PMI VISUAL WALL · PART 1 OF 2

• Principles rest on the PMI Code of Ethics: Responsibility, Respect, Fairness, Honesty.
• The 12 enable the 8 Performance Domains — principles = mindset, domains = activity.
• Uncertainty cluster: Risk + Complexity + Adaptability work together.
• People cluster (Stewardship, Team, Stakeholders, Leadership) underpins all the rest.

• Principles are not prescriptive and are not processes.
• Stewardship covers internal + external (society, environment).
• Leadership ≠ positional authority — anyone can lead.
• Tailoring appears as both a principle and a recurring theme.

• The 12 are a leadership operating system for delivery culture.
• Stewardship + Value map directly to board & ESG conversations.
• Promote leadership at all levels, not just at the top.
• Use as decision tie-breakers when rules conflict.

• Systems thinking: a faster cell starves the next station — model the whole line first.
• Quality built-in: poka-yoke & in-process checks beat end-of-line inspection.
• Optimise risk: spend on a pilot cell before committing the full retrofit.
• Change: operator training & buy-in decide whether throughput actually rises.

Sentence mnemonic (in order 1–12):

Stewards Tend Stakeholders' Value · Systems Lead Tailored Quality · Complexity, Risk, Adaptability, Change

• 4 People, 2 Outcome, 3 System, 3 Adaptation — recite by colour.

• All 8 run simultaneously & continuously — they are not a sequence.
• Dev Approach shapes Planning & Project Work; Delivery realises Stakeholder value.
• Measurement feeds decisions in every other domain.
• Uncertainty overlays all — risk lives everywhere.

• Domains are concurrent, not phases.
• They are the lens that replaced the 10 knowledge areas.
• Steer by outcomes & checks, not activities.
• Leading indicators predict; lagging confirm.
• You tailor the system of domains to context.

• Exec dashboards = the Measurement domain made visible.
• Watch flow metrics (lead time, throughput) beside Earned Value.
• Reward outcomes over outputs.
• Treat Uncertainty as a standing board topic.

• Dev Approach: predictive civils, agile for the passenger-info software → hybrid.
• Project Work: manage interfaces between contractors as flow & WIP.
• Delivery: "trains stop & passengers flow safely," not just "platform poured."
• Uncertainty: weather, utilities & possessions are the live risk drivers.

Order mnemonic (1–8):

Some Teams Develop Plans, Producing Deliverables Measured (under) Uncertainty

• M & U are the two cross-cutting domains — picture them as a frame around the other six.

Value

Worth/importance to stakeholders.

Business value

Net quantifiable benefit to the org.

Internal value

Capability, IP, morale, readiness.

External value

Customer & market worth.

Value stream

The flow that turns need → value.

System view

Optimise the whole, not a part.

• Each component feeds the next; operations sustain the value over time.
• Portfolio governance steers the whole toward strategy.
• Benefits are often realised after the project closes — programs/operations own realisation.
• Customer feedback loops back to reshape strategy.

• Goal = maximise value, minimise waste — not reduce rigour.
• Tailoring is iterative & ongoing, not a one-time setup.
• Over-tailoring (too much process) and under-tailoring (too little) are both risks.
• You tailor methods, never the principles.
• Tailoring decisions should be justified & documented.

• Right-sized governance = speed without losing control.
• Avoid one-size-fits-all mandates that burden small work.
• A documented tailoring framework signals organisational maturity.
• Frees senior attention for high-risk, high-value projects.

• Shipbuilding: fixed config baselines, stage gates, safety regs → strongly predictive, minimal agile tailoring.

• Internal tooling team: backlog, 2-week sprints, continuous release → adaptive.

• Regulated SaaS: agile build inside a predictive compliance & assurance wrapper.

