Module 2: Defining project goals, scope, and success criteria

Project Initiation: Planning for Success – A Practical Guide

Welcome, Project Champions!

Ready to turn project chaos into controlled progress? This tutorial equips you with the vital tools for nailing project initiation, the foundational stage that sets the course for success. Forget scrambling later on – let’s build a rock-solid project plan right from the start!

Navigating the Initiation Maze:

1. Vision Quest: Defining Project Goals:
   • Unmask the “Why”: Identify the project’s purpose and desired outcomes. Think beyond vague statements, aim for clarity and specificity.
   • SMART Goals: Make your goals Specific, Measurable, Achievable, Relevant, and Time-bound. This ensures everyone knows what success looks like.
   • Align with the Bigger Picture: Connect your project goals to the organization’s strategic objectives. It’s all about synergy!
2. Deliverables Decoded: What We’ll Build:
   • Roadmap to Results: Clearly define the tangible outcomes of your project. What will be delivered, created, or accomplished?
   • Break it Down: Divide deliverables into smaller, manageable chunks. Think milestones, phases, or key features.
   • Quality Control: Set expectations for the quality of each deliverable. Aim for consistency and avoid disappointment.
3. Scope Safari: Defining the Project Boundaries:
   • What’s In, What’s Out: Clearly delineate what’s included within the project and what remains outside its boundaries.
   • Beware of Scope Creep: This monster lurks in the shadows, adding unplanned elements and bloating your project. Stay vigilant!
   • Change Management: Develop a process for handling inevitable changes within the defined scope. Flexibility is key.
4. Success Criteria: Measuring the Climb:
   • Define Winning: How will you determine if the project has achieved its goals? Identify key metrics and success indicators.
   • Quantitative and Qualitative: Balance objective, measurable data with qualitative assessments of impact and satisfaction.
   • Track and Report: Monitor progress toward success criteria throughout the project and communicate clearly to stakeholders.

Mastering the Office Green Case:

Let’s put theory into practice! Assume you’re managing the launch of “Plant Pals” at Office Green. Apply the concepts above to:

• Define clear goals for Plant Pals, aligned with Office Green’s objectives.
• Outline the key deliverables for the launch, like marketing materials, plant selection, and delivery systems.
• Craft a defined scope for Plant Pals, excluding expansion to other types of plants or locations.
• Establish success criteria, including customer satisfaction, sales targets, and plant survival rates.

Remember:

• Document & Communicate: Capture your project goals, deliverables, scope, and success criteria in a central document. Share it with stakeholders for alignment and buy-in.
• Agile Adaptation: Be open to making adjustments based on new information or evolving needs. Remember, flexibility is your friend!
• Celebrate Milestones: Acknowledge and celebrate achievements along the way to keep your team motivated and engaged.

Sharpen your project initiation skills, conquer the “Planning for Success” challenge, and launch your projects like a pro!

This is just the beginning! Stay tuned for further exploration of the project life cycle and turn your Office Green dream into a thriving reality!

Welcome back. By now you should have a
better sense of how the different parts of
the initiation come together to form the
beginnings of a project. So far, you’ve outlined the key components of
project initiation and, most importantly, you’ve
learned that a lack of preparation during this stage can lead to problems later on. We’re going to continue honing your project preparation skills. Once we’re done here, you’ll be able to define and create project goals
and deliverables, the guiding stars
of your project. You’ll also be able to
define project scope, the boundaries of your
project, that state what is and is not
part of your project. You’ll be able to identify
what’s in-scope and out-of-scope for a project and you’ll be able to
recognize scope creep, something you’ll need to keep a close eye on to help you
reach your project goal. Finally, you’ll be able to
explain different ways of defining and measuring your
project’s success criteria. Before we get started, I’d like to talk
through an example that we’ll follow for the
rest of this course. Imagine that you’re the lead project manager at Office Green, a commercial landscaping
company that specializes in plant decor for offices and other businesses. The Director of Product at Office Green has an
idea for a new service called Plant Pals to offer
high-volume customers small, low-maintenance plants,
like little cacti and leafy ferns, for their desks. As the project manager, you’ve been tasked with managing the roll out of this new service. As we go through this course, we’ll return to your role as the project manager
at Office Green, to help teach you
about project goals, deliverables, and
success criteria. You’ll also see the role your
team and stakeholders play in creating and following these three important components. At the end, you’ll compile
everything you’ve learned into a shared document
that you can use as a portfolio to share
with future employers. After this course, you’ll
move on to the next phases of the project life
cycle, and so will your Office Green project. Enjoy.

Project Goals and Deliverables: Roadmap to Success – A Practical Guide

Welcome, Project Navigators!

Ready to chart a clear course for project success? This tutorial equips you with the essential tools for defining compelling goals and tangible deliverables, creating the roadmap that guides your project to victory. No more wandering aimlessly – let’s build a blueprint for accomplishment!

Setting the Sights: Defining Project Goals

• Vision Quest: Identify the project’s purpose and desired outcomes. Why are we undertaking this journey? What do we want to achieve?
• SMART Goals: Craft objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound. This ensures everyone knows what success looks like.
• Alignment is Key: Connect your project goals to the organization’s strategic objectives. Be a contributing force, not a solo act.

Delivering Value: Defining Project Deliverables

• Tangible Outcomes: Clearly define the outputs of your project. What will be created, completed, or presented? These are your milestones along the way.
• Break it Down: Divide deliverables into smaller, manageable chunks. Think of them as checkpoints on your route, keeping you on track.
• Quality Control: Set expectations for the quality of each deliverable. Aim for consistency and avoid frustrating detours.

SMARTer Goals, Clearer Path:

• The SMART Method in Action: Apply the SMART framework to refine your project goals. Turn vague aspirations into actionable objectives.
• Specificity: Instead of “improve customer service,” aim for “reduce average response time by 15% within 6 months.”
• Measurability: Quantify your goals whenever possible. Use metrics to track progress and celebrate achievements.
• Achievability: Set stretch goals, but ensure they’re realistically attainable with available resources and effort.
• Relevance: Align your goals with the project’s purpose and the organization’s broader objectives.
• Time-bound: Define clear deadlines for achieving each goal. Set a timeframe for reaching the summit!

Deliverables with Bite:

• Stakeholder Input: Involve stakeholders in defining deliverables. Their expectations become your roadmap markers.
• Clarity is King: Describe deliverables in precise detail. Leave no room for ambiguity or misinterpretations.
• Ownership & Accountability: Assign ownership for each deliverable, ensuring everyone knows their role in reaching the destination.
• Track & Adapt: Monitor progress towards deliverables and adjust your plan as needed. Be flexible and responsive to unforeseen challenges.

Office Green Case Study:

Let’s put theory into practice! Assume you’re managing the launch of “Plant Pals” at Office Green. Apply the concepts above to:

• Define SMART goals for Plant Pals, aligned with Office Green’s objectives.
• Outline the key deliverables for the launch, like marketing materials, plant selection processes, and delivery protocols.
• Craft specific and measurable deliverables for each phase of the project, ensuring clarity and accountability.

Remember:

• Document & Communicate: Capture your project goals and deliverables in a central document. Share it with stakeholders for alignment and buy-in.
• Celebrate Milestones: Acknowledge and celebrate achievements along the way to keep your team motivated and engaged.
• Continuous Improvement: Refine your goals and deliverables as the project progresses. Adapt to new information and evolving needs.

With well-defined goals and deliverables, your project becomes a focused adventure, not a chaotic stumble. Embrace the power of planning, and watch your projects blossom into triumphs!

This is just the beginning! Stay tuned for further exploration of project management tools and techniques, equipping you to conquer any project challenge with confidence.

