COURSE 2 - Google PMP Certification (Week 2)

Project Goal

The desired outcome of the project What you've been asked to do and what you're trying to achieve

What does project scope refer to?

The project boundaries

Question 2 As project manager, you approve a team member's request to change the order of their tasks because they think it will be more efficient. However, this change disrupts another team member's work process: they need to do two additional tasks not related to the project's goal. What is happening on this project?

The project is going out-of-scope.

Which of the following scenarios best represents project launch?

The project team releases a new product.

Defining your success criteria should create greater alignment...

Within the team and give everybody better visibility into how to achieve success

SMART Method

*S*pecific *M*easurable *A*ttainable *R*elevant *T*ime-bound

Sources of scope creep

-External -Internal

How to make sure a goal is time-bound?

Has a deadline or clear time frame

Benchmarks

Points of reference

In-Scope

Tasks that are included in the project plan and contribute to the project's goal

It's also a good idea to...

have the appropriate stakeholders sign off on the success criteria

Which of the following is an engagement metric?

A 20% increase of participation time within an app

Objectives + Key Results (OKRs)

Combine a *goal* and a *metric* to determine a measurable outcome

Which of the following indicate whether a project manager accomplishes what they set out to do?

Success criteria

Fill in the blank: When determining a measurable outcome, _____ define how you will measure whether a desired outcome has been achieved.

key results

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.

Question 4 Fill in the blank: The difference between a goal and a deliverable is the goal is the desired outcome of the project and the deliverable is a _____ of the project.

tangible outcome

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.

For example, here is a goal that's missing some of the SMART criteria:

"Office Green will soon create an app to help customers care for their plants." That's not a bad start, but it isn't specific, measurable, or time-bound. Here's the same goal, rewritten as a SMART goal: "Office Green will create an app that offers tips and reminders to help customers care for their plants. The app will be completed within 18 months and be compatible with 100% of the types of plants Office Green sells."

Reflection: Applying the Triple Constraint

***During the scoping of this project, Ria says her budget maxes out at $650,000 USD—she can't afford the $800,000 USD that this project will cost. What are some proposals you can provide to Ria to reduce the budget? Think of the Triple Constraint and remember that one constraint will always have the priority. So if the budget is a constraint, what areas might Ria adjust to reduce project costs? Write 2-3 sentences. -Reduce the scope: Maybe you can convince Ria to have a 1-day workshop instead of a 3-day workshop. This will help trim the budget. -Reduce the time: If you can deliver just the research report presentation instead of a 3-day workshop, you can trim the budget by shaving-off the three workshop days. This also reduces the time you need to prepare for the workshop. ***Recruiting for field research will take a week longer than expected. However, Ria told you that the project end date is a hard deadline. What can you do? Think of the triple constraint and remember that one of them will always have the priority. So if time is a constraint, what areas might Ria adjust to reduce the time in the project? Write 2-3 sentences. -Increase the budget: If you can increase the budget and add an additional field researcher, you could complete the research faster and meet the hard deadline. -Cut the scope: If you can eliminate sections in the research report, you could save time. Or, similar to the example above, cut the workshop to a 1-day workshop to meet the deadline ***After the stakeholders agree on the project scope, Ria finds out that her CEO wants more information in the research report. She asks you to include details on the market opportunities for new product ideas, technical constraints, and design considerations. How do you manage this additional scope? Write 2-3 sentences. -Decrease the time: If you can cut the depth of the initial market research, you will shave a few days off the project. This will allow additional time to work on the information on new products at the end of the project. -Increase the cost: If Ria can agree to increase the project budget to accommodate her CEO's request, you can add additional team members to work on the expanded scope and meet the existing project timelines. !!!As a reminder, if there are changes in time, budget, and scope, remember to notify your project sponsor and key stakeholder and make sure they're aligned. In this specific example, you should notify the internal stakeholders, so that they can make decisions about what to do about the changes in the project, while considering the Triple Constraint.

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

-Metrics Exp: 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 Exp: 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.

Additional Questions to determine scope

-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?

What is important to the customers or stakeholders

We have to pay attention to product metrics, but we also have to be mindful of stakeholder and customer additional expectations for features and objectives. -Evaluating user engagement with the product -Measuring stakeholder and customer satisfaction via surveys -Tracking user adoption of the product by using sales data

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.