• Situational leadership: flex style (direct → coach → support → delegate) to follower readiness.
• Communication: sender–receiver, channels = n(n−1)/2, cross-cultural & effectiveness models.
• Motivation: Maslow (hierarchy) · Herzberg (hygiene vs motivators) · McGregor (Theory X / Y) · intrinsic vs extrinsic · Pink (Autonomy·Mastery·Purpose).
• Change: ADKAR · Kotter 8-Step · Bridges Transition (ending→neutral→beginning) · Satir curve.
• Complexity: Cynefin (clear / complicated / complex / chaotic) · Stacey matrix.
• Team development: Tuckman (Forming·Storming·Norming·Performing·Adjourning) · Drexler–Sibbet.
• Conflict: Thomas–Kilmann — Compete · Collaborate · Compromise · Avoid · Accommodate.
• Stakeholders: Salience (Power·Legitimacy·Urgency) · Power/Interest grid.
• Process / planning: PDCA · OODA · escalation & negotiation models.

• Data gathering: brainstorming · interviews · focus groups · benchmarking · surveys · checklists.
• Data analysis: alternatives · cost-benefit · earned value · forecasting · root-cause · variance · trend · what-if · SWOT · regression · reserve · assumption/constraint.
• Estimating: analogous (top-down) · parametric · three-point / PERT · bottom-up · affinity (story points, t-shirt sizing).
• Decision-making: voting / fist-of-five · multicriteria (MCDA) · weighted scoring.
• Data representation: see Artifacts → "visual data & information".
• Meetings & events: stand-ups · reviews · retrospectives · planning · kick-offs.

• Strategy: business case · project brief · charter · roadmap.
• Logs & registers: assumption · backlog · change · issue · lessons-learned · risk · stakeholder (RAID).
• Plans: PM plan + subsidiary plans (scope, schedule, cost, quality, comms, risk, etc.).
• Baselines: scope · schedule · cost · the integrated performance measurement baseline (PMB).
• Hierarchy charts: WBS · OBS · RBS (risk & resource breakdown).
• Visual data & info: Gantt · burn-up/down · cumulative flow (CFD) · S-curve · RACI · dashboard · story map · value stream map.
• Reports: status · progress · quality · risk reports.
• Agreements / contracts: FFP · T&M · CPFF · CPIF.

• Standardise a core toolkit; let teams tailor the rest.
• Dashboards & S-curves are the artifacts that reach the board.
• Contract type = a strategic risk-allocation lever, not an admin detail.

• "Models think · Methods do · Artifacts show."
• Tuckman: "Form a Storm, Normally Perform, then Adjourn."
• Artifacts = the PM's paper trail (logs record, baselines compare, reports communicate).

• Need ≠ requirement: a need is the problem; a requirement is a stated condition the solution must meet.
• BA can be a role or a set of activities anyone may perform.
• BA is product-focused; PM is project-focused.
• BA spans strategy → delivery → value, including after go-live.

• Know the 6 domains and their order.
• Requirements are the heart of business analysis.
• BA precedes & outlives the project (needs → evaluation).
• Stakeholder engagement & traceability are continuous.

• Good BA slashes costly rework by getting requirements right early.
• Ties every requirement to a business value.
• Bridges strategy and delivery — fewer orphaned features.

• Upgrading a vessel's combat-management system: BA elicits needs from operators & maintainers, defines requirements, traces each to a capability gap, and later evaluates the fielded system against mission outcomes.

• Feeds the project charter (via the business case) and the PMBOK 7 value delivery system (Poster 4).
• Supports portfolio selection — needs assessment justifies the investment.
• Solution evaluation links to benefits realisation in programs (Poster 16).

• "Right problem · right solution · real value."
• Domain order — N·S·E·A·T·S: "Never Stop Eliciting And Tracing Solutions."
• BA = the "what & why"; PM = the "how & when."

• Situation statement: problem/opportunity + impact + consequence.
• Root cause: 5 Whys · Ishikawa (fishbone) — fix the cause, not the symptom.
• SWOT to frame internal/external factors.
• Quantify the cost of the problem & cost of delay.

• Goals (broad) → objectives (SMART: specific, measurable, achievable, relevant, time-bound).
• Identify capability gaps to close.
• Set the success measures / KPIs up front.
• Bound the solution scope.

• Recommended option + rationale.
• Costs vs benefits — NPV, ROI, payback, IRR.
• Risks, assumptions, constraints, dependencies.
• Success measures & recommendation to proceed.

