LESSON 9

Project Work and

Delivery
Executing, Monitoring,
Tracking, and
Optimizing Work
Through Delivery and
Closing

Version 2.0 | June 2024 Release

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In This Session: 9A Engaging Stakeholders
9B Monitoring and Controlling Processes
Look for the predictive icon to
9C Detecting and Solving Problems
learn about documenting project
controls and actions, tools, and
9D Measuring Performance
techniques related to activities in 9E Applying Project Controls and
the Executing, Monitoring and
Forecasting
Controlling, and Closing process
groups!
9F Validating Requirements Through
Look for the adaptive icon to learn Project Delivery
about artifacts and actions related 9G Closing and Transitioning
to project controls!

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9A Engaging Stakeholders

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Importance of
Stakeholders as the
Project Progresses

• Project advocates
• Information sources
• They validate, approve, and accept
the deliverables

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Levels of Unaware—Does not know about the project or its benefits and
Engagement other impacts

Resistant—Aware of project, resistant to objectives or

changes the project will introduce

Neutral—Aware of project, but neither resistant nor

supportive

Supportive—Aware of project and supports objectives,

changes, and outcome

Project Management Institute,

Inc. (2023). Process Groups: A
Leading—Aware and engaged, a “champion” of the project
Practice Guide.

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Stakeholder Engagement
Plan

A component of the project

management plan that identifies the
strategies and actions required to
promote productive involvement of
stakeholders in project decision-
making and execution.

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Stakeholder Name Unaware Resistant Neutral Supportive Leading

Engagement Stakeholder
Jake Fong F C D

Assessment Civic
Stakeholder
Commission
C D
CC
Matrix (SEAM) Finella Boyce B C D
Stakeholder
Mohammed
StakeholderEliE C D

A matrix that Key:

C = Current level of engagement
compares current D = Desired level of engagement
and desired
stakeholder
engagement What mistake have we potentially made on this SEAM?

levels. We should NOT put names on public stakeholder

documents.

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Influencing
Stakeholder
Levels of
Engagement

What are some

techniques for
influencing or changing
the level of stakeholder
engagement?

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9B Monitoring and Controlling
Project Work

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Monitoring and Controlling Overview
Risks and
Issues

Scope Quality

Communicate and
Manage Change

Resources—
Schedule People and
Physical

Cost
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Resources Includes Team Members,
Specialists, Vendors, Contractors,
SMEs, and Physical Equipment

A skilled individual, team, or the

equipment, services, supplies,
commodities, materials, budgets, or
funds required to accomplish the
defined work.

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Maintain the • Remove impediments
Team and • Keep team focused and productive
Human
Resources • Motivate and inspire
• Manage conflict
Human resource
management
procurement, and • Manage procurements and contracts
contract
administration are • Conduct team performance assessments
typically
organizational
functions.
• Team (project manager, team lead, other) self-
organizes to facilitate resource procurement
• Team conducts retrospectives to optimize
performance
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Update
Resource To monitor resource usage during the project, ask:
Allocations
• Do we have enough people to perform the work?
Teams typically use
a resource • What about any specialist skills? Are they
calendar to track needed?
peoples’ availability
• Do we have all the equipment we need? Will it
be in place when it’s needed?

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Quality

Continuously verify the quality of

deliverables and processes

Verification—The evaluation of
whether or not a product, service, or
result complies with a regulation,
requirement, specification, or imposed
condition

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Evaluate and Manage Quality

Uses the Control Quality process to:

• Verify that deliverables meet requirements
Project manager • Verify compliance is met
• Oversee and suggest improvements to team’s quality
practices
• Continuously monitor quality and issue reports
• Sets and meet quality goals and metrics
Project team, • Quality metrics can be found in:
which includes the • Service-level agreements (SLAs)
product owner, • Contracts
who is the voice of • Definition of done (DoD)
the customer
• Provides and uses feedback during iterations to continuously
monitor quality
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Quality Audit
Typical in highly regulated environments that require

A structured,
operational standards—e.g., government, scientific,
independent engineering, civic organizations
process to
determine if project What is audited:
activities comply • Project’s quality management policy—Is it suitable?
with organizational
• Collection and use of information—Data security
and project policies,
processes, and protocols
procedures • Analytical methods—Are they fair or using
reputable standards?