Project Deliverable Examples

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 A pretty common deliverable example 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.

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

Best practices for scope management and controlling scope creep:

*Define your project's requirements* - Communicate with your stakeholders or customers to find out exactly what they want from the project and document those requirements during the initiation phase. *Set a clear project schedule* - Time and task management are essential for sticking to your project's scope. Your schedule should outline all of your project's requirements and the tasks that are necessary to achieve them. *Determine what is out of scope* - Make sure your stakeholders, customers, and project team understand when proposed changes are out of scope. Come to a clear agreement about the potential impacts to the project and document your agreement. *Provide alternatives* - Suggest alternative solutions to your customer or stakeholder. You can also help them consider how their proposed changes might create additional risks. Perform a cost-benefit analysis, if necessary. *Set up a change control process* - During the course of your project, some changes are inevitable. Determine the process for how each change will be defined, reviewed, and approved (or rejected) before you add it to your project plan. Make sure your project team is aware of this process. *Learn how to say no* - Sometimes you will have to say no to proposed changes. Saying no to a key stakeholder or customer can be uncomfortable, but it can be necessary to protect your project's scope and its overall quality. If you are asked to take on additional tasks, explain how they will interfere with the budget, timeline, and/or resources defined in your initial project requirements. *Collect costs for out-of-scope work* - If out-of-scope work is required, be sure to document all costs incurred. That includes costs for work indirectly impacted by the increased scope. Be sure to indicate what the charges are for.

Creating OKRs for your project (Pt. 2)

*Develop key results* Next, add 2-3 key results for each objective. Key results should be time-bound. They can be used to indicate the amount of progress to achieve within a shorter period or to define whether you've met your objective at the end of the project. They should also challenge you and your team to stretch yourselves to achieve more. Examples: -X% new signups within first quarter post launch -Increase advertiser spend by X% -New feature adoption is at least X% -Maximum 2 critical bugs are reported by customers per Sprint -Maintain newsletter unsubscribe rate at X% Strong *key results* meet the following criteria: -Results-oriented—not a task -Measurable and verifiable -Specific and time-bound -Aggressive yet realistic To help shape your key results, ask yourself and your team the following: -What does success mean? -What metrics would prove that we've successfully achieved the objective?

Creating OKRs for your project

*Set your objectives* Project objectives should be aspirational, aligned with organizational goals, action-oriented, concrete, and significant. Consider the vision you and your stakeholders have for your project and determine what you want the project team to accomplish in 3-6 months. Examples: -Build the most secure data security software -Continuously improve web analytics and conversions -Provide a top-performing service -Make a universally-available app -Increase market reach -Achieve top sales among competitors in the region Strong *objectives* meet the following criteria. They are: -Aspirational -Aligned with organizational goals -Action-oriented -Concrete -Significant To help shape each objective, ask yourself and your team: -Does the objective help in achieving the project's overall goals? -Does the objective align with company and departmental OKRs? -Is the objective inspiring and motivational? -Will achieving the objective make a significant impact?

Which of the following is an example of a measurable goal? Select all that apply.

-Achieve a 20% improvement in customer satisfaction ratings based on post-support survey results Explanation: Measurable goals allow you to assess the success of your project based on quantifiable or tangible metrics, such as dollar amounts, percentages, number of outputs, and quantities. -Increase product revenue by 5% Explanation: Measurable goals generally include metrics, like figures and numbers, that help the project team determine when the objective is met.

What makes a goal attainable?

-Can it be reasonably reached? -How can it be accomplished?

OKR Levels

-Company/Organization -Department/Team -Project

External scope creep

-Customer Requests -Environment shifts -Changes in technology

Week 2 Themes

-Define and create project goals and deliverables -Define project scope, what;s considered in-scope, out-of-scope, and scope creep -Explain how to define and measure a project's success criteria

Key Results

-Define how you'll know whether or not you've met your objective

Objective

-Defines what needs to be achieved -Describes a desired outcome

How can a goal be relevant?

-Does the goal make sense? -Is the goal worthwhile?

Determining Project Success

-Identify the measurable aspects of your project -Get clarity from stakeholders on the project requirements and expectations

Which of the following are examples of key results? Select all that apply.

