13:11express gratitude for the time that
23:13:13they've spent in considering you. If it
23:13:15is a job that you think you're going to
23:13:16accept, you know, take a couple extra
23:13:18steps in that messaging to say, "Thank
23:13:20you so much for your consideration. I'm
23:13:22excited about this opportunity. there's
23:13:23a couple things that I need to do to
23:13:26make sure that all of my um all of my
23:13:29ducks are in a row and I'm lined up to
23:13:31accept this. So, give them a time frame.
23:13:34I will get a response to you within 24
23:13:36hours. Um but reaching out after the
23:13:39interview is an incredibly important um
23:13:41process that that they will notice.
23:13:47>> What do you recommend if a job offer is
23:13:49not received? If you interview for a
23:13:52position and you don't get the job, um
23:13:54the best thing that you can do is to um
23:13:57is to first of all learn from it and
23:13:59make sure you understand
23:14:01um you know areas maybe where you need
23:14:03to beef up your skill set or get more
23:14:05experience. Um sometimes hiring managers
23:14:08will be open to providing that feedback.
23:14:11Um, in most cases, what I like to see as
23:14:14an interviewer and what I've done as an
23:14:16interviewee is to send the hiring
23:14:18manager or the recruiter a polite note
23:14:20thanking them for their time and for the
23:14:22opportunity that they gave you to
23:14:24interview with them. Um, if I had a good
23:14:26rapport with the hiring manager as an
23:14:28interviewee, I might ask them for
23:14:30feedback. Uh, would you please provide
23:14:32me with some insights into what I could
23:14:34have done better or skills that I was
23:14:36lacking? And occasionally a hiring
23:14:38manager will provide that for you so you
23:14:40can do better the next time. Um,
23:14:43sometimes I've gotten notes from
23:14:45interviewees where they've really
23:14:47pressed the subject and they they wanted
23:14:49to know exactly why they didn't get
23:14:51hired. And those questions to me are can
23:14:54be inappropriate because sometimes I
23:14:56can't tell them. um there's legal
23:14:58reasons uh you know things that I can't
23:15:00say uh in response and so when an
23:15:03interviewee presses that point too much
23:15:05it can come across as aggressive and
23:15:07uncomfortable. So always start with a
23:15:09polite note thanking them for their time
23:15:11and then uh occasionally you might want
23:15:13to get some feedback when you you know
23:15:15feel like the situation uh warrants it.
23:15:19Well, first and foremost, don't stop
23:15:21your job search and do not stop applying
23:15:24for other opportunities.
23:15:27Accept the situation. Accept your
23:15:29emotions. Give yourself a little bit of
23:15:32time to go ahead and process this.
23:15:35Most people do not get their first or
23:15:38second or third job at the first,
23:15:41second, or third interviews. This is a
23:15:44process. It takes some time.
23:15:47Be gracious.
23:15:49stay connected. As a matter of fact,
23:15:51before you leave the room, one of the
23:15:53things you may want to request is,
23:15:56"Well, I'd be curious to see if there
23:15:57are any other roles or positions that
23:16:00you might think I'm eligible for, and I
23:16:03really would appreciate any feedback
23:16:05that you can go ahead and provide me in
23:16:08terms of how can I improve my
23:16:09interviewing skills."
23:16:12Next, reflect on the interview process.
23:16:16Do a retrospective. what went well? What
23:16:18can I do better next time? And whatever
23:16:21changes are required, don't be afraid to
23:16:24make those changes. Sometimes the
23:16:26interview process, you start out at
23:16:28good, you get better, and then hopefully
23:16:31you can become great at this. And when
23:16:33you become great at it, hey, you might
23:16:35be able to get that job of your dreams.
23:16:38Last but not least, consider what you
23:16:40liked about the job, but consider what
23:16:42you didn't like about the job as well.
23:16:45Because sometimes not getting selected
23:16:47for an offer is a blessing in disguise.
23:16:50Sometimes maybe there is something
23:16:52different out there for you and you just
23:16:54have to be patient and have confidence
23:16:57in yourself that sooner or later that
23:17:00right offer will come along.

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