• Needs assessment may occur pre-project (portfolio) or in-project.
• Assess the current state — don't assume it.
• Goals vs objectives; objectives are SMART.
• Feasibility = operational · technical · financial · schedule.

• Kills weak ideas early — protects the budget.
• Aligns each investment to strategy.
• Locks in measurable success criteria before spend.

• "Should we automate the welding line?" Current state: labour cost & defect rate. Future state: +30% throughput, −50% rework. Options: cobots vs full automation vs outsource. Business case picks cobots on payback < 18 months.

• Output → business case → charter → BA plan & delivery.
• Feeds portfolio selection & prioritisation (Poster 18).
• Future-state measures become solution-evaluation criteria (Poster 10).

• Sequence — P·C·F·O·C: Problem → Current → Future → Options → Case.
• "Don't fall in love with a solution before you've defined the problem."
• Gap = future − current = the scope.

• Elicitation surfaces latent needs — it's active, not passive.
• Always confirm elicitation results.
• Functional = what it does; non-functional = how well.
• Validate vs verify — know the difference cold.

• Prioritised, testable requirements = predictable delivery.
• Models give a shared picture across business & tech.
• MoSCoW makes trade-offs explicit when budgets tighten.

• New SaaS module: workshops + prototypes elicit needs; a context diagram bounds scope; user stories + acceptance criteria specify; MoSCoW sets the MVP.

• Levels — B·S·S·T: Business → Stakeholder → Solution → Transition.
• "Validate = right thing · Verify = thing right."
• Elicit → Model → Specify → Confirm — then loop.

• Trace each requirement both ways; maintain coverage.
• Baseline approved requirements; control change via impact analysis.
• Track requirement states: proposed → approved → implemented → verified.
• Approve changes through the right authority before work proceeds.

• Define evaluation criteria & KPIs (from the future-state measures).
• Collect actuals; compare actual vs expected value.
• Identify limitations / solution & enterprise gaps.
• Recommend: release · iterate · replace · retire.

• Traceability enables impact analysis & guards against scope creep.
• Evaluation can continue after go-live.
• Tie results back to the business case & benefits.
• A baseline is an approved version; changes are controlled.

• Proof the investment paid off — value, not just delivery.
• Objective basis to continue, scale or kill.
• Traceability protects scope & supports audit / assurance.

• Post go-live on the automated cell: measure OEE, scrap %, throughput vs the business case. Defects fell 42% (target 50%) → recommend tuning, then evaluate scaling to a second line.

• RTM underpins integrated change control with the PM.
• Evaluation feeds benefits realisation (programs, Poster 16) & value (Poster 4).
• Findings inform portfolio continue/kill decisions (Poster 18).

• "Trace it · prove it · value it."
• RTM = the spine linking need → test. No trace, no proof.
• Evaluation answer = release · iterate · replace · retire.

• Risk appetite — the amount of risk an organisation is willing to pursue (board-level).
• Risk tolerance — the acceptable variation around objectives.
• Risk threshold — the measurable trigger point where action is required.
• Risk capacity — the maximum risk the organisation can absorb.
• Risk attitude: averse · neutral · seeking · tolerant.

• Risk is both positive & negative — opportunities are risks.
• Risk = future & uncertain; an issue is certain / already here.
• Appetite ≠ tolerance ≠ threshold — know each.
• Secondary vs residual risk; individual vs overall risk.

• Risk appetite is a board-level strategic statement.
• Risk-adjusted decisions beat gut calls — fund uncertainty deliberately.
• A risk-aware culture surfaces bad news early.

• Threat: a single-source forging supplier could slip 12 weeks. Opportunity: a new alloy could cut hull weight and win follow-on work. Both are logged, owned and managed.

• Operationalises PMBOK 7 Principle 10 (Risk) & the Uncertainty domain (Poster 3).
• Managed at three levels — project, program, portfolio (Poster 13).
• Quantitative outputs feed reserves & the cost baseline (EVM, Posters 14–15).

• "Risk is future; an issue is now."
• Threats AND opportunities — risk cuts both ways.
• Appetite → tolerance → threshold = want → accept → act.