-Increase the number of website visitors by 25% Explanation: A key result details how to tangibly measure the success of the objective. This is an example of a key result for the objective: launch a new website. -Successfully process 50 online orders Explanation: A key result details how to tangibly measure the success of the objective. This is an example of a key result for the objective: implement online ordering.

Solutions

-Make project plans visible -Get clarity on project requirements -Set ground rules and expectations for stakeholder involvement -Create a plan for dealing with out-of-scope requests -Put your agreements and plans in writing

Introduction to OKRs review

-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 department-level OKRs

Which of the following are objectives and key results (OKRs) development best practices? Select all that apply.

-Objectives should be motivational and inspiring. Explanation: Project objectives should be aspirational, aligned with organizational goals, action-oriented, concrete, and significant. -OKRs are a resource that should be linked to the project plan. Explanation: The project manager should document all OKRs and link to them in the project plan for visibility. -Key results should be tactical and specific. Explanation: Key results should challenge the project manager and the team to stretch their abilities and achieve more.

Internal Scope Creep

-Product Improvements -Processes changes

Understanding the initiation phases

-Refine Goals with Stakeholders: Exp: First, you will meet with the Director of Product (the project sponsor) to discuss their aims for the project. To clarify these goals and keep the project on track, you'll turn them into SMART goals. -Assess stakeholder power and influence: Exp: Next, you'll get to know some of your stakeholders and find out how they fit into the project. A stakeholder analysis and power grid will help you decide how best—and how often—to communicate with team members, investors, and more. -Assign roles and responsibilities to promote the service Exp: To promote Plant Pals, you'll assemble teams to plan the marketing and sales strategy and redesign the website. You'll use RACI charts to determine who should be responsible, accountable, consulted, and informed about various project tasks. -Create a charter for the next stage of the project Exp: As you wrap up the initiation phase, your focus will shift to internal operations. You'll create a project charter to guide your team as they plan training, fulfillment, and delivery procedures for Plant Pals.

triple constraint model

-Scope -Cost -Time manage scope and control scope creep. It can serve as a valuable tool to help you negotiate priorities and consider trade-offs. "iron triangle" or the "project management triangle"

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

-Scope Explanation: Scope includes the clearly defined and mapped out boundaries of a project. -Time Explanation: Time refers to the project schedule and deadlines. -Cost Explanation: Cost includes the budget, resources, and people who will work on the project.

What are the the 3 triple constraints of project management?

-Scope: refers to the extent, range, breadth, reach, confines, dimension, realm, gamut, spectrum, or spread of the work that's to be done on a project. It encompasses the sum of products and services to be provided, describing what's being done and how much of it. -Time: Simply put, the duration or amount of time (usually expressed in number of hours) required to complete the project or tasks within the project. -Cost: Project cost refers to the resources—financial and otherwise—required for project execution. Costs might include labor, hardware, software, and other charges.

Objective(s)

-Similar to goals -Describe a desired outcome

SMART Defined

-Specific: The objective has no ambiguity for the project team to misinterpret. -Measurable: Metrics help the project team determine when the objective is met. -Attainable: The project team agrees the objective is realistic. -Relevant: The goal fits the organization's strategic plan and supports the project charter. -Time-bound: The project team documents a date to achieve the goal.

What are some tactics to handle external scope creep? Select all that apply.

-Suggest alternative solutions to your customer's or stakeholder's proposed changes. Explanation: Providing alternative solutions to your customer or stakeholder might result in their deciding against their proposed changes. You can also help them consider how their proposed changes might create additional risks, and perform a cost-benefit analysis, if necessary. -Define the project's requirements. Explanation: To ensure the project team agrees on the project's goal, ask stakeholders for feedback on what the project will produce, what resources are necessary, what costs are involved, and how long the project will take. Then, document these requirements.

