Category: Models, Methods, and Artifacts

An agreement is any document or communication that defines the intentions of the parties. In projects, agreements take the form of contracts or other defined understandings. A contract is a mutually binding agreement that obligates the seller to provide the specified product, service, or result and obligates the buyer to pay for it. There are… Continue reading AGREEMENTS AND CONTRACTS

Visual data and information are artifacts that organize and present data and information in a visual format, such as charts, graphs, matrices, and diagrams. Visualizing data makes it easier to absorb data and turn it into information. Visualization artifacts are often produced after data have been collected and analyzed. These artifacts can aid in decision… Continue reading VISUAL DATA AND INFORMATION

Logs and registers are used to record continuously evolving aspects of the project. They are updated throughout the project. The terms log and register are sometimes used interchangeably. It is not uncommon to see the term risk register or risk log referring to the same artifact. 4.6.3 PLANS A plan is a proposed means of accomplishing something. Project teams… Continue reading LOGS AND REGISTERS

Different methods are more likely to be useful in each of the performance domains. While the needs of the delivery approach, product, and organizational environment will determine which methods are most applicable for a specific project, there are some performance domains that are more likely to make use of specific methods. Table 4-2 suggests the performance domain(s)… Continue reading METHODS APPLIED ACROSS PERFORMANCE DOMAINS

Different models are more likely to be useful in different project performance domains. While the needs of the project, stakeholders, and organizational environment will determine which models are most applicable for a specific project, there are some performance domains that are more likely to make use of each model. Table 4-1 suggests the performance domain(s) where each… Continue reading MODELS APPLIED ACROSS PERFORMANCE DOMAINS

Jeff Hiatt developed the ADKAR® Model which focuses on five sequential steps that individuals undergo when adapting to change:

Many projects contain an aspect of changing systems, behaviors, activities, and sometimes, cultures. Managing this type of change requires thinking about how to transition from the current to the future desired state. There are many models that describe the activities necessary for successful change management. Sections 4.2.4.1 through 4.2.4.5 provide a sampling of the change models. 4.2.4.1 Managing Change… Continue reading CHANGE MODELS

David McClellan’s model states that all people are driven by needs of achievement, power, and affiliation. The relative strength of each need depends on an individual’s experiences and culture. 4.2.3.4 Theory X, Theory Y, and Theory Z Douglas McGregor devised the Theory X and Theory Y models, which represent a spectrum of employee motivation and… Continue reading Theory of Needs

People perform better when they are motivated, and people are motivated by different things. Understanding what motivates project team members and other stakeholders helps to tailor rewards to the individual, thereby eliciting more effective engagement. There are a significant number of models that illustrate how people are motivated. Four models are described in Sections 4.2.3.1 through 4.2.3.4, though… Continue reading MOTIVATION MODELS

Donald Norman described the gulf of execution as the degree to which an item corresponds with what a person expects it to do. Said another way, it is the difference between the intention of a user and what the item allows them to do or supports them in doing. A car that has the ability… Continue reading Gulf of Execution and Evaluation