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Risks and Issues

• Update risk register or matrix regularly

• Monitor known risks
• Be prepared for issues at any time

Ensure you understand the difference

between a risk and an issue

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Monitor Risks • Continuously monitor risk status in the risk register
• Each risk typically has a trigger condition. Watch out

Trigger for those!

condition—An • Enact risk response if a risk is triggered
event or a
condition that
• Maintain risk management practices
indicates a risk
• Update probability and impact scores and risk
will become an
responses
issue
• Identify new risks
• Reassess current risks
• Close outdated risks
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Tracking and
Managing Establish a regular rhythm of feedback
Risk in
Adaptive
Projects Identify potential threats and obstacles in daily
standup/coordination meetings

Demonstrate product or service increments frequently

Test the effectiveness of potential solutions with
short proof-of-concept experiments or “spikes”

Conduct retrospectives to identify threats to team

cohesion
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Managing Issues should be addressed as soon as possible.
Issues
1. Record the issue in the issue/impediment log
2. Assign the issue to an owner
An issue is a 3. Research the issue
current condition or 4. Propose a solution
situation that may 5. Close the issue
have an impact on Issue No Raised Date Description Impact Resolution Assigned Date
the project by Opened to Closed

objectives 001. KM. 9/9/23. Engine failure 4.5/5 New P.Sand 9/24/23
engine

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Cost and Schedule

Earned value analysis (EVA)

Short-term or incremental budgeting

and timeboxed development

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Define Scope

• Adaptive projects use a product

backlog to document and control the
evolution of product scope
• As the team works, they—together with
the customer—discover the scope of the
product

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Control Scope

• Keep scope aligned with the

requirements traceability matrix and
scope baseline
• Any scope changes must be approved
by the change control board (CCB)
• Avoid scope creep!

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Managing Change

Follow a process to facilitate

change while maintaining
scope, cost, and schedule
baselines

— OR —

Let change be the engine of

your project

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Perform Integrated Change Control Process
Change Control
1. Clarify the need for the change
2. Log the change in the change log
The process of reviewing all change
3. Conduct an impact analysis—Evaluate the
requests; approving changes and
change and its impact on the project
managing changes to deliverables,
organizational process assets, project
4. Prepare a change request and send it to the

documents, and the project change control board (CCB) for a decision
management plan; and communicating 5. If the change is approved, update the project
the decisions management plan and the affected baseline(s)
6. Communicate the change to the team and
impacted stakeholders

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9C Detecting and Resolving
Problems

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Identifying Problems

• Use critical thinking, active

listening, and observation skills

• Review and update the risk

register continuously

• Discuss work during daily

standup/coordination/
scrum to maintain vigilance
for obstacles

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Workshop.
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Critical Thinking
• Includes disciplined, rational, logical, evidence-based thinking
• Requires an open mind and the ability to analyze objectively Also includes reflective
thinking and
Project practitioners:
metacognition (thinking
• Recognize bias
about thinking and
• Identify the root cause of problems
being aware of one’s
• Consider challenging issues—e.g., ambiguity, complexity
awareness)
Project team members apply critical thinking to:
• Research and gather unbiased, well-balanced information Project Management
Institute. 2021. A Guide to
• Recognize, analyze, and resolve problems the Project Management
Body of Knowledge
• Analyze data and evidence (PMBOK® Guide —
Seventh Edition). Section
• Observe events to identify patterns and relationships 2.4.2.2
• Apply inductive, deductive, and abductive reasoning appropriately
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Problem-Solving Process: Understanding to Resolution

Check the
resolution
Use your
plan to
Devise a address the
plan to problem
Measure address the
the problem problem
Understand
the problem