Welcome back. In this video, I’ll define project goals and deliverables and explain
why they’re important. Then I’ll teach you how
to determine whether a goal or deliverable
has been well-defined, which means it’s got
enough detail and information to guide
you towards success. First things first, to
set up a project for success, and to make
your job easier, you want to figure
out what needs to be done before you
actually get started. You need to define exactly what your goals and deliverables are, so that you’ll be able to tell your team
members what to do. You need a clear picture of what you’re trying
to accomplish, how you’re going
to accomplish it, and how you know when it
has been accomplished. Let’s define project
goals so that you can start to figure out what your project team
needs to reach it. The project goal is the desired
outcome of the project. It’s what you’ve
been asked to do and what you’re
trying to achieve. For example, your goal
could be to improve the response time to customer inquiries via
email by 20 percent. The goal of your Office
Green project might be to increase revenue by
five percent through a new service called
Plant Pals that offers desk plants to top customers
by the end of the year. Goals are important
because they give you a roadmap to your destination. Without a clear goal in mind, how can you know where to
go or how to get there? Now, one of the biggest
differences between what makes a good goal and a
not-so-good goal is how well it’s defined. Meaning: how clear and
specific is the goal. If the goal is your destination, are you confident you’ll
know when you’ve arrived? The examples I mentioned before, to improve the response time to customer inquiries via
email by 20 percent, and to increase the Office Green revenue by
five percent are two well-defined goals because they tell you what you’re
trying to achieve. But wait, there’s more. These goals also tell you how to do what you’ve
been asked to do. In this case, it’s
via email and through a new service offering,
and that’s not all. These goals clarify the
goal even further by saying “to improve by 20 percent and
increase by five percent.” Now we know where we’re going. Well-defined goals are both
specific and measurable. They give you a clear sense of what you are trying
to accomplish. Really great goals
have even more detail, but I’ll get to that soon. When you start a project, take time to review your goals and make sure
they’re well-defined. To do this, you
might need to get more information from
your stakeholders. Talk to them about their
vision for the project. Ask how this aligns to the company’s larger
goals and mission. By the end of that conversation, you and your stakeholders
should agree to support the project goals in order to avoid running into
issues later on. Here’s an example from my own experience as
a project manager. Our team had finished
a new product feature. Our stated goal was to deliver an early version of this feature and
collect user feedback. When we delivered the
feature to one of our key customers
for user feedback, the customer didn’t have anyone
available to try it out. Our team debated whether
or not we had met the goal if we hadn’t
collected user feedback. Some felt that we
hadn’t achieved the stated goal while
others thought we did. The customer was satisfied with our team’s ability to deliver a feature in the
timeline stated. But our internal team, wasted valuable time going
back and forth about it. That said, make sure that
before you start your project, you, your stakeholders, and your team are all clear on the project goals
so that you know you’re making the right
kind of progress. I’ll teach you a process for
how to do this coming up. Once you have the
goals nailed down, it’s time to examine the
project deliverables. Project deliverables
are the products or services that are created
for the customer, client, or project sponsor. In other words, a
deliverable is what gets produced or presented
at the end of a task, event, or process. Take the goal to improve
customer response time. The deliverable for that goal
could be the creation of email templates for responding
to typical questions. Your Office Green
project goal to increase revenues could have
these two deliverables: launching the plant service and a finished website
that highlights the new kinds of plants
being offered. These are considered deliverables
because they describe tangible outputs that show stakeholders how additional
revenues will be generated. There are all sorts of project
deliverable examples. A pretty common one is a report. When a goal is reached, you can visibly see the
results documented in the chart, graph,
or presentation. Deliverables help us quantify and realize the impact
of the project. Just like needing
well-defined goals, you need well-defined
deliverables for pretty much
the same reasons. Deliverables are usually
decided upfront with the stakeholders or clients
involved in the project. They hold everyone
accountable and are typically a big part
of achieving the goal. Make sure to ask questions about what the deliverable
should be and have everyone share their
vision and expectations of the deliverables so that
you’re all on the same page. Coming up, you’ll practice the
art of defining your goals even further following
the SMART method. Enjoy.

SMART Goals for Project Success: A Practical Guide

Welcome, Project Champions!

Ready to ditch vague aspirations and embrace goals that ignite focus, motivation, and – you guessed it – success? This tutorial unveils the secrets of SMART goals, the essential framework for steering your projects to victory. No more meandering journeys – it’s time to chart a course for achievement!

The Power of SMART:

• Specificity is Key: Clearly define your desired outcomes. What exactly do you want to achieve? Leave no room for ambiguity.
• Measurable Milestones: Quantify your goals with metrics that track progress and celebrate achievements. Numbers talk, loud and clear!
• Attainability Matters: Set ambitious yet realistic goals. Stretch your capabilities without venturing into the realm of fantasy.
• Relevance Reigns Supreme: Ensure your goals align with your project’s purpose and the organization’s larger objectives. Synergy is key!
• Time is the Tide: Define clear deadlines for reaching your goals. Know when to raise the victory flag!

Crafting Your SMART Masterpiece:

1. Specificity Spotlight: Instead of a general “improve customer service,” aim for “reduce average response time by 15% within 6 months.”
2. Metrics Mania: Choose quantifiable measures like “number of website conversions” or “customer satisfaction rating.” Make progress tangible!
3. Attainability Ambition: Balance challenging goals with available resources and effort. A moon landing might be a bit extreme (for now).
4. Relevance Resonance: Connect your goals to the project’s purpose and organizational strategy. Be a contributing force, not a solo act.
5. Timely Triumph: Set deadlines that are both ambitious and achievable. Every summit needs a clear peak!

Office Green Case Study:

Let’s put theory into practice! Suppose you’re leading the “Plant Pals” launch at Office Green. Apply the SMART principles to:

• Define SMART goals for increasing revenue through Plant Pals, aligned with Office Green’s objectives.
• Outline measurable deliverables for each phase of the launch, ensuring clarity and accountability.
• Set realistic timelines for achieving your goals, keeping motivation high and progress on track.

Remember:

• Document & Share: Capture your SMART goals and project plans in a central document. Share them with stakeholders for alignment and buy-in.
• Celebrate Successes: Acknowledge and celebrate achievements along the way. Keep your team motivated and engaged on the path to victory.
• Embrace Flexibility: Adapt your goals and plans as needed. Be responsive to unforeseen challenges and evolving circumstances.

With SMART goals guiding your every step, your projects will transform from aimless endeavors to triumphs in the making. So, unleash the power of specificity, measurability, attainability, relevance, and timeliness, and watch your projects blossom into resounding successes!

This is just the beginning! Stay tuned for further exploration of project management tools and techniques, equipping you to conquer any project challenge with confidence.

What can help create a measurable goal? Select all that apply.

Metrics

It’s important for project managers to set well-defined goals. That’s why SMART goals are specific, measurable, attainable, relevant, and time-bound. Metrics, such as figures or numbers, make goals measurable. The accuracy of metrics are confirmed with points of reference, called benchmarks.

Benchmarks

SMART goals are well-defined goals that help keep projects on track. They’re specific, measurable, attainable, relevant, and time-bound. SMART goals are measured with figures or numbers known as metrics. Benchmarks are used to help confirm the accuracy of metrics.

Deadlines

SMART goals should be specific, measurable, attainable, relevant, and time-bound. SMART goals are measured with metrics (such as figures or numbers) and their accuracy is confirmed with benchmarks. Deadlines are used to ensure goals are time-bound.