Success Criteria

-Tells you whether or not the project successful -Specific details of project goals, deliverables, requirements, and expectations -The standards by which the project will be judged once it's been delivered to stakeholders

Key Results

-The *measurable outcomes* that define when the objective has been met Ex: -Objective: Improve customer retention -Key Result: Achieve a 90% customer satisfaction rating by the end of the first quarter

Project Deliverables

-The products or services that are created for the customer, client, or project sponsor -What gets produced or presented at the end of a task, event, or process -Help quantify and realize the impact of the project

When to use SMART goals

-To provide top-down direction for repeated behaviors and processes -When you don't quite have a destination -To set and track discrete goals within a team or for an individual Ideal for more precise goals or on an annual basis

To measure the success of a product, consider including these metrics on your checklist:

-Track if you implemented the product's priority requirements -Track and assess the product's number of technical issues or defects -Measure the percentage of features you delivered or released at the end of the project

Specific Goals

-What do I want to accomplish -Why is this a goal? -Who is involved? -Where should the goal be delivered? -To what degree?

When to use OKRs

-When you have a clear destination -When you are developing long-term goals -When you have goals that will evolve -To create an extra level of organizational context -To set multimetric goals Ideal for more aspirational goals

Which three questions should you ask yourself to make a goal specific?

-Who is involved? Explanation: When creating your goal, you'll want to state who the goal involves. -Where should it be delivered? Explanation: When writing a goal, you may want to include where exactly the goal will be delivered. -What do I want to accomplish? Explanation: When crafting a goal, you want to explain what will be done.

Well defined goal examples

1. Improve the response time to customer inquiries via by 20% (Improve the response time via email by 20%) 2. Increase the office green revenue by 5% (Increase revenues through a new service offering by 5%)

What's a project goal?

A desired outcome of a project that is clear and specific A project goal should tell the team what the end of the project will look like. The goal should also be clear and specific.

What's a project deliverable?

A tangible outcome produced at the end of a task Explanation: Project deliverables can be an item or report that teammates present to stakeholders, such as a presentation, chart, or graph.

Which approach is more ideal?

Adaptability: OKRs Alignment: Both OKRs and SMART Aspirational Expansiveness: OKRs Morale: OKRs Planning: OKRs Precision: SMART

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

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

Adoption

Adoption refers to how the customer uses and adopts a product or service without any issues

Project-level OKRs need to align with...

And support both company and department-level OKRs

What's a strategy to determine if a goal is attainable?

Ask the stakeholders Explanation: You may want to ask your stakeholders for their opinion, but you and your team know best if a goal is achievable. Breaking down a goal into smaller steps can help you judge if it seems attainable.

Question 1 As a project manager, you're using the SMART criteria to craft revenue goals for your team. During the process, you determine that current business conditions will allow for a maximum revenue increase of about 4.5% over last year's revenue. Based on this estimate, you set a goal for your team to show at least 1% revenue increase each quarter of this year. In this instance, which SMART criteria are you using?

Attainable

As the project manager for a team of software developers, your team has been hired to develop a piece of proprietary software for a corporate customer. After a few weeks working on the project your customer announces that they must reduce their budget for your project by 15%, but that the software needs to look and function as originally agreed with no changes. Using the triple constraint model, what trade-off could you use to meet your customer's new requirements?

Change the timeline

What is scope creep?

Changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins Explanation: 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. Other def.: When a project's work starts to grow beyond what was originally agreed upon during the initiation phase.

Scope Creep

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

Which of the following best describes scope creep?

Changing a project after it begins Explanation: Scope creep refers to changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins.

What can you do to determine if a goal is relevant?

Consider if the goal matches the organization's other needs and priorities. Explanation: The goal needs to align with the organization's other goals, priorities, and values. Everyone involved should feel like the goal is worth supporting.

Launch

Delivering the final result of your project to the client or user

As a project manager, your team has been tasked to come up with a new service that increases revenue by 4% within one year. The team implements a new service, a website has gone live, catalogs have been printed and delivered, orders have been received, and revenue starts to go up. How can you show that you've successfully landed this project?

Demonstrate a 6% increase in revenue one year after implementation.

At what time during a project should defining project scope happen?

During the initial project planning phase Explanation: Defining scope before a project starts helps mitigate the risk of big changes later on.

OKR development best practices

Here are some best practices to keep in mind when writing OKRs: -Think of your objectives as being motivational and inspiring and your key results as being tactical and specific. The objective describes what you want to do and the key results describe how you'll know you did it. -As a general rule, try to develop around 2--3 key results for each objective. -Be sure to document your OKRs and link to them in your project plan.

How can you tell a goal is measurable?