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Tools for • SWOT (Strengths, weaknesses, opportunities, and threats)
Addressing Analysis—Assesses the strengths, weaknesses, opportunities, and
Problems
threats of an organization, project, or option
• Brainstorming—A simple technique used to generate then analyze
• General analysis
a list of ideas
• Data representation
• Mind Mapping—A graphic technique used to consolidate ideas from
individual brainstorming sessions into a single map. The map display
reflects similarities and differences in understanding generate new
ideas
• Expert Judgment—Judgment based upon expertise in a given
application area, knowledge area, discipline, or industry—e.g., a
subject matter expert
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 Ishikawa • Problem statement is
Root-Cause head of fish
Analysis: or • Break down causes
Tools and Data Fishbone into bones or
Diagram branches for analysis
Representation

• Discussion, Ask why something

brainstorming, use of happened and then why
Five Whys
critical thinking or a
tool
????? Method
that happened and then
why that happened … as
many times until we find
the root cause
• Apply to risk,
variances, and • Displays results of
Pareto root-cause analysis
defects (quality) Chart • Applies 80/20 rule
Bar graph that visually represents the
most significant problems
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Data Representation Tools for Addressing Problems
Histogram—A bar or column chart that graphically represents
numerical data. Pareto is a type of histogram.

Process Flow Diagram—A visual representation of the steps

involved in a process or workflow. It is used to identify the
sequence of events and the relationships between different steps
in a process.

Value Stream Map—Similar to a process flow diagram, this tool

can be used to identify process steps that add value (value
stream) and those that do not add value (waste).

Control Charts—A graphic display of process data over time and

against established control limits; a center line assists in detecting
a trend of plotted values toward either control limit.

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9D Measuring Performance

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Why Do We Use Metrics?

They constitute a description of a

project or product attribute and how to
measure it.

Metrics should:
• Be SMART—specific, measurable,
achievable, relevant, timely
• Support decision-making

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Lagging and Leading Indicators
Leading Predict changes or trends
Indicators
• Velocity
• Estimated cost
• Provide visibility into
• Estimated duration
project progress and
keep the team on
track toward project
goals Lagging Indicators
• Use data from lagging Measure past performance
indicators to create • Number of user stories or
leading indicators! deliverables completed
• Cost variance
• Schedule variance ©2024 Project Management Institute, Inc. All rights reserved.
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Metrics
Overview

• Burndown chart
• Burnup chart
• Velocity chart
• Cumulative flow
diagram

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Burn Charts
500 Iteration
Burndown
450

400
Burndown chart—A graphic
350
representation of work remaining
Hours
versus the time left in a timebox Remaining 300

(iteration or release) 250

200
Burnup chart—A graphic
representation of work completed 150

toward the release of a product 100

50

1 2 3 4 5 6 7 8 9 10
Day

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Reading the 500 Iteration
Burndown Burndown
450
Chart
400 BEHIND
Ideal Work Line SCHEDULE
350
Hours
Remaining 300

250

200

150

100 IDEAL WORK LINE

AHEAD OF
50 SCHEDULE

1 2 3 4 5 6 7 8 9 10
Day

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 Project
Today
Burnup Chart 300
End Date

Total Scope

250

Shows work completed

200
during a release Size
(Points)
150
How can a burnup chart Delivered Function
help detect and solve 100 Minimum Scope

problems?
50

5 10 15 20 25
Iterations

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 Average velocity:
Velocity (10 + 14 + 13) ÷ 3 = 12

20
Velocity is a
measure—normally
Predicted
15 velocity:
in points—of a

Story Points
12
team’s capacity
during each iteration 10

The velocity metric

is unique to a team. 5
It should not be
used to compare 0
one team with Iteration 1 Iteration 2 Iteration 3 Iteration 4
another. Planned
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Forecasting Today
Project
End Date
Work Using 300
Total Scope
Velocity
250

• 60 story points remain 200

Size
on the backlog to (Points)
150 Delivered Function
complete minimum
scope 60 story 100 Minimum Scope
• Average velocity is 12
points
• How many more 50
iterations does the team remain on
need?
the 5 10 15 20 25
60 ÷ 12 = 5 Iterations
backlog
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Throughput

