> ## Content Index > Fetch the complete content index at: https://blog.eranorth.com/llms.txt > Use this file to discover other available public pages before exploring further. # PMI VISUAL WALL · BATCH 1 - URL: https://blog.eranorth.com/pmi-visual-wall-kevos/ - Published: 2026-06-02T03:25:12.000Z - Updated: 2026-07-08T08:30:54.000Z - Description: The PMI Visual Wall compresses into a clear, high‑signal layout that shows how strategy, governance, delivery, and value connect in real project environments. It turns a dense standard into a fast, visual reference engineers and project leaders can use for daily decisions and exam‑level mastery. - Author: K G J - Tags: Projet management # PMI VISUAL WALL · BATCH 1 Foundation + PMBOK 7 core · Posters 1–6 🖨 Print / Save as PDF — A3 landscape Tip: in the print dialog set paper = A3, layout = Landscape, margins = None, "Background graphics" ON. ## How to use this wall Each sheet is a self-contained **A3 landscape poster**. On screen, scroll to review; to print, use the button above (set paper to A3, landscape, no margins, background graphics on). Each poster keeps the same anatomy — **Purpose → Visual Map → Key Concepts → Relationships → Exam Concepts → Executive View → Industry Example → Memory Hooks → 60-second Daily Review** — and a **colour spine** coded by domain so the wall is navigable at a glance. **Colour code:** ■ Master/Strategy ■ Project / PMBOK ■ Program ■ Portfolio ■ Business Analysis / Value ■ Risk ■ EVM POSTER 01 Section 1 · The Whole System on One Page ## The PMI Ecosystem — Master Map Shows how **strategy cascades down** into delivery and how **value flows back up**; which of the seven standards governs each layer; and **who holds decision authority**. This is the index to the whole wall. ### Visual Map — Strategy → Delivery → Value Risk Standard A **single risk lens** spans every level — Enterprise → Portfolio → Program → Project. Same language, scaled. Governance Authority, funding & decisions move **down ▼**. Reporting, benefits & learning move **up ▲**. Drives all Organisational Strategy Vision, mission, objectives — the "why" everything must serve. ▼ aligns / funds Portfolio Std Portfolio — do the RIGHT things The org's programs, projects & operations chosen to meet strategy. Components need **not be related**. ▼ Program Std Program — coordinate for BENEFITS Related projects + sub-programs + ops managed together to deliver benefits **unattainable separately**. ▼ PMBOK Guide Project — do things RIGHT A temporary effort creating a **unique output** (product, service, result). ▼ produces Outputs (deliverables)▶ Outcomes (change)▶ Benefits (gains)▶ VALUE ▼ Operations → Customer Run & sustain the output so benefits keep flowing. Value is realised **here**, often after the project closes. OPM Standard The **container**: aligns portfolio + program + project management to strategy via governance, methods & culture. Business Analysis **Cross-cutting.** Defines the **right needs & requirements** so the right thing gets built at every level. EVM Standard A **performance lens** integrating scope + schedule + cost to answer "are we on track & what will it cost?" Portfolio Program Project Value ### Key Concepts Portfolio Doing the **right** work — strategic selection & balance. Program Coordinated delivery of **benefits** across components. Project Doing work **right** — a unique, temporary endeavour. Output The deliverable a project hands over. Outcome The change/result the output enables. Benefit The measurable gain to the organisation. Value Worth to stakeholders — financial *or* not. Governance Authority, decisions, oversight (the "rules"). Management Day-to-day execution within those rules. ### Relationships — How the layers connect - **Money & mandate flow down;** benefits, status & lessons flow up. - A **program** groups related projects to unlock benefits no single project could. - A **portfolio** groups programs/projects/ops — related or not — to meet strategy. - **OPM** is the system that keeps all three aligned to strategy. - **BA** feeds every level the right requirements; **Risk** gives every level one risk language; **EVM** gives every level one performance language. ### Exam Concepts - Portfolio components are **not necessarily related**; program components **are**. - Output ≠ outcome ≠ benefit ≠ value — know the ladder. - "Tactical vs strategic": project=tactical, portfolio=strategic. - Governance **≠** management. ### Executive View - Allocate **capital** to the highest-value mix, not the loudest sponsor. - **Kill, pause or continue** investments at gates. - Steer by **value & benefits**, not just on-time/on-budget. - Confirm strategy is actually being **executed**. ### Industry Example — Defence shipbuilding Defence - **Portfolio:** naval capability investments. - **Program:** a frigate class program. - **Projects:** hull, combat system, integration. - **Benefit→Value:** in-service readiness → security. ### Memory Hooks - **"Right things → right way → done right"** \= Portfolio → Program → Project. - **Money goes DOWN ▼, Value comes UP ▲.** - **P-P-P:** *Pick · Pace · Produce.