How much? How many? 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 guiter? Yes or no?

Engagement

How often or meaningful customer interaction and participation is over time

Launching vs. landing a project

In project management, a project "launching" means you have delivered the final results of the project to the client or user. You can't solely base project success on when the client accepts the project, though. Your work on a project won't be complete until you "land" it by thoroughly measuring the results. *Launch first, land later*: In order to know your project actually landed at the intended goal, you need to check back in periodically over the next five years to see if the training program is on target to produce a 20% increase in recycling in the county. *Launch and forget*: A common mistake of many project teams is to "launch and forget" the results. This happens when a project manager delivers the project to the client and the client accepts the project delivery, but the project manager doesn't assess if the project deliverables satisfy the customer or user. In the example above, if you didn't check back periodically over five years to assess the results, you would have only launched—but not landed—the project. Launching and landings work in tandem to ensure true success.

Project Scope

Includes the boundaries of a project and helps ensure that your project is clearly defined and mapped out -includes project timeline, budget, and resources

Which of the following best describes the difference between in-scope and out-of-scope?

Items within the project boundaries that are contributing to the project's overall goal and items that are not Explanation: It's your job as a project manager to set firm boundaries for the project so the team can stay on track.

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.

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

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

Defining a SMART goal

Let's explore an example related to making a personal goal measurable. Imagine you are looking to make a career change, and you set a goal to complete a Google Career Certificate. You can *measure* the success of this goal because after completing the entire program, you will receive a certificate—a tangible outcome. Now, let's determine how to make the remaining elements of this goal SMART. In this example, your *specific* goal is to attain a Google Career Certificate. You can make this goal *attainable* by deciding that you will complete one course per month. This goal is *relevant* because it supports your desire to make a career change. Finally, you can make this goal *time-bound* by deciding that you will complete the program within six months. After defining each of these components, your SMART goal then becomes: Obtain a Google Career Certificate by taking one course per month within the next six months.

Focusing on the "M" in SMART

Let's take a moment to zoom in on the M in SMART, which stands for measurable. Having measurable goals allows you to assess the success of your project based on quantifiable or tangible metrics, such as dollar amounts, number of outputs, quantities, etc. Measurable goals are important because they leave little room for confusion around expectations from stakeholders. Not every metric will have value, so you will have to determine which metrics make sense for the project. For example, measuring how many meetings the software engineers on your project attend on a weekly basis may not be the most valuable metric for a productivity goal. Alternatively, you might measure other aspects of the engineers' productivity, such as a particular number of features created per engineer or a specific number of issues flagged per day.

Landing

Measuring the success of your project using the success criteria established at the outset of the project

What are OKRs?

OKR stands for objectives and key results. They combine a goal and a metric to determine a measurable outcome. Objectives: -Defines what needs to be achieved -Describes a desired outcome Key results: -The measurable outcomes that objectively define when the objective has been met Company-wide OKRs are used to set an ultimate goal for an entire organization, while team, department, and project-level OKRs describe the focused results each group will need to achieve in order to support the organization.

Introduction to OKRs key ideas

OKRs (Objective and Key Results) help establish and clarify goals or objectives for an organization, department, project, or person. Rather than uniting everything, OKRs breakdown and clarify the components of the SMARTS goals. -The Objective (O) is the desired outcome that should be achieved. -Key Results (KR) are the ways for knowing whether the objective (O) has been achieved. Organizations often set OKRs at three levels: the company, department or team, and project level. Company-level OKRs -They are shared with everyone in the organization to ensure that everyone is clear about the goals. -They are annually updated to keep the direction on the track. -They support the mission of the organization. Project-level OKRs -They are set during the initiation phase to measure the project goal. -They are decided during the initiation phase to define measurable goals and tracked throughout the project life cycle to evaluate the project success. -They align with and support company and department-level OKRs.

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

Objective Explanation: 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.