Throughput refers to the number of units

produced during a specific interval

An example of a system with efficient

throughput is a street or highway lane
dedicated to buses or other high-
occupancy vehicles

80 cars ÷ 8-hour shift =

10 cars per hour
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Cycle Time
and Lead
Time Request from customer Delivered to customer
Lead Time

Important for
continuous flow Wait Work
approaches
Work Start Finish
request work work

Cycle Time

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 Use Control 1. Calculate the average cycle time and the upper and lower control limits
Charts to based on data collected from the project
Monitor Cycle 2. Monitor the data over time and look for any points that fall outside the
Time and control limits or any patterns or trends in the data
Resolve 3. Investigate any points that fall outside the control limits or any patterns or
Problems trends in the data to identify the root cause of the variation
4. Take corrective action to address the root cause of the variation and bring
Cycle time is closely
the process back into control
associated with work
in process (WIP), Upper
limit Collected
which is a count of all data
points
started tasks that have
Lower
not yet been finished limit

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Cumulative
90
Flow Diagram
80

70 To do
F
E
60
A Doing
T 50
U
Done
R 40
E
S 30

20

10

0
May June July Aug Sept Oct

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Information Radiators

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Matching Activity: Metrics Terms

Calculating the productivity for a

Lagging Indicator
team is but one example

Measures the amount of work

Leading Indicator
completed

The duration between the start and

Burndown Chart
completion of a process
Click to begin
Measures activity or other factors that
Burnup Chart
have occurred in the past

Highlights how much work is left to

Cycle Time
complete in a sprint or release

The amount of time it takes to

Lead Time
complete a task

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9E Applying Project Controls and
Forecasting

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Earned Value Analysis
(EVA) and Earned Value
Management (EVM)

• EVA—An analysis method that uses a

set of measures associated with scope,
schedule, and cost to determine the cost
and schedule performance of a project.
• EVM—A methodology that combines
scope, schedule, and resource
measurements to assess project
performance and progress.

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Earned Value Analysis (EVA) Components
Definition How Used
Planned Value The authorized budget assigned to The value of the work planned to be
(PV) scheduled work. completed to a point in time, usually the
data date*, or project completion
Earned Value The measure of work performed The planned value of all the work
(EV) expressed in terms of the budget completed (earned) to a point in time,
authorized for that work. usually the data date*, without reference
to actual costs
Actual Cost The realized cost incurred for the The actual cost of all the work completed
(AC) work performed on an activity during to a point in time, usually the data date
a specific time period.
Budget at The sum of all budgets established The value of total planned work, the
Completion for the work to be performed. project cost baseline
(BAC)

*Data date refers to a point in time when the status of a project is recorded.
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Guide. PMI.
Significance
of Earned
Value Analysis Total Budget Time Now
Earned Value
(EVA)
Budget

Combines scope,
$ Actual Costs
schedule, and cost
metrics and therefore is
the performance
measurement baseline

Time

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Understanding Cost EV – AC = CV
Variance
If the value is … Then the project is performing …
The amount of budget deficit or Greater than 0 Under planned cost by [$ amount]
(positive)
surplus at a given point in time,
0 (neutral) At planned cost
expressed as the difference Less than 0 (negative) Over planned cost by [$ amount]
between the earned value and the
actual cost
We use cost variance …

When we want to know the difference between the value

of work completed to a date and the actual costs or
expenditure made up to that date

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Calculate Cost Variance
A project to build a fishpond is
EV – AC = CV
scheduled for completion in 6 80,000 – 85,000 = – $5,000

months with a budget of

Answer and explanation: The earned value
US$100,000. After 3 months, the
is USD$80,000. This is the amount they
project team captures these
budgeted to spend on work up to this date.
metrics: However, they spent USD$85,000 (the actual
cost).
• Planned value (PV) is US$50,000
• Earned value (EV) is US$80,000
• Actual cost (AC) is US$85,000 Therefore, halfway through the project, there
is a cost overrun of USD$5,000.
What is the cost variance (CV) for
this project?