Welcome back, by
now you know that goals are important to the
success of your project, and you know that they
need to be well-defined in order to help keep
your project on track. Since your deliverables
depend on your goals, it’s in your best
interest to get those goals as well-
defined as possible. Lucky for you, I’ve got an easy method for
doing just that: setting SMART goals. I already mentioned that goals should be specific
and measurable. The SMART method
to evaluate goals add three more
considerations for success. Be attainable, be relevant,
and be time-bound. Put them all together, and what do you
have? SMART goals. As an entry-level
project manager, you may or may not be setting
the project’s main goals, but you will need to be able to identify and clarify
them as needed, and that’s where the SMART
method can be a valuable tool. Let’s take a closer
look at each term. As I’ve already mentioned, if your goal is not specific, you’ll have trouble figuring out how long it should take to complete and whether or not
you’ve accomplished it. For example, if the goal is simply to improve customer
service response time, that’s not very specific. It does tell you what you
want to achieve in general, but it doesn’t say
anything else. If you improve response time by one percent, is that enough? If after five years
response time finally goes up, is that enough? How about if only half of your staff improves
their response times, but the other half
stays the same. Specific goals should answer at least two of the
questions I’m about to ask. What do I want to accomplish? Why is this a goal? Does it have a specific
reason, purpose, or benefit? Who is involved? Who
is the recipient? Employees, customers,
the community at large? Where should the
goal be delivered? Finally, to what degree? In other words, what are the requirements
and constraints? Next, we want to set goals
that are measurable, meaning we can determine that
they were objectively met. Measuring is not only a way
for people to track progress, but also a tool to help
people stay motivated. You can tell the goal is
measurable by asking how much, how many, and how will I
know when it’s accomplished? Sometimes the success
of a goal can be measured with a
simple yes or no. Did you learn to play
the guitar, yes or no? You will need to measure most of the goals you have with metrics. Metrics, what you use to measure something like
numbers or figures. For example, if your
goal was to run a five kilometer race, then distance in
kilometers is your metric. At Office Green, the project goal is to increase
revenue by five percent. In this case, revenue
is the metric. Lastly, consider
benchmarks or points of reference to make sure you’re
choosing accurate metrics. For instance, if
your overall goal is to increase revenue, you can look at last year’s
data as a benchmark for deciding how much to
increase revenue this year. If last year’s revenue
increased by three percent, then an increase
by five percent in a booming economy would be a reasonable
goal for this year. Ok, so the goal is specific
and measurable, but is it attainable? Can it reasonably be reached
based on the metrics? Typically, you want goals that are a little challenging
to encourage growth, otherwise, what’s the
point of the goal if nothing’s going to change? However, you don’t want it to be too extreme or you’ll
never reach it. You’ll have failed before
you even started. Aim to find a balance
between the two extremes. For example, let’s take
the goal to run a 5K. Say you regularly run 2.5
kilometers, three times a week. An attainable goal will
be to go from running 2.5 kilometers to running five
kilometers within four weeks. An unattainable goal might be earning first-place
in the 5K. I mean, it could happen, but it’s not likely, especially if you’ve
never run a race before. But how can you
know if a goal is attainable, if it’s unfamiliar? A clue to helping
you figure out if your goal is
attainable, is to ask: how can it be accomplished? Break down the goal into smaller parts and see
if it makes sense. Going from 2.5 kilometers
to five kilometers over four weeks means
increasing your distance by a little over half
a kilometer each week. That’s not so bad, use the same process on your
Office Green project goal. Businesses usually conduct
quarterly reviews. So let’s assume that
increase is expected to occur over the course of
a year or four quarters. In order to meet the goal, you need to see an
increase of at least 1.25 percent each quarter, seems pretty reasonable to me. What wouldn’t be reasonable is setting a goal of increasing revenues by 50 percent
or 100 percent, unless your research showed that business was improving
that quickly. Your goal is specific,
measurable, and attainable. Now let’s see if it’s relevant. In other words, does it make sense to try and
reach this goal? Think about how the
goal lines up with other goals,
priorities and values. Ask whether the goal
seems worthwhile. Does the effort involved
balance out the benefits? Does it match your
organizations’ other needs and priorities? Everyone, from the
client, the project team, and the people who
will ultimately use the product, need to feel like the goal is
worth supporting. Also, consider the timing. Both the amount of time
the project will take, as well as the larger
economic and social contexts can have big impacts. There might be a budget to
complete the project now, but will the company be able to sustain the project over time? Is there an audience that
will continue to use the product or service
once it’s delivered? Once you’ve got the answers
to these questions, you should have a clear goal
to help steer the project. If you still don’t
feel confident about the project’s goals,
keep digging. It’s okay to ask questions
if you have doubts. Communicate your concerns with the project senior
stakeholders and your direct supervisor
if you have one. They should be able to address
some of your concerns so that you can feel confident
about moving forward. If you’re feeling good about the project being
relevant and attainable, and you’ve made sure
it’s measurable, and has the specifics to keep
you and your team focused the final item on the checklist is to make sure it’s time-bound. Time-bound means your
goal has a deadline. Deadlines give you a way
to track your progress, otherwise, you may never reach your goal or never
even get started. Time and metrics often
go hand in hand, because time can also
be used as a metric. Making your goal time-bound
gives you a way to break down how much needs to
be accomplished over time. For example, if you need to increase revenues by
the end of the year, you can break down how much you need to increase each quarter, month, and week, and
there you have it. Specific, measurable,
attainable, relevant, and time-bound: a nearly foolproof method to create
and evaluate project goals. You know what they say, work smarter, not harder. As we continue in this module, you’ll learn about project scope and see how having clear goals supports all other decisions that come up during a project.

Hands-on Activities: Level Up Your Project Management Skills!

Welcome, aspiring project managers! Buckle up, because this tutorial dives into the heart of our program: hands-on activities designed to transform you from theory enthusiast to skilled practitioner. Prepare to tackle real-world project scenarios, refine your decision-making, and master the crucial skills employers seek.

Types of Activities:

1. Scenario-based Activities:

• Immerse yourself in realistic project simulations with specific challenges.
• Apply your knowledge to tasks like managing stakeholders, assigning ownership, and organizing documents.
• Follow step-by-step instructions to navigate the scenario effectively.
• Learn from provided exemplars showcasing optimal solutions and improvement areas.
• Test your understanding with embedded quizzes to solidify your knowledge.

2. Peer Review/Graded Assignments:

• Take your learning a step further by reviewing your peers’ work.
• Analyze project scenarios through their lens, applying the same instructions.
• Provide constructive feedback using pre-defined rubrics.
• Hone your critical thinking by evaluating others’ approaches and decisions.
• Receive valuable feedback on your own work from multiple perspectives.
• Remember, the goal is to learn from each other and grow together.

Benefits:

• Practical Experience: Solve real-world problems, not just answer questions.
• Decision-making Skills: Refine your ability to choose the best path forward.
• Critical Thinking: Develop analytical skills to navigate complex situations.
• Peer Feedback: Learn from diverse perspectives and hone your communication skills.
• Confidence Boost: Apply your knowledge and see tangible results.

Tips for Success:

• Analyze Exemplars: Closely examine provided solutions to understand expectations and identify areas for improvement.
• Master the Rubrics: Familiarize yourself with the grading criteria before reviewing peers’ work.
• Constructive Feedback: Focus on helpful and specific comments that guide improvement.
• Active Learning: Approach each activity as an opportunity to learn and grow.
• Patience is Key: Remember, peer grading takes time. Trust the process and wait for valuable feedback.

Ready to get started? Explore the program and dive into the hands-on activities. Remember, these are not just tests – they’re your training ground, your laboratory for experimentation and growth. Embrace the challenges, learn from every step, and watch your project management skills soar!

Bonus Tip: Check out the optional reading for detailed information on the peer review process, helpful resources, and FAQs. It’s your one-stop shop for navigating the hands-on experience with confidence.

So, what are you waiting for? Go forth, conquer scenario-based challenges, and master the art of peer review. Remember, this is your journey to becoming a project management champion!

How should you use the rubric in peer-review assignments? Select all that apply.

To understand how your assignment will be graded

The rubric is a checklist of items your assignment must include. Each item is worth a certain number of points. You can review a rubric to understand how your assignment will be graded and to grade others’ work.

To grade your classmates’ work

For the peer-grading process, you will follow a rubric to grade your classmates’ work. Since the rubric outlines what each assignment needs to include and how many points each item is worth, it also helps you understand how your assignment will be graded.

