1. Tools and Techniques
in
Project Management
Teresa Lawrence, PhD, PMP, CSM
CPSI 2018
International Deliverables, LLC is a NYS certified Women Business Enterprise (WBE)
Bringing Processes to Life and Projects to Completion
2. Outline
• The Need
• The Benefit
• Project Management, the Thinking Skills model, diverging and
converging
• Components of a project
• Cognitive thinking skills and tools in Knowledge Areas
• New thinking and applications
3. The Need
• 21st century skills
• Business reports
• Creativity, decision making, problem solving collaboration and
innovation
• PM Network articles
• The Project Management Book of Knowledge (PMBOK)
4. 21st Century Skills
Creative Curious Energetic Experimenting
Independent Industrious Flexible
Open-minded Original Playful Perceptive
Persevering Questioning Risk-taker
Innovative Self-aware Sensitive Problem Solver
Collaboration and teamwork
Creativity and imagination
Critical thinking
Problem solving
6. The Need
• 21st century skills
• Business reports
• Creativity, decision making, problem solving collaboration and innovation
• PM Network articles
• The Project Management Book of Knowledge
• 21st century skills
• Business reports
• Creativity, decision making, problem solving collaboration and innovation
• PM Network articles
• The Project Management Book of Knowledge
• 21st century skills
• Business reports
• Creativity, decision making, problem solving collaboration and innovation
• PM Network articles
• The Project Management Book of Knowledge (PMBOK)
7. Project Management Body of Knowledge
The PMBOK defines Brainstorming as follows:
“A technique used to generate and collect multiple ideas related to
project and product requirements. Although Brainstorming by itself
does not include voting or prioritizing, it is often used with other group
creativity techniques that do.”
PMBOK, 6th edition
8. PMI Core Knowledge Areas and Skills
Brainstorming techniques Change management Conflict resolution techniques
Data analysis Negotiating strategies Organization strategic plan and vision
Problem-solving Analytical thinking Critical thinking
Facilitation Innovative thinking Prioritizing
Benchmarking Decision making Diagramming techniques
Brainstorming Targeting PPCO/POINt
Context Mapping Assistors/Resistors Storyboarding
Problem-solving Feasibility Matrix Hit/Cluster/Restate
Why, What’s Stopping You Scamper Cardsort
How-How Diagrams Paired Comparison Diagramming techniques
CPS Thinking Tools
9. Creativity and Problem Solving
Project Managers are faced with the task of finding solutions to
complex and ambiguous problems.
The challenge: How to problem solve and what tools to use?
Good news!
Using thinking tools from the Creative Problem Solving process (CPS),
Project Mangers can become deliberately creative and arrive at novel
and useful solutions on DEMAND.
11. Projects & Project Management
Project:
A temporary endeavor to make a unique product, service or result.
Project Management:
The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
12. Project Managers vs Project Management
Professionals (PMP)
Project Managers
These individuals possess a certain skill set that allows them to envision, assemble, and
act upon projects. No formal education, training, tracked experience or certification is
required to merit the title of a Project Manager.
Project Management Professional (PMP)
These individuals have been certified to manage projects by PMI. PMPs have a) met
educational and training requirements; b) tracked and accredited experience managing
projects and, c) passed the certification examination attesting to their mastery of the
knowledge and project management methodology prescribed by PMI. Recognized
internationally, the PMP certification equips individuals with a common understanding
of methodology, vocabulary and project management practices for use in a global
market. PMs and those who possess PMP certification are individuals with similar
motivation but with a different status in the same career field. Possessing - or not
possessing - a PMI credential does not guarantee successful management of projects.
16. (CPS) - The Thinking Skills Model
Cognitive Thinking
Skill
Affective Skill Objective
Diagnostic Thinking Mindfulness Understanding
Visionary Thinking Dreaming Desired State
Strategic Thinking Sensing Gaps
Well Defined
Problem
Ideational Thinking Playfulness Many & Varied Ideas
Evaluative Thinking
Avoiding Premature
Closure
Well Refined
Solution
Contextual Thinking
Sensitivity to
Environment
Solution
Commitment
Tactical Thinking Tolerance for Risk
Solution
Commitment
17. PMs Need to be Skilled in Assessing the Situation
Making careful examination of a situation, describing the nature of the
problem and making decisions about appropriate process steps to be taken.
