Reference

• Sprint Review = demo working product to stakeholders
• Retrospective = team improves their OWN process (internal)
• Product Owner owns backlog, team estimates effort
• Servant leadership: enable the team, remove blockers
• Agile ≠ no planning; it = adaptive planning

Agile Manifesto: 4 values, 12 principles. Scrum ceremonies: Planning, Daily Standup, Review (demo), Retrospective (process). Roles: PO, Scrum Master, Dev Team. Selection guide: defined+stable=predictive; uncertain+evolving=agile; mixed=hybrid.

• Tuckman: Forming → Storming(hardest) → Norming → Performing → Adjourning
• Herzberg: Hygiene prevents dissatisfaction. Motivators drive performance.
• Conflict: Collaborate first, Withdraw last
• Underperforming team member: private meeting first, find root cause

Tuckman 5 stages. Herzberg motivation-hygiene. McGregor X/Y. McClelland (Achievement/Power/Affiliation). Conflict techniques: Collaborate · Compromise · Smooth · Force · Withdraw. Leadership styles: directive, supportive, coaching, delegating. Team morale near end: secure future roles.

• Register = WHO. Engagement Plan = HOW.
• Power/Interest grid: 4 quadrants
• Never dismiss stakeholder concerns — always engage
• RACI: only ONE Accountable per task

Engagement levels: Unaware, Resistant, Neutral, Supportive, Leading. Power/interest grid. Salience model (power, urgency, legitimacy). RACI. Communications plan.

• Threats: Avoid / Transfer / Mitigate / Accept
• Opportunities: Exploit / Share / Enhance / Accept
• If risk has a mitigation plan in the register → FOLLOW IT
• Risk = future uncertain. Issue = risk that happened.
• Contingency = known risks. Management reserve = unknown.

Risk register: ID, description, probability, impact, owner, response, status. Qualitative (P×I scoring) vs Quantitative (Monte Carlo, decision trees, EMV). Risk appetite vs threshold. Triggers.

• QA = process (proactive). QC = product (reactive)
• Prevention costs < failure costs
• Customer rejects approved work → acceptance criteria gap
• Quality is planned in, not inspected in

Cost of quality (Prevention + Appraisal vs Internal + External failure). Pareto chart (80/20). Control chart. Fishbone (Ishikawa). Kaizen / PDCA cycle.

• Channels = n(n−1)/2
• Push (email) / Pull (intranet) / Interactive (meetings)
• Comms plan: who gets what, when, how, in what format
• Global teams: standard meeting time, not rotating

Communications management plan components. Formal vs informal. Active listening. Confidentiality protocols.

• Servant leadership: enable, don't control (especially in agile)
• High accountability, low authority → collaborative style
• Conflict escalation: Beginning → Intensification (intervene) → Final

Leadership styles. Conflict escalation phases. Emotional intelligence. McGregor X/Y.

• Project charter = PM authority document (sponsor signs)
• ALL changes go through CCB. No exceptions.
• Process groups: Initiating → Planning → Executing → M&C → Closing
• Lessons learned: throughout, not only at closing

Process groups and key outputs. Change control process. PM plan components. Selection methods: NPV, IRR, payback, BCR.

• Use when project has BOTH defined AND undefined elements
• Collaboration tools (e.g. SharePoint) for info management
• Defined scope = predictive. Undefined scope = agile.

Combine predictive planning for stable parts and iterative cadence for evolving parts.

• Critical path = zero float. Delay here delays project.
• Crashing = add resources ($, lower risk). Fast tracking = parallel (free, higher risk).
• CPM finds longest path. Monte Carlo simulates date ranges.

CPM, schedule compression, float, what-if analysis, Monte Carlo, SPI.

• Make-or-buy → if buy, next step = request purchase order
• Vendor fails standards → facilitate resolution meeting first
• Acquisition affects suppliers → engage new suppliers to validate

Contract types: FFP, FPIF, T&M, CPFF, CPIF. Procurement docs: RFP, RFQ, RFI.