Hello again. Throughout the program, you have the chance to practice project
management skills in a few different ways. In addition to multiple choice and
short answer quizzes, you complete hands on activities
to apply what you’ve learned. You’ll solve common project problems
in real world situations and create the kinds of artifacts
project managers use every day. Completing these hands on activities is
really important to your success in this program. They’ll give you practical experience
that can help you describe your skills in interviews or use them to manage projects
more effectively in your personal or professional life. To help you prepare, I’ll introduce
you to two different types of hands on activities that we prepared for you. I’ll also share some tips and tricks that
will let you get the most out of them. And one type of activity, you review
a project management scenario and follow step by step instructions
to move the project forward. Your job could be to learn about
stakeholders, assigned task owners or organized documents, so
they’re easy to find. You can recognize these exercises as
quizzes with activity in the title. When you finish an activity, we’ll take
you through an exemplar of the completed assignment that you can
compare to your own work. Be sure to review these
exemplars carefully, so you know what you did well and
how you can improve next time. Keep in mind that some activities
can have more than one right answer, just like real problems can
have more than one solution. The exemplars for these activities
explain one way of doing things, but they also point out where you
could do things differently. This helps you check your approach to
an assignment, not just your answers. Certain activities also include quiz
questions that help you check your work. These quizzes can be graded or
ungraded and give you another way to measure your
progress and expand your knowledge. Another type of hands on activity is
the peer review or peer graded assignment. These activities follow a similar format
to the first, you will review of project management scenario and complete
a set of step by step instructions. But there’s one major difference, your
classmates will grade your assignment and you’ll grade theirs. For each peer review, you need to
grade at least two submissions, but you can grade more if you want. This peer grading process is a key part of
the learning experience for this program. That’s because it gives you
objective feedback on your work and let you know how others
are approaching the same challenges. Peer grading gives you the chance to learn
not just from us, the instructors but from each other as well. To grade each other’s work,
you will use what’s known as a rubric, a rubric as a checklist of items
your assignment must include, with each item worth
a certain number of points. You typically need to score at least 80%
correct to pass a peer graded assignment. So for example if a rubric has 10 points,
you need a minimum of 8 points to pass. In addition to using these rubrics to
grade your peers, you can review them before you submit your own assignments,
so you understand how you’ll be graded. Peer grading is also important
because it lets you give and receive qualitative feedback. For example, if a peer does well,
you could tell them they did a great job refining a goal or that you like
their creative solution to a problem. Positive feedback helps you and
your peers learn about your strength and motivates you to do your best work. On the other hand,
it’s just as important if not more so to learn from your mistakes. If a peer get something wrong, be sure to
leave thoughtful, constructive feedback, so they understand why they
didn’t get full credit. That way, they’ll know what to review and
how to improve, so they can become better project managers. And don’t worry, we’ll give you some tips
on how to leave constructive feedback for each activity. Peer review is a valuable tool, but
unlike other assessments in the program, it may take some time
to receive your grades. Remember that real people
aren’t as fast as computers, so we can take up to 10 days for
grades to appear. Additionally, it can take some time
before there are assignments available for you to grade. Be patient, your peers may be working
through the course at a different pace and remember you can always move on
to other items in the course and come back if you need to. If for any reason you aren’t able
to access a peer submission or if a submission is incomplete,
you can skip it and go to a different one. To learn how to do this,
continue onto the optional reading. This reading will also tell you more
about the peer review process and link you to helpful resources on topics
like where to find your feedback and how to change your sharing settings and
google docs. So be sure to check it out. Great. Now that you know more about some of
the hands on activities to find throughout the program, you’re ready to get started.

Welcome to Objectives and Key Results (OKRs) for Project Management: Drive Success with Clarity and Alignment!

In this tutorial, you’ll discover how to harness the power of OKRs to achieve ambitious goals and propel your projects towards excellence.

Here’s what we’ll cover:

1. Unleashing the Power of OKRs

• Define OKRs and their components: Objectives (what you want to achieve) and Key Results (how you’ll measure success).
• Explore the benefits of OKRs: clarity, alignment, focus, and continuous growth.
• Understand how OKRs relate to SMART goals, taking goal setting to the next level.

2. Setting OKRs at Different Levels

• Learn how to establish OKRs at the company, department, and project levels, ensuring alignment across the organization.
• Discover how company-level OKRs drive the overall mission, while department and project-level OKRs support those larger goals.

3. Crafting Effective OKRs

• Practice writing clear and compelling objectives that inspire action.
• Develop measurable key results that provide concrete evidence of progress and success.
• Set ambitious yet attainable stretch goals to push boundaries and foster innovation.

4. Aligning and Tracking OKRs

• Discover strategies for aligning OKRs across different levels, ensuring everyone is working towards shared goals.
• Learn how to track OKRs effectively, using data to drive decision-making and course corrections.

5. Tips and Best Practices

• Gain valuable insights from experienced OKR practitioners.
• Learn how to overcome common challenges and pitfalls.
• Discover tips for fostering a culture of transparency, accountability, and continuous learning through OKRs.

6. Applying OKRs to Your Projects

• Engage in interactive exercises to apply OKRs to your own projects.
• Receive feedback and guidance to refine your OKR-setting skills.

Ready to embark on this journey of goal-driven excellence? Let’s dive into the world of OKRs and transform your project management approach!

Which part of an OKR defines what needs to be achieved?

Objective

OKR is an acronym for objectives and key results. Objectives define what needs to be achieved and describe a desired outcome. Key results define how the project team knows whether or not they have met their objective.

Hi there. So far you’ve
been learning to define and create measurable project
goals and deliverables. As you broaden your understanding
of project management and the different tools
available to help you succeed, I want to teach you about
a popular tool used in many organizations
and here at Google: objectives and Key
results, or OKRs. In this video, I’ll
discuss what OKRs are, how they are used
by organizations, and how they help
focus a team’s time and effort on activities
that drive success. You’ve just learned
about, and practiced, the SMART method for
defining project goals. Like the SMART method, OKRs help establish and clarify goals or objectives
for an organization, department, project or person. OKRs take SMART goals a
step further by combining a goal and more
detailed metrics to determine a measurable outcome. They not only state
clearly what the goal is, they provide specific
details that allow you to measure the
success of the goal. One way to think about
OKRs is that they separate the different components
of SMART goals and clarify them even further, rather than grouping
everything into one statement. Let’s break this down.
The O stands for objective, and defines what
needs to be achieved. It describes the desired
result or outcome, such as an increase in
customer retention, or an improvement on the
employee onboarding process. KR stands for key results. These are the
measurable outcomes that define when the
objective has been met. For example, if your objective is to improve
customer retention, then the key result
might be to have 90 percent customer satisfaction rating by the end of
the first quarter. Recall that one of the SMART
criteria is attainability, which means it’s practical
to achieve the goal. Key results, however, should
be a little more ambitious. Here at Google, we
actually use OKRs to set stretch goals as a
way to challenge ourselves to do something we
haven’t accomplished before. If we actually accomplish
all of our key results, we may have made our
OKRs a bit too easy. Let’s review quickly. Objectives define
what needs to be achieved and describe
a desired outcome. Key results define how you’ll know whether or not you’ve
met your objective. How do OKRs work in practice? How do you use them
to manage a project? Organizations often set
OKRs at different levels, such as the company level, department or team level,
and project level. Company-level OKRs are
commonly shared across an organization so that everyone is clear on
the company’s goals. They are usually updated
on an annual basis to help drive the organization in the
direction it wants to go. These high-level OKRs support the mission of the organization. Project-level OKRs
should support and be aligned with
company-level OKRs. An example of a
company-level objective at Office Green is increase customer retention by adapting to the changing
workplace environment. This is a big,
aspirational goal that applies to the entire company
and all of its endeavors. In order to focus their efforts
to reach this objective, Office Green might
develop key results that include 95 percent of phone, chat, and email customer
support tickets are resolved during
the first contact. Top three most requested
new offerings for distributed office
environments are in pilot by the end of
the second quarter, and sales and
support channels are available 24/7 by
the end of the year. Some of these
company-level key results could become the
basis for projects. For example, the key result, “top three most requested new offerings for distributed office
environments that are in pilot by the end of
the second quarter,” could become the
Plant Pals project. Team or department-level
OKRs, support the company’s broader OKRs and help drive team performance. Departments may
develop OKRs that are more specific to their
job function as well. For example, the company-level
key result “sales and support channels
are available 24/7 by the end of the
year,” could lead to a related sales
department objective like: increase the sales
team presence nationwide. And the key result:
new sales offices are open in 10 cities
by the end of the year. Project-level OKRs
are set during the initiation phase to help define measurable project goals. They’re tracked throughout
the planning and execution stages to
measure project success. Project-level OKRs
need to align with and support both company and
department-level OKRs. For example, in
order to align with Office Green’s company-wide
objective to increase customer retention by adapting to the changing
workplace environment, a project objective for
Plant Pals might be to enroll existing customers
in the Plant Pals service. A key result for this objective
might be 25 percent of existing customers sign up for the Plant Pals
pilot. Let’s recap. OKR stands for objectives
and key results. They combine a goal and a metric to determine a
measurable outcome. Objectives define
what needs to be achieved and describe
a desired outcome. Key results define how you will measure the outcome
of your objective. Company-level OKRs are shared across an organization so that everyone can align and focus their efforts to help the
company reach its goals. Project-level OKRs help define
measurable project goals. They need to align
with and support both company and
departmental-level OKRs. Great. Now that you have a better idea of what OKRs
are and how they function, you can practice creating
OKRs on your own.