• PMs influence - they need accurate data
• PMs monitor and make adjustments - Iron Triangle
• PMs sort through work data
• PMs are decision makers
• PMs seek (positive) risks
• PMs assess and take action
• PMs need to be mindful
18. PMs Need to be Skilled in Exploring the Vision
Articulating a vivid image of what you desire to create.
• PMs identify future opportunities
• PMs help others work toward meaningful goals
• PMs proactively initiate change/analysis
• PMs provide direction
• PMs discern which activities/tools yield insights
• PMs need to articulate desired state
19. PMs Need to be Skilled in Formulating Challenges
Identifying the critical issues that must be addressed and pathways needed
to move toward desired future.
• PMs preform alternative analysis
• PMs go for root cause
• PMs avoid rushing to decisions
• PMs understand business need
• PMs test assumptions before moving forward
• PMs provide greater clarity to challenges
• PMs need to identify variances and adjust
20. PMs Need to be Skilled in Exploring Ideas
Producing original mental images and thoughts that respond to important
challenges.
• PMs invest in teams to feel more energized
• PMs strive to find breakthrough solutions
• PMs require original thinking to old problems
• PMs face “what-if” scenarios
• PMs facilitate meetings
• PMs create environments where ideas are welcomed
• PMs seek alternatives
21. PMs Need to be Skilled in Formulating Solutions
Assessing the reasonableness and
quality of ideas in order to develop
workable solutions.
• PMs clear obstacles for teams
• PMs deliberately assess positive and
negative risks and their potential
• PMs turn ideas into viable solutions
• PMs negotiate and secure buy-in
• PMs develop solutions so they are
less strange to others
22. PMs Need to be Skilled in Exploring Acceptance
Understanding the interrelated conditions and circumstances that will
support or hinder success.
• PMs develop acceptance criteria
• PMs intercept being blindsided
• PMs speak to multicultural/multinational audiences
• PMs ensure alignment of need with strategic goals
• PMs build teams
• PMs understand socio-political cultures
23. PMs Need to be Skilled in Formulating a Plan
Devising a plan that includes specific and measureable steps for attaining a
desired end and methods for monitoring effectiveness.
• PMs assess tolerance levels for risk
• PMs invest in planning
• PMs create deliberate plans and timelines
• PMs tackle detailed, multilayered processes
• PMs build a “we can do this” atmosphere
• PMs understand how activities sequence and interact
• PMs hand over deliverables!
24. Two Types of Thinking
• Divergent thinking: Generating ideas, free wheeling, imagination
• Convergent thinking: Judging options, focusing, making decisions
Divergent
Thinking
Convergent
Thinking
Dynamic Balance
@InternationalDeliverables
26. When Would A PM Need Divergent Thinking?
Develop Portfolio Management Plan
Definition of Done
Identify Stakeholders
SWOT Analysis
Procurement Negotiations
Alternatives Generation
End of Sprint demo
Collecting Requirements
Develop Portfolio Management Plan
Burn Down Chart Activities
Risk Analysis
Proposal Evaluation
Opportunity Identification
User Stories
WHENEVER THEY NEEDED IDEAS
28. When Would A PM Need Convergent Thinking?
Definition of Done
Identify Stakeholders
SWOT Analysis
Procurement Negotiations
Collecting Requirements
Burn Down Chart Activities
Risk Analysis
Proposal Evaluation
Opportunity Identification
User Stories
Project Selection
Ground Rules
Selection Criteria
Paired Comparison
WHENEVER THEY NEEDED SOLUTIONS
29. What is a Challenge Statement?
• A definition of the problem stated like a question.
• An alternative view as to what the problem is.
• An insight in to what the “real” problem might be.
• A sub-problem of the main goal.
• A piece of the overall issue.
• Another way to look at the overall goal.
• Not a solution…Not trying to solve the problem yet
30. Formatting Challenge Statements
My parents will NEVER let me take a “gap year”!
• Statement starter (How might…)
• Owner (I)
• Verb (get)
• Object (my parents on board to support a “gap year”?)
How might…I… get… my parents on board to support a “gap year”?
31. Statement Starters
• How to…(H2...)
• How might...(HM…)
• In what ways might…(IWWM…)
• What might be all the…(WMBAT...)