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Understanding Schedule EV – PV = SV
Variance
If the value is … Then the project is …
The amount by which the project is
Greater than 0 Ahead of schedule by X amount
ahead or behind the planned delivery (positive)
date, at a given point in time, 0 (neutral) Precisely on schedule

expressed as the difference between Less than 0 (negative) Behind schedule by X amount

the earned value and the planned

value Another way to think about schedule
variance is …
The difference between the work completed to
date and the work you planned to be completed
on that date

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Calculate Schedule Variance

A project to build a fishpond is EV – PV = SV

scheduled to run for 6 months with a 80,000 – 50,000 = 30,000
budget of US$100,000. After 3 months, Answer and explanation: The earned value is
the project team captures these USD$80,000 and the planned value is USD$50,000.

metrics: Halfway through the project, the team seems to be

ahead of schedule by USD$30,000.
• Planned value (PV) is US$50,000
As per the schedule, the team should have
• Earned value (EV) is US$80,000
completed USD$50,000 worth of work to this date.
• Actual cost (AC) is US$85,000 However, the team was able to complete
USD$80,000 worth of work.
What is the schedule variance (SV)
for this project? The project is running ahead of schedule as the team
has completed USD$30,000 worth of work more than
planned.
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Cost and SPI—a measure of the schedule efficiency
Schedule • Ratio of earned value to planned value
Performance ON
Index (CPI and SPI = EV ÷ PV schedule
SPI)

SV and CV measure < 1 is BEHIND schedule > 1 is AHEAD of schedule

0 1
variance, or difference
between actual and CPI—a measure of the cost efficiency of budgeted resources
planned or earned value; • Ratio of earned value to actual cost
SPI and CPI measure ON
budget
efficiency, or how well CPI = EV ÷ AC
the project is using the
time or budget < 0 OVER budget > 0 is UNDER budget
0
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Putting EVM Metrics Together

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9F Validating Requirements Through
Project Delivery

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Evaluating the Solution or
Product

“Solution Evaluation includes the

processes to validate a full solution or a
segment of a solution that is about to be or
has already been implemented. Evaluation
determines how well a solution meets the
business needs expressed by
stakeholders, including delivering value to Solution Evaluation is led by the business analyst role.

the customer.”
—PMI Guide to Business Analysis

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Requirements
Analysis and
Traceability

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Testing and Evaluation

• Early testing and prototyping activities

help clarify customer requirements
• Product demos at the iteration review
• User acceptance testing (UAT) at
completion can confirm final suitability of
the product
• Pilot or sandbox release into pre-
production environment is an extended
test before full release

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Validate Definition Functional Area
Requirements Validation The assurance that a Business analysis
and Validate product, service, or
result meets the needs
Scope of the customer and
other identified
stakeholders
Validate Requirements Process of checking that Business analysis
requirements meet
business goals and
objectives
Validate Scope Process of formalizing Project management
acceptance of the
completed project
deliverables

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Prepare for Validation Verification
Delivery Premise Are we building the right Are we building the product
Validate and product? correctly?
Verify
What/ Validation
Ensures requirements Verification
Ensures the product complies
Why solve the problem for the with quality specifications
Both are business and/or customer
prerequisites for How Use acceptance criteria to • Manage quality
share understanding of • Conduct testing
successful delivery
changes between project • Conduct peer reviews or
and implementation team and customer inspection—e.g.,
walkthroughs, day-in-the-life
testing,
Who Customers, stakeholders, Project team
project sponsor

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Validate Use the requirements traceability matrix to identify the
Requirements requirements impacted by the change.
and Validate
Scope • Project manager considers any scope change against the

Impact baselines (benchmark for comparison)

analysis • Business analyst assesses any proposed change against
requirements documentation
• Identify potential conflicts, risks, and impact to cost or schedule

Use the product backlog to define and refine scope

• Product owner aligns backlog to business value continuously
• Customer and stakeholder consent gained by defining
acceptance criteria for user stories and iteration feedback

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When Is the Product Ready and the Project Complete?

• Review the requirements

traceability matrix—Have
requirements been met?
• Has the customer accepted
the product?

