Month: December 2022

There are several factors that influence the selection of a development approach. They can be divided into categories of the product, service, or result; the project; and the organization. The following subsections describe the variables associated with each category.

A development approach is the means used to create and evolve the product, service, or result during the project life cycle. There are different development approaches, and different industries may use different terms to refer to development approaches. Three commonly used approaches are predictive, hybrid, and adaptive. As shown in Figure 2-7, these approaches are often… Continue reading DEVELOPMENT APPROACHES

Delivery cadence refers to the timing and frequency of project deliverables. Projects can have a single delivery, multiple deliveries, or periodic deliveries. Another delivery option is called continuous delivery. Continuous delivery is the practice of delivering feature increments immediately to customers, often through the use of small batches of work and automation technology. Continuous delivery… Continue reading DELIVERY CADENCE

The type of project deliverable(s) determines how it can be developed. The type of deliverable(s) and the development approach influence the number and cadence for project deliveries. The deliverable approach and the desired delivery cadence determine the project life cycle and its phases.

Figure 2-6. Development Approach and Life Cycle Performance Domain This performance domain entails establishing the development approach, delivery cadence, and project life cycle needed to optimize project outcomes. The following definitions are relevant to the Development Approach and Life Cycle Performance Domain: Deliverable. Any unique and verifiable product, result, or capability to perform a service that… Continue reading DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN

Table 2-3 identifies the outcomes from effective application of the Team Performance Domain on the left and ways of checking them on the right. Table 2-3. Checking Outcomes—Team Performance Domain

The Team Performance Domain emphasizes the skills used by project managers and project team members throughout the project. These skills are woven into all other aspects of the project. Project team members are called on to demonstrate leadership qualities and skills throughout the project. Communicating the project vision and benefits to stakeholders while planning and… Continue reading INTERACTIONS WITH OTHER PERFORMANCE DOMAINS

As with all aspects of projects, leadership styles are also tailored to meet the needs of the project, the environment, and the stakeholders. Some of the variables that influence tailoring of leadership styles include:

Interpersonal skills that are used frequently in projects include emotional intelligence, decision making, and conflict resolution among others. Self-awareness and self-management are required to remain calm and productive during difficult project circumstances. Social awareness and social skills allow for better bonds with project team members and project stakeholders. Emotional intelligence is a basis of all… Continue reading Interpersonal Skills

Motivating project team members has two aspects: the first is understanding what motivates project team members to perform, and the second is working with project team members in such a way that they remain committed to the project and its outcomes. Motivation to perform can be intrinsic or extrinsic. Intrinsic motivation comes from inside the… Continue reading Motivation