32. What are all the challenges that come to mind? @InternationalDeliverables
35. Components of a Project
Process Groups - five chronological and essential phases through which
a project moves
Knowledge Areas - ten areas of specialization that may occur
throughout any time during the process groups
Processes - 49 activities within process groups characterized by ITTOs
Inputs/Tools and Techniques/Outputs (ITTO)s - 200+ components of a
process
36. Process Groups
Initiating: Authorizing the project
Planning: Defining and refining project objectives
Executing: Coordinating people and resources to carry out the project
Controlling: Ensuring objectives are met and adjusting when needed
Closing: Formulizing the acceptance and closure of the project
39. ITTOs - MY WORK
Inputs: Any item, whether internal or external to the project that is required
by a process before that process proceeds.
Tools and Techniques: Mechanisms applied to the inputs to create the
outputs.
Tools - Something tangible, such as a template or software program,
used in performing an activity to produce a product or result.
Techniques - A defined systematic procedure employed by a human
resource to perform an activity to produce a product or result or
deliver a service
Outputs: A product, result, or service generated by a process.
42. Integration Management
Integration Management is used to unity and coordinate the various processes and activities
within the five project management processes and the other nine knowledge areas.
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Manage Project Knowledge
• Monitor and Control Project Work
• Perform Integrated Change Control - Reviewing all change requests, approves and manages
changes to the deliverables or to the project management plan.
• Close Project or Phase
43. Perform Integrated Change Control
Reviews all change requests, approves and manages changes
to the deliverables or to the project management plan.
Decision Making
• Voting - get take the form of unanimity, majority, or plurality (the
most votes even if no one block of votes gets a clear majority)
• Autocratic decision making - one individual takes the
responsibility for making the decision for the entire group
• Multicriteria decision analysis - a systematic analytical approach
to evaluate requested changes according to a set of predefined
criteria
PMBOK, 6th edition
45. Scope Management
Scope Management ensures a project’s scope is accurately defined and mapped.
• Plan Scope Management
• Collect Requirements - Defining and documenting stakeholders’ needs to meet the
project activities.
• Define Scope
• Create WBS
• Verify Scope
• Control Scope
46. Collect Requirements
Collect Requirements is the process of determining, documenting, and
managing stakeholder needs and requirements to meet project objectives.
Brainwriting - Visionary Thinking
47. Schedule Management
Schedule management aims to ensure the timely completion of a project.
• Plan Schedule Management
• Define Activities - Identifying and documenting the specific actions to be performed to
produce project deliverables.
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
48. Define Activities
Breaking down work packages into activities that provide a basis for
estimating, scheduling, executing, monitoring, and controlling the project
work.
How/How Diagram - Strategic Thinking
49. Cost Management
Cost Management determines the policies, procedures, and documentation that will be
used for planning, executing, and controlling project cost.
• Plan Cost Management
• Estimating Cost - Developing an approximation of the cost of resources needed to
complete project work
• Determine Budget
• Control Cost
50. Estimating Cost
Developing an approximation of the cost of resources needed to
complete project work.
Sequencing - Diagnostic Thinking
51. Quality Management
The degree to which the project fulfills requirements and satisfies the needs for which it was
undertaken…Did we build the thing right?
• Plan Quality Management
• Manage Quality - Executing and auditing the processes being used to achieve the quality
standards
• Control Quality
52. Manage Quality
The process of comparing quality requirements to actual
quality measurements from the project. The goal is to
ensure the project is meeting quality requirements and to
look for ways to improve processes.
Hit/Cluster/Restate- Ideational Thinking
53. Resource Management
Resource Management identifies, acquires and manages the resources needed for the
successful completion of a project.
• Plan Resource Management
• Estimate Resources
• Acquire Resources
• Develop Team - Improving competencies, team member interaction, and the overall
team environment to enhance project performance
• Manage Team
• Control Resources
54. Develop Team (SCRUM)
Improving competencies, team member interaction, and the overall team environment to
enhance project performance.
SPRINT Retrospective - a process review that welcomes failure/welcomes errors. By the end of the
Sprint Retrospective, the Scrum Team should have identified improvements that it will implement.
55. Sprint Retrospective Meeting - POINt/PPCo
Objective:
Team members reflect on the past
sprint and check three
things: what went well during the
sprint, what didn't, and what
improvements could be made in
the next sprint.
Plusses:
• We had a great deal of synergy
• Work and roles were clearly defined
Potentials:
• We can trust and determine individually where to
pick up/assume new work when work is achieved
• Implementing new strategies will increase
efficiencies
Issues:
• H2 increase communication among one another?