Tutorial: Mastering Project Scope for Success

Welcome to this hands-on tutorial on project scope!

Scope is the foundation of any successful project. It defines what you’ll deliver, what you won’t, and how you’ll get there. By mastering this concept, you’ll set your projects up for clarity, efficiency, and achievement.

Let’s dive in!

1. Defining Project Scope:

• What is it? A shared agreement on what’s included and excluded in a project. It outlines deliverables, target audience, complexity, timeline, budget, and resources.
• Why is it essential? Prevents unexpected changes, keeps projects on track, and ensures effective resource allocation.

2. Determining Scope:

• Engage stakeholders: Talk to sponsors and key stakeholders to understand their goals and objectives.
• Ask key questions:
  • What problem are we solving?
  • What are the expected outcomes?
  • Who is the target audience?
  • What are the constraints (budget, timeline, resources)?
  • Who approves final results?

3. Documenting Scope:

• Create a clear scope statement: Outline deliverables, exclusions, assumptions, and constraints.
• Review and approval: Get buy-in from stakeholders to ensure alignment.

4. Maintaining Scope:

• Change control process: Establish a structured process to manage proposed changes and evaluate their impact on scope.
• Regular communication: Keep stakeholders informed of any scope adjustments and their implications.

5. Tips for Success:

• Start early: Define scope during the initial planning phase to prevent surprises later.
• Be specific: Avoid vague or ambiguous terms in your scope statement.
• Manage expectations: Clearly communicate scope to all team members and stakeholders.
• Be flexible: Allow for adjustments as needed, but always through a controlled process.

Common Challenges:

• Scope creep: Uncontrolled growth of project scope, often leading to delays and cost overruns.
• Gold plating: Adding features or functionality beyond the agreed-upon scope.

Remember: A well-defined and managed scope is crucial for project success. By following these guidelines, you’ll empower your teams to deliver projects that meet expectations and achieve their goals effectively!

What does project scope refer to?

The project boundaries

Welcome back. Project scope is a really important concept
that I want to tell you about. You’ll hear it come up
time and time again throughout each phase of
the project life cycle. In fact, you may even find
yourself defending it, so let’s get
acquainted with scope. In this video, you will learn how to define and
determine scope. Simply put, your project scope includes the boundaries
of a project. The way we define it at Google is “an agreed upon
understanding as to what is included or excluded
from a project.” Scope helps ensure that your project is clearly
defined and mapped out. That means knowing exactly
who the project will be delivered to and who will be using the end result
of the project. You also need a firm
understanding of the project’s complexity. Is it straightforward with an easily
manageable list of tasks? Or will it require
extensive research, multiple rounds of approvals, and a large-scale
production process that will take years to complete? Scope also includes
the project timeline, budget, and resources. You need to clearly define these so that you
can make sure you’re working within those
boundaries and what’s actually possible
for the project to work. Poorly-defined scope
or major changes to your scope can cause
changes to the budget, timeline, or even final
outcome of the project. Let’s look at the scope of your Office Green
project as an example. As a reminder, the new
Plant Pals service offers customers small,
low-maintenance, plants like cacti and leafy ferns that they can
place on their desks. Customers can order
them online or from a print catalog, and
Office Green will ship the plants straight to
the customer’s work address. Things to consider
for your scope, then, might be whether or not to
provide replacement plants; which customer segments will
be offered the service; whether or not the online
catalog is an app, a website, or both; and how to ensure customers can purchase from the online catalog, whether by phone, PC, Mac, iPhone, or Android. You might also consider the dimensions of the
paper catalog and whether it needs
to be in color or black and white
and on what kind of paper. Now, how do you actually figure out the scope
of your project? It’s simple: talk to your
sponsors and stakeholders, understand what their goals
are, and find out what is, and this is really important, what is not included
in the project. We’ve covered a number of different ways to help
you determine scope. Here are a few more helpful
questions to add to the list. Where did the project come from? Why is it needed? What is the project expected to achieve? What does the project
sponsor have in mind? Who approves the final results? Now you’ll really be set. As for timing, defining project scope should
happen during the initial planning stage. You want to start figuring
out the scope early on so that everyone can agree to
the same set of expectations. It will help mitigate the risks of big changes down the line. Although you can always
adjust the scope as planning continues,
if you need to. Once you understand
your project scope, you want to document all the
details so that anyone can refer back to it throughout the life
cycle of the project. We’ll talk about
some best practices for that at the end
of this module. Let’s recap: a
clearly defined scope describes all the details of a project and
regulates what can be added or removed
as it progresses. While it’s ultimately the project manager’s
responsibility to monitor the project and make sure all the work and resources
fall within its scope, team members and stakeholders can be encouraged
to do their part by focusing on the
task that are the most important to reaching
the project’s goal. The next video talks
about the concepts of “in-scope” and “out-of-scope” and the phenomenon called “scope creep.” All three will help with
ensuring your project stays on track and within
budget. Stay tuned.

Tutorial: Mastering Scope and Preventing Scope Creep

Welcome to this hands-on tutorial on managing project scope and preventing scope creep!

By the end of this tutorial, you’ll be able to:

• Clearly define in-scope and out-of-scope tasks.
• Identify and address scope creep effectively.
• Implement strategies to keep your projects on track and within budget.

Let’s dive in!

1. Defining In-Scope and Out-of-Scope Tasks:

• In-scope: Tasks that directly contribute to the project’s goals and are included in the original plan.
• Out-of-scope: Tasks that are not part of the initial scope and could potentially impact timelines, budgets, or resources.

2. Understanding Scope Creep:

• The uncontrolled growth of project scope, often leading to delays, budget overruns, and risk of failure.
• Common examples: adding new features, expanding existing features beyond initial plans, or accommodating external changes.

3. Identifying Sources of Scope Creep:

• External: Customer requests, business environment changes, technology shifts.
• Internal: Team suggestions, process changes, product improvements.

4. Mitigating Scope Creep:

• External:
  • Ensure stakeholder visibility into project details and requirements.
  • Establish clear change request processes and written agreements.
  • Set expectations for stakeholder involvement and communication.
• Internal:
  • Communicate the impact of scope changes on timelines, budgets, and risks.
  • Maintain clear boundaries of the project scope.
  • Encourage efficient communication and collaboration within the team.

5. Best Practices for Scope Management:

• Clearly define project scope during the planning phase.
• Document scope in a detailed scope statement.
• Establish a formal change control process.
• Regularly review and monitor scope throughout the project.
• Communicate scope changes promptly to stakeholders.

6. Tools and Techniques:

• Scope management plan
• Work breakdown structure (WBS)
• Change control log
• Project communication plan

Remember:

• Proactive scope management is essential for project success.
• Be vigilant in identifying and addressing scope creep early.
• Communicate effectively with stakeholders and team members.
• Use tools and techniques to track and manage scope changes.

By following these guidelines, you’ll keep your projects focused, on budget, and on time!

What is scope creep?

Changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins

Scope creep includes changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins. Scope creep is a common problem, and it’s not always easy to control.