* 60-sec Review Name the 5 layers, top to bottom Who governs each layer? Match each layer to its standard Output→Outcome→Benefit→Value Where do Risk, OPM & EVM sit? PMI Visual Wall · Poster 01 of the system · original instructional design · A3 landscape POSTER 02 Section 2 · PMBOK 7 — The "Why / Ought" ## The 12 Project Management Principles Principles are **guides for behaviour & decisions**, not steps. They are outcome-oriented and apply to *any* approach. The 12 sit beneath the 8 Performance Domains (Poster 3) and tell you **how to act** when the playbook runs out. ### Visual Map & Key Concepts — All 12, clustered **People** **Outcome & Value** **System & Uncertainty** **Adaptation & Change** 01StewardshipBe diligent, respectful & caring — for the organisation *and* society/environment. **Cue:** accountable to all affected, not just the sponsor. 02TeamBuild a collaborative, safe, shared-ownership team culture. **Cue:** optimise the team, not the hero. 03StakeholdersEngage proactively, to the depth needed to deliver value. **Cue:** engage early, often, at the right depth. 06LeadershipShow leadership behaviours — influence & direction beyond authority. **Cue:** lead the behaviour you want to see. 04ValueContinually evaluate & adjust to maximise benefits & worth. **Cue:** ask "so what's the value?" at every gate. 08QualityBuild quality into processes & deliverables — fitness for purpose. **Cue:** prevent defects, don't just detect. 12ChangeEnable people to adopt the change & reach the future state. **Cue:** no adoption = no benefits. 11Adaptability & ResiliencyBuild capacity to flex and to recover from setbacks. **Cue:** plan to flex; design to bounce back. 05Systems ThinkingSee interacting wholes; anticipate ripple effects. **Cue:** trace the ripple before you change. 09ComplexityRecognise complexity (systems, behaviour, ambiguity) & adapt. **Cue:** probe–sense–respond when cause/effect is unclear. 10RiskAddress uncertainty — chase opportunity, limit threat — cost-effectively. **Cue:** spend on response only where it pays. 07TailoringDesign the approach to fit the unique context; maximise value, minimise waste. **Cue:** fit the method to the work, never the reverse. ### Relationships - 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. ### Exam Concepts - 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. ### Executive View - 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. ### Industry Example — Manufacturing line upgrade Manufacturing - **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. ### Memory Hooks **Sentence mnemonic (in order 1–12):** **S**tewards **T**end **S**takeholders' **V**alue · **S**ystems **L**ead **T**ailored **Q**uality · **C**omplexity, **R**isk, **A**daptability, **C**hange - 4 **People**, 2 **Outcome**, 3 **System**, 3 **Adaptation** — recite by colour. 60-sec Review Recite all 12 by cluster colour Run the sentence mnemonic Name the 4 ethics values Principle vs process — the difference Pick one cue to use today PMI Visual Wall · Poster 02 · PMBOK 7 Principles · original instructional design · A3 landscape POSTER 03 Section 2 · PMBOK 7 — The "What / Where It Shows Up" ## The 8 Performance Domains Domains are **interacting areas of focus** that run *concurrently* across the whole effort — **not phases** and not the old knowledge areas. You steer each one by its **outcomes & checks**. The 12 Principles (Poster 2) are the mindset behind them. ### Visual Map & Key Concepts — the 8 domains, their outcomes, signals & traps Stakeholders↔ Team↔ Dev Approach↔ Planning↔ Project Work↔ Delivery \+ cross-cutting → Measurement· Uncertainty | Domain | Intent | Target outcomes | Measures / indicators | Watch-out | | ----------------------------------------- | ------------------------------------------------------------------------------------------------- | --------------------------------------------------------------------------- | -------------------------------------------------------------- | -------------------------------------------- | | **1 · Stakeholders** | Build productive relationships & the right level of engagement. | Stakeholders aware, engaged & supportive; conflicts surfaced & managed. | Engagement level (unaware→leading); satisfaction; open issues. | A hidden or under-engaged stakeholder. | | **2 · Team** | Grow a high-performing, shared-ownership team & distributed leadership. | Trust, safety, shared ownership, capability growth. | Stable velocity; retention; morale / safety pulse. | Hero culture & burnout. | | **3 · Development Approach & Life Cycle** | Choose predictive / iterative / incremental / adaptive / hybrid & a fitting life cycle & cadence. | Approach matches the deliverable & context; delivery cadence set. | Fit-for-context check; release cadence. | Forcing one approach onto every deliverable. | | **4 · Planning** | Organise & coordinate the work progressively & proportionately. | Coordinated, "just-enough" plan; estimates that evolve. | Forecast accuracy; plan/baseline stability. | Over-planning & big-bang plans. | | **5 · Project Work** | Run efficient processes — resources, procurement, communications, learning. | Smooth flow; informed stakeholders; capable, supplied team. | Throughput; WIP; lead / cycle time. | Invisible work & bottlenecks. | | **6 · Delivery** | Deliver the scope & quality that