• H2 take notes during SPRINT re DoD?
New thinking:
• Document communication styles
• Hang PostIt chart paper
Evaluative Thinking
57. Communications Management
Communications Management ensures prompt and appropriate
generation, collection, distribution, storage, retrieval, and
ultimate disposition of project information.
• Plan Communications Management - Developing an
appropriate approach for project communications activities
based on the information needs of each stakeholder.
• Manage Communications
• Monitor Communication
58. Communication methods
PUSH
“TO”, no formal
confirmation of receipt –
email blast, faxes, voice
mail, press releases
PULL
“GET”, no formal
confirmation of
receipt – post on a
website, intranet
sites, e-learning
INTERACTIIVE
“EXCHANGE”, formal
confirmation of receipt –
meeting, phone call,
video conference
(With the stakeholder
register in hand) - What
are all the things we
need to consider when
communicating with
stakeholders?
Brainstorming - Contextual Thinking
Developing an appropriate approach for project communications activities based on the
information needs of each stakeholder.
59. Risk Management
Risk Management works to increase the probability and/or
impact of positive risks and to decrease the probability/impact
of negative risks in a project.
Plan Risk Management
Identify Risk - The process of identifying which risks may affect
the project and identifying their characteristics
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Implement Risk Responses
Monitor Risks
60. Identify Risk
The process of identifying individual project risks as well as sources of
project risk and identifying their characteristics.
SWOT Analysis Strategic Thinking
61. Procurement Management
Procurement Management supports the purchase and acquisition of products, services or
results needed from outside the project team.
Plan Procurement Management
Conduct Procurements - Distributing procurement documents, selecting sellers and
awarding contacts
Control Procurements
62. Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a
contract in alignment with internal and external stakeholder expectations
through
Tactical Thinking
63. Stakeholder Management
Stakeholder management is the systematic identification, analysis, planning and
implementation of actions designed to engage with stakeholders who have an interest in
the project, program or portfolio because they are involved in the work or affected by the
outcomes.
Identify Stakeholders - Identify the stakeholders, analyze and document information
regarding their interests, involvement, interdependencies, influence, and potential impact
on project success.
Plan Stakeholder Engagement
Manage Stakeholder Engagement
Monitor Stakeholder Engagement
64. Identify Stakeholders
A process of identify the stakeholders, analyze and document information
regarding their interests, involvement, interdependencies, influence, and
potential impact on project success.
Influence/PowerofStakeholder
Interest of Stakeholder
Stakeholder Analysis - Contextual Thinking
66. Outline
• The Need
• The Benefit
• Project Management, the Thinking Skills model, diverging and
converging
• Components of a project
• Cognitive thinking skills and tools in Knowledge Areas
• New thinking and applications
67. Contact Information
Teresa Lawrence, PhD, PMP, CSM
teresa@internationaldeliverables.com
(716) 536.4848
PM Boosters, PMI Certification Training, PM & CPS Consulting
International Deliverables, LLC is a NYS certified Women Business Enterprise (WBE)
Bringing Processes to Life and Projects to Completion
68. More about the content
• Infusing Creativity in Project Management, Deliberate Creative,
Episode #88
• Engaging Your Stakeholders, Improving Your Requirements, PMXPO
• The Cognitive Thinking and Affective Skills Every Project Manager
Needs to Master, ProjectManagement.com
• Creative Project Management: Utilizing Creative Problem Solving to
Build Team Capacity, Construction Management Association of
America
Editor's Notes
Research in creativity tell us that…
Being able to entertain ideas that at first seem outlandish and risky
Being able to deal with uncertainty and avoid leaping to conclusions
Being able to stay open and persevere without being overwhelmed by large amounts of information, interrelated and complex issues, and competing perspectives
Alex Osborn, in his breakthrough book Applied Imagination, notes two distinct types of thinking that are essential for being creative.
Diver – think writers mind, imagination, free wheeling
Converge – think editor – weeding and refining
WE all do – And need to do both kinds of thinking in project (in life). The secret to creating new ideas that are useful is to become more conscious of which thinking mode you are in and which you need
When approaching problem or challenge – first diverge then judge…knowing that with intention, you may move between the two types of thiking
Dynamic balance in tandem, opens the door for creative thinking.
No accustomed to separating