Has the customer accepted the final

release or product?
• Completed features indicate
readiness for delivery
• No further refinement of the
product backlog is performed

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Accepting the Solution for
Release or Delivery

Implementation strategy—Pilot or full

release?
Knowledge transfer—Lessons learned,
retrospectives, project reports (if
applicable)

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Addressing ECO 4.2 Determine how to conduct stakeholder communication > ECO 4.2.2
Demonstrate why communication is important for a business analyst between
Requirements variousWhich
teams action
(features, requirements, etc.). analyst take?
should a business
Conflicts
When requirements conflicts arise, or when cost and schedule impacts occur, the
Sample CAPM business analyst facilitates a resolution to the issue (or conflict) and may schedule a
a. Approve the change request.
Exam Question requirements session to discuss alternatives and reach consensus.
b. Schedule a requirements session with impacted
All impacted stakeholders should be present when discussing issues and conflicts.
Someone has made a stakeholders to discuss alternatives and reach
change request. The • Answer A is incorrect because the business analyst cannot approve the change
consensus.
request. Only the change control board can do that.
impact analysis reveals a • Answer C is incorrect
c. Postpone because when
a decision potential
until more issues arise,
information is we need to deal with
requirements conflict and them as soon as possible.
• Answer presented.
D is incorrect because the decision is within the authority of the business
negative cost/schedule analyst or project manager. Escalation is not necessary.
d. Escalate the issue to the project sponsor.
impact.

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9G Closing and Transitioning

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Project • Customer accepts product or project fails
Closure
• Project team transitions deliverables or product to customer—
Activities
include any training requirements or recommendations
• Notify sponsoring organization; update OPAs
The Close Project or
• Close open issues and prepare project report
Phase process activities
are typically included in the • Close external obligations—e.g., contracts
project management plan • Archive project information
and in the WBS, under the
• Hold a final meeting for the team to include lessons learned
project management
conversations and celebrations!
function.
• Release resources (team members, financial, and physical assets)
• Archive lessons learned in the lessons learned repository

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Conduct Final
Retrospective,
Capture What went well: We can improve:
Lessons
Learned

Adaptive teams should document lessons

learned!

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What’s in the
Lessons
Learned?
Topics
• Scope changes and
Start documenting
impacts
early in the project
• Schedule issues and
and make it a good
impacts
habit!
• Risks and issues
• Stakeholder and vendor
relationships
• Recommendations for next
time

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Evaluating the
Deployed
Solution

A business analyst can gauge a project’s success when

the end users or operations personnel start to use the
solution post-release.

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Knowledge Check

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Matching Activity: Threat Strategies

Increasing security protocols in response to

Avoidance new or unforeseen security threats that
may arise during development

Using agile development methodologies to

Transference regularly assess and reduce risks
throughout the development process

Click to begin Purchasing cybersecurity insurance

Mitigation policies that cover potential data breaches,
cyber attacks, or other security risks

Understand that certain risks may be

Acceptance inherent to the project, such as potential
data breaches

Not using certain development practices

Escalation that may create potential security risks or
other potential issues

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Question 1
What type of chart highlights how much work is
left to complete in a sprint?

1. 2. 3. 4.
Burndown Velocity chart Cumulative Burnup chart
chart flow chart

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Question 2
Which condition is a factor of uncertainty and
describes project dimensions or components that
change often and unexpectedly?

1. 2. 3. 4.
Complexity Opportunity Threat Volatility

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Question 3
Which term refers to a shared understanding
within a development team of criteria for
determining a user story, feature, or product
ready for release to the customer?

1. 2. 3. 4.
Story points Definition of Retrospective Acceptance
done criteria
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Question 4
Which graph shows the behavior of a process
over time and whether or not it is stable and
within expectations?

1. 2. 3. 4.
Risk register Gantt chart Control chart Ishikawa
diagram
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Wrapping Up

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Summary

9A Engaging Stakeholders
9B Monitoring and Controlling
Processes
9C Detecting and Solving Problems
9D Measuring Performance
9E Applying Project Controls and
Forecasting
9F Validating Requirements Through
Project Delivery
9G Closing and Transitioning

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End of Lessons

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