Hi there. As you now know, an important part of
project management is keeping an eye on your project scope and
knowing which tasks are truly part of the
plan and which aren’t. Tasks that are included in
the project and contribute to the project’s overall goal are
considered to be in-scope. Tasks that aren’t included
are called out-of-scope. It’s your job as a project
manager to set and maintain firm boundaries for your project so that your team
can stay on track. For example, if the copywriters or designers of the
Plant Pals catalog, came up with the idea
to expand the type of plants being offered
to top customers, you would have to point out that their suggestion is out-of-scope and would take extra time and add to
your budget costs. As you progress through
the project life cycle, you’re going to encounter
unexpected challenges or have new details or ideas brought to your attention that could
impact your project’s success. Changes, growth, and uncontrolled
factors that affect a project scope at
any point after the project begins are
referred to as “scope creep.” Scope creep is a common problem, and it’s not always
easy to control. It’s one that we struggle
with on every single project. It can happen on any
project, in any industry. Imagine you’re working in a tech company and your project involves
working with designers and engineers to update the language icons’ design on a mobile keyboard app
for a smartphone. While the team is
making the update, they realize that
the search icon and the voice input icon also
need a design refresh. These are very small
features, and while technically not in-scope, the team feels it would take minimal effort and
provide lots of value. So they go ahead and
make the updates. During a stakeholder review, it’s pointed out that there
is a keyboard in English, but no keyboards for
other languages, and the suggestion is made to design additional keyboards. At this point, the
project’s scope is in danger of expanding from a fairly simple icon update to a complex rollout of
multiple keyboard layouts. Adding the keyboards would
impact the team’s timelines, causing the project to
take longer to finish. It would also impact resourcing, because you
would need to hire more people or
existing team members would have to work overtime. And it would increase the budget, since the team did not anticipate costs for extra working hours
or keyboard translations. This is just one
example of scope creep. Sometimes it’s
subtle (“Just design one or two more icons!”)
or more obvious (“Hey, can you tack on designing keyboards
for other languages?”) By identifying scope creep
and being proactive, you protect your project
and your project team. To help you combat scope creep, it’s good to know that there are two major sources from which it comes: external and internal. External sources of scope
creep are easier to recognize. For example, if you’re working on a project with one main customer, the customer might request changes, or the
business environment around you might shift, or the underlying technology
you’re using might change. While you can’t control
everything that happens, there are some useful
tips to keep in mind. First, make sure the stakeholders have visibility into the project. You want them to know the details of what’s going to be produced, what resources are required, how much it will cost, and how much time it’ll take. Also, get clarity on the
requirements and ask for constructive criticism of the
initial product proposal. It’s important to
get this information before any contracts are signed. Be sure to set ground
rules and expectations for stakeholder involvement once
the project gets started. Come to an agreement on
each of your roles and responsibilities during
execution and status reviews. Once you’re clear on
the project scope, come up with a plan for how to deal with out-of-scope requests. Agree on who can make formal
change requests and how those requests will be evaluated, accepted,
and performed. And finally, be sure to get
these agreements in writing. This way, you’ll always have documentation to point if you, a stakeholder, or the customer have a disagreement
down the line. One of the leading causes
of external scope creep is not being clear on the requirements before
defining the scope and getting formal approval to move forward with the project. This is where those specific
and measurable goals and deliverables come into play. If the requirements aren’t
specific and if you haven’t agreed on the
project’s processes, deliverables, and milestones,
then you’re almost guaranteed to be dealing with scope creep once
the project begins. Internal sources
of scope creep are trickier to spot and
harder to control. This kind of creep comes from members of the project team who suggest or even insist on process or product
changes or improvements. It’s possible that a
product developer will justify a decision on the grounds of making
the product better, even though it’s
going to cost more, or a team lead might decide that a certain process is
more efficient without realizing the impact the
change in process will have on other team members tasked with different
parts of the project. What you need to make
clear to your team is that any change outside of the project scope comes
off the bottom line, threatens the schedule,
and increases risk. There are no small
impacts to project scope. Any time a team member takes
on an unplanned task, more is lost than just the time spent
working on that task. It’s your responsibility as the project manager to maintain the limits
of the project. The best defense is to know the details of your project
in and out so you’re always prepared with the
most appropriate response to a new idea or request. Let’s recap. Monitor
your project’s scope and protect it at all costs. Even the most minor
change can mean major risk to your
project’s success. Coming up, I’ll tell you about the triple constraint
model and how you can use it to help determine how your project
changes affect scope. Stay tuned.

Tutorial: Mastering the Triple Constraint for Project Success

Welcome to this hands-on tutorial on managing project scope and the Triple Constraint Model!

By the end of this tutorial, you’ll be able to:

• Understand the interconnectedness of scope, time, and cost in projects.
• Apply the Triple Constraint Model to make informed decisions.
• Navigate change effectively through trade-offs and prioritization.
• Manage scope changes confidently and ensure project success.

Let’s dive in!

1. Understanding the Triple Constraint Model:

• Scope: The boundaries of your project, defining what will be delivered.
• Time: The project schedule, including milestones and deadlines.
• Cost: The project budget, covering resources, materials, and labor.
• Interconnectedness: Changes to one constraint inevitably affect the others.

2. Identifying Trade-offs:

• Be prepared to make adjustments to one constraint to maintain the others.
• Common trade-offs include:
  • Increasing cost to meet a deadline or expand scope.
  • Extending the timeline to reduce cost or accommodate scope changes.
  • Reducing scope to meet a deadline or budget constraint.

3. Prioritizing Constraints:

• Determine the most critical constraint for your project (scope, time, or cost).
• Base decisions on this priority to ensure alignment with project goals.

4. Managing Scope Changes:

• Have a clear change control process in place.
• Evaluate the impact of scope changes on all three constraints.
• Discuss and approve changes with stakeholders and the project sponsor.
• Communicate changes effectively to the team.

5. Tips for Success:

• Define scope clearly during project planning.
• Document scope in a detailed scope statement.
• Track progress regularly and identify potential scope deviations early.
• Communicate openly with stakeholders about constraints and trade-offs.
• Be flexible and adaptable to change, but always within the agreed-upon boundaries.

6. Scenario Examples:

• Adjusting timeline to accommodate product improvement: Increase time, keep scope fixed, maintain cost.
• Reducing budget without compromising scope: Increase time, keep scope fixed, reduce cost.
• Shortening timeline without increasing budget: Reduce scope, decrease time, maintain cost.
• Meeting a critical deadline at all costs: Adjust scope, decrease time, increase cost.

Remember:

• The Triple Constraint Model is a powerful tool for managing project complexity.
• By understanding its dynamics and applying it effectively, you can make informed decisions, navigate change successfully, and deliver projects that meet expectations and achieve desired outcomes.

When using the triple constraint model, what are the three restrictions a project manager refers to? Select all that apply.

Time

Time refers to the project schedule and deadlines.

Scope

Scope includes the clearly defined and mapped out boundaries of a project.

Cost

Cost includes the budget, resources, and people who will work on the project.

Hi, and welcome back. In this video, we’re going to talk
about managing project scope. Managing scope goes hand
in hand with goal-setting. For example, redefining the scope
can change the goal, and a revision of the goal
can change the scope. The concept of project scope is
important throughout the project. While your project will have its own
specific goals, the overall goal for you as the project manager is to deliver the
project according to the scope agreements. This includes delivering the project
within the given deadline and the approved budget. You’ll quickly find that this
is easier said than done. As you progress through your project, you will continually need to make
compromises and weigh trade-offs as new challenges and changes and
factors present themselves. Any time a team member
takes on an unplanned task, more is lost than just the time
spent working on that task. In order to decide if a scope change is
acceptable and what impact it will have, project managers usually refer
to the triple constraint model. The triple constraint model is
the combination of the three most significant restrictions of any
project: scope, time, and cost. We’ve talked a bit about what scope is,
so let’s focus now on time and cost. Time refers to the project schedule and
deadlines. Cost includes the budget, and it also covers resources and
the people who will work on the project. Both time and budget have to be
carefully managed alongside scope. All three of these are linked; you can’t change one without
having an impact on the others. For example, a decrease in cost
means a change in time or scope. An increase in time means a change
in scope or cost, or both. Understanding how changing one impacts
the other two constraints is key. It’s important to consider what trade-offs
you’re willing to make as the project progresses. To do this successfully, you need a clear
understanding of the project priorities. You have to know what is most important
when it comes to scope, time, and cost. If there’s a specific deadline that
must be met, then you need to limit any changes to the scope that might cause
the project to go past the deadline. If the product must look or
function in a certain way, then the requirements are a priority,
and you could justify changes in cost or time in order to meet
the scope requirements. But just because you can make a change, that doesn’t mean you necessarily
should make a change. And even though the limits of scope,
time, and costs have been set, you can still make changes if
there’s a good reason to do so. Don’t worry, you won’t have to decide
on these changes all by yourself. If there are scope decisions that need to
be made, the project manager will likely need to consult with the project sponsor
and stakeholders to get their approvals. Let’s go through a few scenarios, so you
can get familiar with weighing the value of a trade-off and
understanding the impacts of any changes. In the first scenario, a request has been made to improve
the Plant Pals product features. The Director of Product at Office Green
wants to use pots that indicate when the plants need to be watered. Making changes to the product
is a scope change. You know that you can’t change the budget,
but you can extend the timeline. So you can accept the scope change
requests and extend the timeline, as long as the budget doesn’t increase. Here’s another possible scenario.
A request has been made to reduce the budget without making
any changes to the scope. The final outcome of Plant
Pals still needs to look and function as you all originally agreed. If you’re going to reduce the budget and
keep the scope, you may need to extend the timeline. Okay, here’s another scenario. There’s
a request to tighten up the timeline and finish early, but
you can’t increase the budget. In order to do this,
you need to make changes to the scope, like limiting shipping options. Doing this will give
your project more time, because you’ll have one less
shipping contract to negotiate. The end result won’t be exactly
what was originally agreed on, but it means getting it out earlier
as requested and within budget. Let’s try one more. In this last
scenario, the Director of Product informs you that the project deadline must be met—
it’s the most important thing. In this case, your stakeholders
are willing to increase the budget and make any necessary changes to
the scope requirements in order to meet the deadline. In the end, it’s all about prioritizing
which element of the triangle matters the most in the project. Are you getting the hang of trade-offs? Keeping in mind scope, time, and
cost as you manage your project will help you navigate different conditions
while still achieving your goals. Remember, change is inevitable
when managing projects, and understanding this framework
can set you up to plan and communicate accordingly so
your project will succeed. When you understand
the triple constraint model, you’ll have the tools to
evaluate scope changes. Understanding how changes will
be evaluated, accepted, and performed is key to scope management. Don’t worry if you still have questions. We’ll be sure to talk more about
this concept in Course 4. Up next, we’ll talk more about
successfully launching and landing your project. See you soon!