Plant Pals Project OKRs

Objective: Enroll existing customers in the Plant Pals service Key Result: 25% of existing customers sign up for the Plant Pals pilot

Office Green Company-level Objective ex:

Objective: Increase customer retention by adapting to the changing workplace environment Key Results: -95% of phone, chat, and email customer support tickets are resolved during the first contact -Top 3 most requested new offerings for distributed office environments are in pilot by the end of the second quarter (Could become the Plant Pals project) -Sales and support channels are available 24/7 by the end of the year

Office Green Sales Department OKRs

Objective: Increase the sales team presence nationwide Key Result: New sales offices are open in 10 cities by the end of the year

Notes from meeting with Director of Product

Office Green's customer retention rate was 80% last year, but the CEO wants that number to increase by at least 10% this year. Last year, 70% of customers who left Office Green for competitors said they did so because they wanted more extensive services. When surveyed, 85% of existing customers expressed an interest in Plant Pals. The Vice President of Customer Success expects Office Green to achieve a customer satisfaction rating of over 90% this year—a slight increase over last year. The rating has stayed between 85%-90% for the last five years. The company plans to create an Operations and Training plan for Plant Pals to improve on existing customer service standards and boost efficiency. Office Green will promote the new service with a new marketing and sales strategy, a redesigned website with a new Plant Pals landing page, and a print catalog. With the publicity around the launch, Office Green projects that their customer base will grow by at least 15%. Website traffic has dipped slightly over the past three years, from 15K to 13K visits each month. The Marketing Manager wants unique page visits to increase by at least 2K each month by the end of the year, which is in line with the results of prior marketing campaigns. The project is scheduled to launch by the end of the third quarter. The project team will continue to collect data on the project's progress through the rest of the year and assess how well it has met its goals at the end of the fourth quarter. (It is currently the start of Q1.)

A designer on your project team suggests making changes to the product's logo just prior to launch. What's a strategy that could help avoid this internal scope creep?

Remind the designer about the project's scope and the effects of internal scope creep. Explanation: Any changes to the product or processes can affect the bottom line or schedule and risk successfully completing the project.

Question 3 Suppose as a project manager you receive a request from a team member to change a process they believe will make their work more efficient. However, you know that the change may increase the workload for other team members and extend the project's completion date. How do you best address this potential internal scope creep?

Remind the team that any process changes will change project scope and may create unknown risks for the project

Measuring progress

Set your scoring expectations. With Google's 0.0-1.0 scale, the expectation is to set ambitious OKRs and aim to achieve an average of at least 0.6 to 0.7 across all OKRs. For OKRs graded according to percentage achieved, the sweet spot is somewhere in the 60-70% range. Scoring lower may mean the team is not achieving what it could be. Scoring higher may mean the aspirational goals are not being set high enough. Schedule checkpoints. It's important to regularly communicate the status of project OKRs with your team and senior managers. For example, it can be helpful to have monthly check-ins on the progress of OKRs to give both individuals and your team a sense of where they are. Typically, at the end of the quarter, you'll grade each of your OKRs to evaluate how well the team did to achieve its goals.

Communicating and tracking OKRs

Share your OKRs with your team. Once you've created OKRs for your project, it's important to communicate them to your team so that everyone knows how to focus and align their efforts. You can do this by sharing a digital document, presenting them in a meeting, or adding them to an internal website. OKRs can help your project team stick to its goals, monitor which are falling short, and be continuously motivated to meet project objectives. Assign owners. Assign an owner to every key result so that everybody knows who's responsible for what. This helps add clarity and increases accountability.

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.

Asking scope-defining questions

Stakeholders: How did you arrive at the decision to update the dining space? Did the request originate from the restaurant owner, customers, or other stakeholders? Who will approve the scope for the project? Goals: What is the reason for updating the dining space? What isn't working in the current dining space? What is the end goal of this project? Deliverables: Which dining space is being updated? What exactly needs to be updated? Does the dining space need a remodel? Resources: What materials, equipment, and people will be needed? Will we need to hire any contractors? Will we need to obtain a floor plan and building permits? Budget: What is the budget for this project? Is it fixed or flexible? Schedule: How much time do we have to completely the project? When does the project need to be completed? Flexibility: How much flexibility is there? What is the highest priority: hitting the deadline, sticking to the budget, or making sure the result meets all the quality targets?

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

Success Criteria Explanation: Stakeholders and the project manager define the success criteria at the beginning of a project

How do you actually figure out the scope of your project?

Talk to your sponsors and stakeholders, understand what their goals are, and find out what is and what is not included in the project

Out-of-Scope

Tasks that are not included in the project plan and don't contribute to the project's goal