PROJECT
MANAGEMENT
PRINCIPLES
PMBOK7
WHAT ARE PROJECT MANAGEMENT
PRINCIPLES?
• Guidelines for strategy, decision making, and problem solving
• Basis for standards and methodologies
• Laws or rules
• Guides to behavior
• Morals / code of ethics
THE 12 PROJECT MANAGEMENT
PRINCIPLES
Be a diligent,
respectful and
caring steward
Create a
collaborative
project team
environment
Effectively engage
with stakeholders
Focus on value
Recognize,
evaluate and
respond to system
interactions
Demonstrate
leadership
behaviors
Tailor based on
context
Build quality into
processes and
deliverables
Navigate
complexity
Optimize risk
responses
Embrace
adaptability and
resiliency
Enable change to
achieve
envisioned future
state
1. STEWARDSHIP
Be a diligent, respectful and caring steward
STEWARDSHIP ACT RESPONSIBLY. INTERNALLY & EXTERNALLY
Internal
External
Operate in alignment with organization’s objectives,
strategy, vision; sustain long term values
Awareness of environmental sustainability, use
of resources
Engage respectfully with project team members
Be diligent in maintaining relationship with
external stakeholders
Be diligent with organizational finances, materials
and other resources
Responsibility when it comes to the impact of
the project on the market, social community
Apply authority, accountability and responsibility
appropriately. Be a compassionate leader.
Responsibility for advancing the state of
practice
STEWARDSHIP
INCLUDES:
INTEGRITY
CARE
TRUSTWORTHIN
ESS
COMPLIANCE
Integrity. Behave honestly and ethically. Hold yourself to a high
standard. Serve as a role model. Demonstrate personal and
organizational values. Be empathetic. Be self-reflective. Be open to
feedback.
Care. Oversee project matters beyond the confines of your defined
responsibilities. Care for the environment. Care for the sustainable
use of natural resources. Understand the potential unwanted
consequences of project outcomes. Create a transparent working
environment. Create safe teams
Trustworthiness. Keep commitments. Be honest in your
conversations. Provide timely and accurate information to
stakeholders
Compliance. Follow established guidelines within your
organization. Act in accordance to rules and regulations within your
jurisdiction.
2. TEAM
Create a collaborative project team environment
TEAM
Project delivery is a “team sport”
Teams that collaborate are more
likely to achieve better, more
effective and efficient project
outcomes
Teams work within organizations
that are defined by a shared culture
and defined norms. Often teams may
create their own shared sub-culture
Collaboratives teams have
characteristics that facilitate open
dialogue, respect for each other, and
allow team members to feel safe in
expressing ideas and opinions
FACTORS THAT CONTRIBUTE
TO THE DEVELOPMENT OF
COLLABORATIVE TEAMS
• Team agreements
• Working norms and behaviors that are necessary to
ensure successful collaboration
• Organizational structures
• Structures that coordinate the individual efforts with the
project team
• Define roles & responsibilities
• Committees
• Standing meetings
• Processes
• Processes enable the completion of tasks. Give
direction. Define inputs and expected outputs
(deliverables)
WELL DEFINED ROLES AND
RESPONSIBILITIES IMPROVE CULTURE
• Who makes relevant decisions, and within which given context? (authority)
• Who is answerable for an outcome? (accountability)
• Who is obliged to do something? (responsibility)
Collaborative project teams take collective ownership of the
project outcomes!
DIVERSITY,
STANDARDS
AND SHARED
INFORMATION
• Diversity ensures project teams see and act
differently.
• Obtain different perspectives
• Leverage differences to increase productivity
• Collaborative environments allow the free
exchange of information and knowledge
• Collaborative teams enables individual project
team members to to contribute their best efforts
3. STAKEHOLDERS
Effectively engage with stakeholders
STAKEHOLDERS
Stakeholder are individuals, groups, organizations
that may affect, be affected by OR perceive
themselves to be affected by a decision, activity or
project outcome
Stakeholders, directly or indirectly influence a
project (outcome, performance). And this may be in a
positive or negative way
ENGAGE WITH
STAKEHOLDER
S…
• Proactively
• To the degree to achieve
successful outcomes and
satisfied customers
DISCUSSION:
HOW MIGHT A STAKEHOLDER AFFECT…
Scope/requirements
Schedule
Cost
Project Team
Plans
Outcomes
Culture
Risk
Quality
Success
DISCUSSION:
ARE ALL
STAKEHOLDE
RS THE
SAME
(EQUAL)?
STAKEHOLDE
R
ENGAGEMENT
Communication – How. When. How often?
Relationship – Build and Maintain
Interpersonal skills are essential. Integrity.
Honesty. Collaboration. Respect. Empathy.