[MUSIC] Hi, I’m Torie, and I’m an education
program manager at Google. Specifically, I work on our digital
literacy curriculum, called Applied Digital Skills, that helps learners of all ages
learn the practical digital skills needed for the jobs of today and tomorrow. So scope is important because if
you have a well-defined scope at the beginning of a project, it’ll help
make sure that your team members, your stakeholders are all aligned and
on the same page right from the start, and you can avoid any issues down the line
that may come up that you might not have been aware of. Some challenges of staying within scope
could be what we like to call “scope creep,” and these things can happen if, for example, you have some
stakeholders that have some certain needs, desires, or requests that may
actually end up changing the scope. Scope creep is when the scope changes
after you’ve already started the project. And this can be really challenging to
manage if you don’t keep an eye on it from the beginning. I was recently working on a project where
we were hoping to actually reach underserved communities with our
digital literacy curriculum, and the initial project scope started off focusing on middle and
high school students. But at some point down the line after
the project started, there were some stakeholders who actually wanted to
expand the audience to adult learners. And so we had some trouble trying
to figure out how we were going to manage that. Were we going to change the scope? Were we going to keep it the same? And ultimately,
we decided to keep the scope the same and referenced back to our original
goal in the beginning. Because if you think about it, changing
the audience would make the project goals and our strategies for reaching those
audiences drastically different. So ultimately,
we ended up keeping the scope and communicating that to our stakeholders. Some best practices for managing scope is
just make sure you document everything in the beginning and share it with all of
your stakeholders and team members, and make sure everybody’s
in agreement on that scope. There are times where the scope may
need to change, and that’s okay. But you have to be able to make sure that
you can also change and potentially change your timeline, your resources, or even the
budget to accommodate that scope change.

Tutorial: Project Landing vs. Project Launch

Introduction:

Imagine launching a boat but never checking if it stays afloat. Similarly, completing a project (launch) isn’t enough. This tutorial explores the crucial concept of landing – measuring and ensuring project success beyond just delivery.

The Launch vs. Landing Dilemma:

We often equate project success with the launch: the website is live, the product is on shelves, the report is submitted. But just like taking off in a plane doesn’t guarantee a safe landing, a successful launch doesn’t automatically mean impact and lasting success.

Landing: The True Measure of Success:

Landing is about testing and measuring your project’s effectiveness against pre-defined goals. It’s about analyzing real-world results and ensuring the project achieves its desired outcomes.

Why Landing Matters:

• Avoids false success: Just because something is finished doesn’t mean it’s working. Landing reveals true project impact.
• Boosts accountability: Success criteria guide the project, ensuring everyone works towards the same goals.
• Informs future projects: Learn from successes and failures to improve future project planning and execution.

Defining Success Criteria:

1. Set SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound goals provide the foundation for success criteria.
2. Identify key metrics: Define measurable data points that track progress towards your goals. Examples include website traffic, customer satisfaction, or revenue generated.
3. Establish thresholds: Determine the specific values of your metrics that indicate successful landing. For example, “achieve 1,000 website visitors per month” or “maintain 90% customer satisfaction.”
4. Document and communicate: Clearly communicate your success criteria to all stakeholders to ensure understanding and alignment.

Landing in Action:

• Case study: Consider a website redesign project. The launch is successful with a new website up and running. But the landing involves monitoring metrics like user engagement, website traffic, and sales conversions to determine if the redesign actually improves user experience and business goals.
• Planning for landing: Allocate resources and timeframes for data collection, analysis, and potential adjustments based on landing results.

Conclusion:

By embracing the concept of landing, you move beyond project completion and focus on true impact. Define success criteria, measure results, and adapt your approach to ensure your project not only launches but also lands successfully, leaving a lasting positive impact.

Additional Resources:

• Project Management Institute: https://www.pmi.org/
• SMART Goals Template: https://www.smartsheet.com/blog/essential-guide-writing-smart-goals

What is the project management term for delivering the final result of your project to the client or user?

Launch

The launch is when you finish building or creating your project and you’re ready to present it to the client.

What is the project management term for meeting the success criteria you establish at the beginning of the project?

Landing

While the launch is when you complete your project, the landing is once you determine it works and you satisfy your success criteria.

Welcome back. At this point, you’ve learned
a bit about setting SMART goals, along with defining and
managing the scope. It may be tempting to think that you’re
ready to kick off this project with these two important pieces, but there is one common element
that ensures you’ll achieve these goals within scope. And that key element is knowing
when your project is delivered and you can call it a success. Many people think the time to
decide if a project is successful is when you’ve produced the final
outcome and presented it to the client. That’s getting close. Delivering the final result of
your project to the client or user is what’s called a project launch. You finish building or creating a project,
the tasks are completed, and the deliverables are done. You’ve hit your goal. The project is successful and
considered complete in that sense, but does it work well? Did it achieve your desired outcome? The real deciding factor of project
success is when you put the final outcome to the test. Landing is when you actually
measure the success of your project using the success criteria established
at the outset of the project. This is a crucial part of goal
setting that is often overlooked in the initiation phase. For example,
think about taking a trip on an airplane. It’s not enough for the pilot to be
able to get the plane off the ground. To arrive safely at your destination,
they’ve got to know how to land. Your success has to continue beyond
the point of delivering the final project. You need to be able to measure whether
the project functions as intended once it’s put into practice. Let’s take the example of
your project Plant Pals. You’ve managed to launch the new service
with success, the website has launched, the catalogs have been printed and delivered, orders have been received,
and revenue is starting to go up. It would be easy to call this a win and
move on. But what happens if the customers
are unhappy once the plants are delivered? What if the plants start to wilt and
discolor after a couple of weeks? Just because launching the project and
getting it out the door looks like success on paper, that doesn’t mean
the project has managed to land. For most projects, a launch itself
isn’t a meaningful measure of success. It’s what comes after
the launch that really counts. Launches are only a means to an end, and
looking beyond the launch is important to ensure the launch
achieves your overall goals. If you start off looking beyond
the launch to the landing, you’re more likely to get
where you’re trying to go. Since landing is a concept and
not a finite definition, it’s important to define what a successful landing
looks like for a particular project. Luckily, we have a way to measure and help
you ensure the success of your project. It’s called success criteria, and
if you can manage to follow it through the life cycle of your project,
you’ll ultimately have a smooth landing. The success criteria includes all
the specific details of your goals and deliverables, and it can be a guide so you know whether you’ve accomplished
what you set out to do. Success criteria will set standards for
how your project will be judged. In the next video,
I’ll outline what you need to know about defining success criteria and
communicating project success. See you in a bit.

Tutorial: Defining Success Criteria for a Solid Project Landing

Welcome, pilots! Today, we’re soaring into the crucial territory of determining whether your project has successfully reached its destination. No matter how brilliant your launch, it’s vital to know if you’ve truly landed in the sweet spot of success. That’s where defining success criteria comes in – it’s your roadmap to a triumphant touchdown.

