Author: haroonkhan
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SITUATIONAL LEADERSHIP MODELS
Situational leadership models are a subset of a vast array of leadership models. Just as project teams tailor the processes, methods, life cycles, and development approaches, leadership styles are also tailored. Situational leadership models describe ways to tailor one’s leadership style to meet the needs of the individual and the project team. The following are…
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COMMONLY USED MODELS
Models reflect small-scale, simplified views of reality and present scenarios, strategies, or approaches for optimizing work processes and efforts. A model helps to explain how something works in the real world. Models can shape behavior and point to approaches for solving problems or meeting needs. Some models were developed with projects and project teams in…
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Introduction
This section provides a high-level description of some commonly used models, methods, and artifacts that are useful in managing projects. The items listed in this section are not intended to be exhaustive or prescriptive, but rather to help project teams think about the options available to them. In the context of this guide, terms are…
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PROJECT WORK
DELIVERY UNCERTAINTY MEASUREMENT DIAGNOSTICS Periodic reviews such as retrospectives or lessons learned are effective ways to determine if approaches are working well and if improvements can be made by tailoring. Project teams that do not use retrospectives can look to issues, threats, quality assurance statistics, and stakeholder feedback for signs that further tailoring or adaptation…
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TAILORING THE PERFORMANCE DOMAINS
The work associated with each performance domain can also be tailored, based on the uniqueness of the project. As shown in Figure 3-8, the principles for project management provide guidance for the behavior of project practitioners as they tailor the performance domains to meet the unique needs of the project context and the environment.
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Implement Ongoing Improvement
The process of tailoring is not a single, one-time exercise. During progressive elaboration, issues with how the project team is working, how the product or deliverable is evolving, and other learnings will indicate where further tailoring could bring improvements. Review points, phase gates, and retrospectives all provide opportunities to inspect and adapt the process, development…
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TAILOR FOR THE PROJECT
Many attributes influence tailoring for the project. These include, but are not limited to: The project team should ask questions about each attribute to help guide them in the tailoring process. Answers to these questions can help identify the need to tailor processes, delivery approach, life cycle, tools, methods, and artifacts. 3.4.3.1 Product/Deliverable Attributes associated…
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TAILOR FOR THE ORGANIZATION
While project teams own and improve their processes, organizations often require some level of approval and oversight. Many organizations have a project methodology, general management approach, or general development approach that is used as a starting point for their projects. These guides are intended to support such things as repeatable processes, consistent measures of the…