Detect, collect and evaluate information
Engagement happens throughout the project
4. VALUE
Focus on Value
DEFINITION:
VALUE
Value is the worth, importance or usefulness of
something. Value is subjective and the same concept
can have different values for different stakeholders
VALUE
• Projects are initiated to address a need, problem,
an opportunity or a threat within the organization
(deliver or modify a process, product or service)
• Projects are aligned with and support the
organizations strategic objectives
• Projects deliver benefits and/or value to the
organization
• Projects may complete on time, on budget and
deliver on scope BUT the ultimate indicator to
project success is VALUE… did the project
deliver the intended outcome?
• Value can be defined in quantifiable or qualifiable
terms
• Project teams should always focus on value and
adjust and adapt through the project lifecycle to
maximize the expected value
BUSINESS CASE
Many projects are initiated based on a business case
Business case may contain information about:
Strategic alignment
Risk
Economic feasibility
study
Financial
considerations (ROI,
Payback, NPV)
Key performance
measures
Evaluations
Alternative
approaches
TO THINK ABOUT
Creating a specific deliverable does not necessarily deliver value. Do not confuse outcomes
with vision or purpose
Think about… a new software solution is implemented within the organization. The new software is intended to resolve a need
for higher productivity. The software itself does NOT not enable productivity.
This may only be achieved by adding additional deliverables:
- Training
- Coaching
- Measuring (New KPIs)
5. SYSTEMS
THINKING
Recognize, evaluate, and respond to systems
interactions
A PROJECT IS A SYSTEM OF
INTERDEPENDENT & INTERACTING PARTS
A projects need to be seen as dynamic, multi-faceted system of “parts”
Each part within the project is affected by and affects other parts
A project is affected by its environment
A project can be a smaller system within a larger system
A project can have subsystems that are required to integrate effectively to deliver the intended outcome
THE
BUTTERFLY
EFFECT!
The butterfly effect is the
sensitive dependence on initial
conditions in which a small
change in one state of a
deterministic nonlinear system
can result in large differences in
a later state.
WHAT DOES THIS HAVE
TO DO WITH PROJECTS?
As projects unfold, conditions are continuously changing
A single change can create several impacts
A single new requirement can affect:
- Contractual agreements
- Cost
- Schedule
- Resources
- Risks (and a new risk could in turn can further affect scope, schedule,
cost…)
TO DEVELOP A
SYSTEMS WAY
OF THINKING
WE NEED TO
DEVELOP
SPECIFIC
SKILLS
Empathy (with business areas and affected
employees)
Critical thinking (to see the bigger picture)
Awareness and confidence (to seek outside
council)
Self awareness (to challenge mental models and
biases)
Modelling and scenario building (to envision how
one part of a project can affect the other parts OR
the entire eco-system)
POSITIVE
OUTCOMES
OF SYSTEMS
THINKING
INCLUDE:
Early consideration of risk
and uncertainty
Ability to adjust plans
throughout the project life
cycle
Clear communication
Alignment of project goals
against organizational
objectives
Flexibility and the ability to
adjust / pivot
Better decision making
Better visibility of threats
Better ability to see how one
project aligns with OR
conflicts with another (many
projects form blindsides and
focus only what they see in
front of them)
Better risk identification
6. LEADERSHIP
Demonstrate leadership behaviors
LEADERSHIP…
• Effective leadership promotes project success
• Leadership is within everyone
• Leadership should not be seen as fixed. It is adaptable. And should adapt to the situation and/or
need
• Motivation is a significant part of leadership
• Leadership means integrity, honesty and ethical behavior
• ”Lead by example”
• ”Model and act how you want others to act”
• “Do as I do"
LEADERSHIP TRAITS
Vision
Creativity
Motivation
Enthusiasm
Encouragement
Empathy
LEADERSHIP DOES
NOT EQUAL
AUTHORITY
7. TAILORING
Tailor based on context
PROJECTS ARE UNIQUE UNDERTAKINGS
“A project is a temporary endeavor undertaken to create a
unique product, service result”
PMBOK Guide, 6th Edition
Uniqueness can be as a result of:
The objective(s), stakeholders, environment – structure / culture, governance /
oversight required
WHY DOES RECOGNIZING THE
UNIQUENESS OF EACH PROJECT
•MATTER?
Adapting the approach and selecting the most appropriate methods ensures that the project
successfully delivers the desired outcomes
• The ”Goldilocks” principle (not too hot, not too cold); just enough project management; no
more no less
• <use a few examples of my previous methodology selection class exercise to demo>
• <talk about how risk aversion OR risk taking can influence approach>
• <talk about how culture of open communication may influence approach>
TAILORING PROVIDES:
Benefits:
Positive Outcomes:
A deeper
commitment from
the project team
Reducing waste –
duplication of
processes, non-value
add activities, etc.