Why are success criteria so important? Imagine launching a spaceship without knowing your target orbit. You might end up drifting in the void, lost and aimless. Defining success criteria is like setting your destination coordinates, ensuring everyone on board understands the mission’s ultimate goal.

Ready to chart your course? Here’s your step-by-step guide to crafting rock-solid success criteria:

1. Dig into your project blueprints:

• Goals and Deliverables: Revisit your project’s goals and deliverables. Look for measurable elements, like specific numbers, percentages, or user engagement metrics. These will be your initial guiding lights.

2. Stakeholder Summit:

• Gather Input: Don’t go it alone! Consult your stakeholders – the folks invested in your project’s outcome. Ask them their hopes, expectations, and how they envision success. Remember, it’s all about landing on the same planet, not different moons!

3. Document your Destination:

• Criteria Consolidation: Based on your goals, deliverables, and stakeholder insights, craft clear and concise success criteria. Think of them as the landing coordinates for your project.

4. Metrics are your Mission Control:

• Pick your Instruments: Identify specific metrics to track your progress towards your criteria. These can be website traffic numbers, customer satisfaction surveys, sales figures, or anything relevant to your project’s goals.

5. Track your Trajectory:

• Monitor and Adapt: Regularly check your metrics, ensuring you’re headed towards your success criteria. Don’t be afraid to adjust course if needed – think of it as a mid-air refuel that keeps you on the optimal flight path.

6. Communicate with your Crew:

• Transparency is Key: Keep your team and stakeholders informed about your progress and any adjustments you make. Clear communication builds trust and keeps everyone focused on the shared goal: a successful landing!

Remember, defining success criteria is an ongoing process, not a one-time event. As your project evolves, your criteria might need to adapt too. Embrace flexibility, keep those communication channels open, and celebrate those triumphant touchdowns!

Bonus Tip: Use project management tools to visualize your criteria, track your metrics, and keep everyone on the same page. Think of it as your in-flight dashboard, guiding you towards a smooth and successful landing.

Now, go forth, intrepid project leaders! With these tools and your own innovative spirit, you’re guaranteed to chart a course towards a project landing that shines brighter than any supernova.

Which of the following terms tells you whether or not the project is successful?

Success criteria

Stakeholders and the project manager define the success criteria at the beginning of a project.

Which two terms are customer-related metrics to consider for success criteria?

Adoption and engagement

Adoption refers to how the customer uses the product without any issues. Engagement refers to how often customer interaction happens over time.

Who will ultimately judge if the project meets its goals, deliverables, requirements, and other success criteria?

Stakeholders and customers

The success criteria should be clearly agreed upon at the beginning of the project. The stakeholders and customers ultimately judge if the team meets the success criteria. 

Hello again. We’ve learned about the differences
between launching and landing, and we’ve also learned about
the differences between delivering your project and finding out if
the outcome performs as expected. But how exactly do you know
that your project is a success? How do you know if you’ve actually landed? At the beginning of the project,
you defined goals and deliverables that are measurable—meaning
that you can determine if they were met. Similarly, you need to define success
criteria that can also be measured so you’ll know whether they were met. The success criteria
will tell you whether or not the project as a whole was successful. They are the specific
details of your goals and deliverables that tell you whether you’ve
accomplished what you set out to do. They are the standards by which
the project will be judged once it’s been delivered to stakeholders and customers. Defining success criteria also clarifies
for your team what they’re trying to accomplish beyond just
launching something to users. Is it to increase customer
satisfaction with the service so they can continue to
purchase more products? Enhance an existing feature
to retain customers? Depending on the project,
the answers will be different. But, it’s important that a team is aligned and working towards a shared goal. Sometimes forcing the conversation and
clarifying what the end result looks like can bring to light questions and
areas of disagreement. There isn’t a set process for
determining success criteria, but I’ll break down a couple
of key points to consider. Remember the measurable
part of your SMART goals? One of the questions to ask when
making your goals measurable is: How will I know when it is accomplished? The same question applies to your project:
How will you know when it’s done? Only in this case, you want to ask: How will I know when it’s
successfully accomplished? You can measure to determine your project
success in a similar way to measuring a goal. So go through your project goals and
deliverables, review the scope, and identify the measurable
aspects of your project. These are going to be any of
the metrics used in the goals and deliverables, along with your budget and
schedule details. Another thing you’ll need to do is get
clarity from stakeholders on the project requirements and expectations. This is key! There are lots of people
involved with any project, and that means lots of ideas about what
success looks like to each person. You’ll want to ask questions, such as:
Who ultimately says whether or not the project is successful? What criteria will be measured
to determine success? What’s the success of
this project based on? Once you’ve collected clarifying
information, document and share all of it so that you, your team, and
your stakeholders can refer to it later. Let’s try creating success criteria
with the Office Green project. For example, the goal is to increase
revenue by 5% by the end of the year. One of the deliverables is a website
with a gallery of the different plant selections that are offered. It’s not enough just to
make a list of criteria; you need a process for measuring success from start to finish
throughout the entire project life cycle. This way, you can make adjustments and ensure success by the time
you’re ready to land. There are many metrics you can use,
and for some products, it will make sense to use more than one. The metrics you choose should be as
closely aligned to your project’s goal as possible. For example, “happiness metrics”
measure user attitudes and satisfaction, or perceived ease of use, and you can measure these through surveys. For the Plant Pals project, we may
consider a customer satisfaction rate of 85% within the first three months of
launching as a way to measure success. You can also consider customer
adoption and engagement metrics, along with more business-oriented metrics
that track things like sales and growth. Adoption refers to how the customer
uses and adopts a product or service without any issues. Engagement refers to how often or meaningful customer interaction and
participation is over time. Adoption metrics might include launching
a new product to a group of users and having a high amount of them use or
adopt it. Engagement metrics might include
increasing the daily usage of a design feature or increasing orders and
customer interactions. Using the Office Green example, tracking
how many customers initially sign up for and use to Plant Pals service
is an adoption metric. Tracking how many customers renew their
Plant Pals service, post about it, or share feedback are engagement metrics. Once you’ve defined the metrics
that you’ll be measuring, think about how you track these metrics. Evaluate which tools can
help you collect the data you need to ensure
you’re staying on track. For example, if you’re measuring business
metrics like revenue, consider tracking that in a spreadsheet or dashboard,
where you can easily spot gaps and trends. If you’re measuring customer satisfaction,
you can think of a way to incentivize customers to participate
in regular email surveys and create a system to measure their
responses when they participate. You can also utilize your project
management tools to check on efficiency metrics, like what percent
of tasks are completed or whether the project is progressing
alongside the planned timelines. It’s smart to measure success
with your team as a project or product is in progress. For example, you can hold
a project review once a month, have team members complete task
checklists by certain deadlines, or hold live feedback sessions
with your users or customers. There are many different
ways to measure success. The key is to pick the methods that
work best for your success criteria. It’s a good idea that, along with each
success criteria on your list, to also include the methods for
how success will be measured, how often it’s measured, and
who’s responsible for measuring it. Share your success criteria
document with your stakeholders and ask if they agree with how the project’s
success will be determined. It’s also a good idea to have
the appropriate stakeholders sign off on the success criteria. This way, everyone will be clear on
who is responsible for which tasks, and you’ll all thoroughly understand
what the path to success entails. Keep this documentation visible throughout
the duration of the project and clearly communicate it with your
team every step of the way. They’re the ones who will be attempting to
meet all the different requirements, so don’t keep them in the dark about
what they’re supposed to do or how they’re supposed to do it. If done correctly, defining your success
criteria should create greater alignment within the team and give everybody better
visibility into how to achieve success. Clarity around success metrics also helps teams prioritize which efforts
are most impactful to their users. Defining project success is a complex but
crucial part of project management. With more and more practice,
this process will come more naturally to you in the planning stages and
throughout your project. We’ll continue exploring and talking more about these
concepts throughout the course. Nice job!
You’re almost done with Module 2. I’ll see you in a bit to
review what we’ve covered.

You’re doing great! You’ve completed this module and
have set yourself up for success. Way to go! Defining goals and managing scope and ensuring a successful landing might
seem tricky to master at first, but the SMART method and
the triple constraint triangle, tools, and methods for measuring success criteria and clear communication will help
you every step of the way. In the next module,
we will talk about the roles and responsibilities that come
along with each project so that everyone knows how they contribute
to reaching the project’s goals.