13.1 Power Interest vs Salience Model
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This document discusses stakeholder engagement models that may be covered on the PMP exam. It explains the difference between two-dimensional power/influence models and the three-dimensional salience model. The salience model assesses stakeholders based on their power, urgency, and legitimacy. It is useful for large, complex projects with many stakeholder relationships. Two-dimensional models are simpler and better for smaller projects with straightforward stakeholder relationships.
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This document discusses various tools and techniques used for verifying VLSI designs, including linting, simulation, waveform viewers, bug tracking systems, and hardware description/verification languages. It emphasizes that verification is a key bottleneck in design projects. Methods to improve verification efficiency include parallelizing efforts, working at higher levels of abstraction, automating processes, designing for verification, verifying reusable components, and achieving verification reuse.
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1. Introduction including purpose, intended audience, project scope.
2. Overall description of the product including perspective, features, user classes, operating environment, and design/implementation constraints.
3. Functional requirements organized by user class/feature including descriptions, conditions, business rules.
4. External interface requirements including user interfaces, hardware interfaces, software interfaces, communications interfaces.
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● Identify cell delays from a library and calculate output slew degradation
● Use wire-load information to calculate net delays
● Identify the properties of a clock, including period, edges, and slew, and calculate the duty cycle
● Apply setup and hold checks to diagnose design violations
● Identify timing path types to calculate slack values
● Set environmental constraints, clocks constraints, and path exceptions
● Constrain a design using SDC
● Analyze reports to identify timing problems
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This document discusses stakeholder analysis for project management. It begins by defining stakeholders as individuals and organizations actively involved in or affected by a project. There are three key steps to stakeholder analysis: 1) identify stakeholders and relevant information, 2) assess the impact or influence each stakeholder could have by classifying them, and 3) evaluate likely stakeholder reactions and risks. Common project stakeholders include the project manager, customer, team members, and sponsor. Tools like power/interest grids can classify stakeholders by power, interest, and influence to determine appropriate management strategies. The outputs of stakeholder identification are a stakeholder register and analysis matrix to help manage stakeholder engagement.
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Student 1 Hi,Project is a temporary goal that a team or an .docx
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
Student 1 Hi,Project is a temporary goal that a team or an .docx
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
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This document discusses stakeholder management for projects. It begins by introducing stakeholder management and identifying stakeholders. It then discusses planning stakeholder engagement, managing engagement, and monitoring engagement. Key aspects covered include identifying stakeholders' interests and impact, developing communication plans, employing engagement strategies, addressing stakeholder concerns, and using feedback to improve engagement. The goal of stakeholder management is to effectively engage stakeholders throughout the project to achieve project success.
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Project stakeholder Management PMBOK Sixth
This document discusses project stakeholder management. It describes identifying stakeholders, planning stakeholder engagement, managing engagement, and monitoring engagement. The key steps are to identify stakeholders and assess their interests, power, and impact; develop a stakeholder engagement plan to effectively communicate with each group; work with stakeholders and address issues throughout the project; and monitor engagement and make adjustments as needed. The overall goal is to engage the appropriate stakeholders in order to help ensure project success.
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This document discusses stakeholder analysis for a health center case study organization. It identifies key stakeholders including clients, staff, management, politicians, media, and community members. It plots these stakeholders on a power-interest grid to assess their influence and importance. Stakeholders in quadrants A, B, and C are most important as they can significantly influence the project or are important for its objectives. To reduce risk, the document recommends identifying all legitimate stakeholders, mapping their power and influence, and developing strategies to maximize positive influence and minimize negative impact. This includes carefully monitoring high influence stakeholders not directly involved, building good relationships with supportive stakeholders, and removing low priority stakeholders.
Agile methodology
The document summarizes agile software development methods. It describes agile as an iterative approach that promotes adaptive planning, evolutionary development, rapid response to change, and close collaboration between self-organizing teams. The key characteristics of agile include iterative development with incremental releases, a people-oriented focus, lightweight processes, and test-driven development. The document also outlines the agile manifesto and lists benefits and situations where agile may not be suitable.
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Student 1 Hi,Project is a temporary goal that a team or an .docx
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10.1 Plan Communication Management
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
9.5 Manage Team
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
12.1 Procurement Contracts
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
12.2 Conduct Procurements
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
12.3 Control Procurements
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
6.5 Develop Schedule
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
5.1 Plan Scope Management
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
4.4 Manage Project Knowledge
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPI
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 2 of 2
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
Scenario - Project Management Processes | 1 of 2
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management Environment
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile Environment
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
Agile Scenarios - Core Practices
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Agile Core Practices - Rolling Wave Planning
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
6.0 Auxiliary Agile and Lean Frameworks
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
5.0 Core Agile and Lean Frameworks
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
7.0 Delivering in an Agile Environment
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
4.0 The Agile Core Practices
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principles
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
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13.1 Power Interest vs Salience Model
- 2. Power & Influence and The Salience Model
- 3. What is it? During your PMP exam you will com across stakeholder engagement techniques. It is important to know the difference between the various Power/Influence (2D) models and the Salience Model (3D). Power & Influence versus the Salience Model
- 4. What is Salience Model? Salience Model describes the classes of stakeholders based on assessments of their: • Power (level of authority or ability to influence the outcomes of the project) • Urgency (need for immediate attention, either time-constrained or relating to the stakeholders’ high stake in the outcome) • Legitimacy (their involvement is appropriate). Useful for large complex communities of stakeholders or where there are complex networks of relationships Power & Influence versus the Salience Model
- 5. Power & Influence versus the Salience Model Power Legitimacy Urgency 1 2 4 6 7 5 3 1. Latent 2. Discretionary 3. Demanding 4. Dominant 5. Dependant 6. Dangerous 7. Core 8. Non-Stakeholder
- 6. Two dimensional classification models are useful for small projects or for projects with simple relationships between stakeholders and the project. • Power/interest • Power/influence • Impact/influence Power & Influence versus the Salience Model
- 7. Power & Influence versus the Salience Model Influence Impact Keep satisfied Manage closely Keep InformedMonitor