A deeper
commitment from
the project team
Reducing waste –
duplication of
processes, non-value
add activities, etc.
Customer oriented
focus
Better use of project
resources
Customer oriented
focus
Better use of project
resources
8. QUALITY
Build quality into processes and deliverables
QUALITY
• Satisfy stakeholder expectations
• Fulfill project and product requirements
• Meet acceptance criteria for deliverables
• Ensure project processes are appropriate and
effective
QUALITY
DIMENSIONS
Performance
Conformity
Does is function as
intended?
Is it fit for use; meet
specifications?
Reliability
Resilience
Does it meet
consistent metrics
every time?
Can it cope given
failure and recover
quickly?
Satisfaction
Uniformity
Does it elicit positive
feedback?
Does it show parity
with other
deliverables?
Efficiency
Sustainability
Does it produce the
greatest output with
the least amount of
effort?
Does it produce a
positive impact on
economic, social and
environmental factors?
A FOCUS ON QUALITY WILL:
Ensure
Deliverables are fit for purpose
Ensure
Deliverables meet stakeholder expectations
Reduce
Defects
Ensure
Timely / expedited delivery
Enhance
Cost control
Reduce
Cost
Reduce
Dissatisfied customers / complaints
Improve
Team moral
Improve
Decision making
Deliver
Continuous improvement in project management processes and practices
9. COMPLEXITY
Navigate complexity
PROJECTS
ARE COMPLEX
UNDERTAKING
S
Human
Behavior
Ambiguity
Project
Uncertainty
Systems
Interactions
COMMON SOURCES OF
COMPLEXITY
•
Human Behavior
•
•
System Behavior
•
•
•
Conduct, behavior, attitude, experience, subjectivity, conflict, personal agendas,
remote locations, language barriers, cultural norms
Integration of different technology systems
Uncertainty & Ambiguity
•
Myriad of options, lack of clarity, unclear of misleading events
•
Lack of understanding of issues, events, unknown unknowns, black swan events
Technological Innovations
•
Technology innovations can change the way project work is performed
•
Innovation can be compliment/enhance or disrupt project work
10. RISK
Optimize risk responses
PROJECTS ARE
CHARACTERIZED BY
UNCERTAINTY AND AMBIGUITY
• Projects are subject to risk
• Risk exposure must be continuously evaluated
throughout the project lifecycle
• Risk can be an opportunity OR a threat
• Projects must maximize positive impacts and
minimize negative impacts to the project and its
outcomes
THE ORGANIZATION’S CULTURE CAN
AFFECT RISK MANAGEMENT
• Every organization has its own unique risk:
• Attitude
• Appetite (Degree of uncertainty an organization or individual is willing to accept in anticipation of a
reward)
• Threshold (Measure of acceptable variation around an objective that reflects the risk appetite)
• How risk is identified, assessed, managed and addressed is influenced by these characteristics
DISCUSSION:
Compare and contrast how a risk averse organization may address risk differently than a risk-taking
organization. How would that affect the planning and management of a project?
11. ADAPTABILITY AND
RESILIENCY
Embrace adaptability and resiliency
DESIGNING FOR
ADAPTABILITY
AND RESILIENCY
ALLOW THE
PROJECT TO
NAVIGATE
CHANGE
CHANGE IS
INEVITABLE!
“MAN PLANS. GOD LAUGHS”
Projects rarely perform as initially planned
New requirements, issues, stakeholder influences can affect the
plan requiring changes in approach
Some elements of the project fall short of expectations requiring
a regroup, rethink, replan, redo
HOW DO WE
BUILD IN
ADAPTABILIT
Y AND
RESILIENCE?
Short feedback loops for
quicker change
Continuous learning
and improvement
Project teams built
around people with
broad skill sets and
experience.
Diversity in project
teams
Transparent planning
that engages broader
stakeholders
Build often. Test. Try
new approaches
Open conversations
Ability to learn from
past mistakes
12. CHANGE
Enable change to achieve the envisioned future state
PROJECTS DELIVER CHANGE IN AN
ORGANIZATION
Current
State
Future
State
Project /
Project Outcomes
Requires adoption and
sustainment of
new/different behaviors and
processes
CHANGE…
REQUIRES A STRUCTURED
APPROACH
IS CHALLENGING AS NOT
ALL STAKEHOLDERS
EMBRACE CHANGE
CAN BE OVERWHELMING
(TOO MUCH, TOO SOON
CAN LEAD TO FATIGUE
AND RESISTANCE)
IS BEST ACCOMPLISHED
WITH STAKEHOLDER
ENGAGEMENT & SUPPORT