achieve the intended outcomes. | Requirements met; acceptance & quality criteria satisfied; value delivered. | Acceptance %; defect/escape rate; scope completion. | Shipping output that produces no outcome. | | **7 · Measurement** cross-cutting | Assess performance vs plan/value & act on it. | Reliable information; timely, evidence-based decisions. | EV · CPI · SPI; leading vs lagging KPIs; dashboards. | Vanity metrics & gamed numbers. | | **8 · Uncertainty** cross-cutting | Navigate risk, ambiguity, complexity & volatility. | Threats reduced; opportunities captured; resilience built. | Risk exposure (EMV); reserve burn; variability. | Ignoring opportunity; false precision. | ### Relationships - 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. ### Exam Concepts - 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. ### Executive View - 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. ### Industry Example — Rail station build Infrastructure - **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. ### Memory Hooks **Order mnemonic (1–8):** **S**ome **T**eams **D**evelop **P**lans, **P**roducing **D**eliverables **M**easured (under) **U**ncertainty - **M & U** are the two **cross-cutting** domains — picture them as a frame around the other six. 60-sec Review Name all 8 in order (mnemonic) Which 2 are cross-cutting? "Domains run concurrently" — say why One outcome + one trap per domain Leading vs lagging indicator PMI Visual Wall · Poster 03 · PMBOK 7 Performance Domains · original instructional design · A3 landscape POSTER 04 Section 2 · PMBOK 7 — Why Projects Exist ## The Value Delivery System PMBOK 7 reframes projects as part of a **system that creates value**. Effort moves **down** as funding & direction; **worth** moves **up** as outcomes, benefits and value. The job is not "deliver the thing" — it's **realise the value**. ### Visual Map — the system, end to end ▲ VALUE · BENEFITS · INFORMATION & FEEDBACK flow UP ▲ Organisational Strategy▶ Portfolio right work▶ Program benefits▶ Project outputs▶ Product thing of value▶ Operations sustain▶ Customer realises value ▼ STRATEGIC DIRECTION · FUNDING · DECISIONS & MANDATE flow DOWN ▼ The system is governed as **a whole**. **Feedback loops** from operations & customers continually re-shape strategy and the portfolio — value delivery is **circular**, not a one-way pipeline. ### The Value Ladder Output The deliverable produced (e.g. an app, a bridge). ▼ Outcome The change the output enables (people use it). ▼ Benefit The measurable gain (cost down, revenue up). ▼ Value Worth to stakeholders — financial *or* not. ### Key Concepts 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. ### Relationships - 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. ### Exam Concepts - Output ≠ outcome ≠ benefit ≠ value. - Value can be **non-financial**. - Benefit realisation may sit **past closure**. - Know the term "**value delivery system**." ### Executive View - Steer the portfolio by **value**, not activity. - Maintain a **benefits dependency network**. - Ask: "value created — or just deliverables shipped?" - Fund **realisation**, not only build. ### Industry Example — Enterprise SaaS IT - **Output:** a new billing feature ships. - **Outcome:** finance teams adopt it. - **Benefit:** churn down, ARPU up. - **Value:** higher enterprise valuation. ### Memory Hooks - **Build → Use → Gain → Worth** \= the value ladder. - **"OO-BV"**: Output, Outcome, Benefit, Value. - **Money down ▼, value up ▲** — and it **loops**. 60-sec Review Draw the system left→right Climb the value ladder aloud Internal vs external value When are benefits realised? Name one feedback loop PMI Visual Wall · Poster 04 · PMBOK 7 Value Delivery System · original instructional design · A3 landscape POSTER 05 Section 2 · PMBOK 7 — Fit the Approach to the Context ## Tailoring Tailoring is the **deliberate adaptation** of approach, governance and processes to suit the unique context of the work. The aim is to **maximise value and minimise waste** — never to cut corners. It is *iterative*: you tailor at the start and keep adjusting as you learn. ### Visual Map — The Tailoring Funnel **Predictive** — plan-driven, fixed scope, single delivery **Hybrid** — predictive shell, adaptive core **Adaptive** — iterative, evolving scope, frequent delivery **1 · Select** initial development approach ▸ **2 · Tailor for the Organisation** governance, methodology, policy, culture ▸ **3 · Tailor for the Project** product, team & the specific context ▸ **4 · Implement & Improve** inspect, adapt, refine continuously ↺ The funnel **narrows** from a broad starting point to a precise fit, then **loops** — step 4 feeds learning back into steps 1–3 throughout delivery. You tailor the **life cycle, processes, engagement (people), tools, methods & artifacts** — but the 12 **principles always apply**. ### What Drives the Decision? — Read the Context | Dimension | Pushes toward Predictive ▸ | ◂ Pushes toward Adaptive | | ------------------------ | ---------------------------------- | ---------------------------------- | | **Requirements** | Stable, clear, well understood | Emerging, uncertain, fast-changing | | **Risk & regulation** | Safety-critical, heavily regulated | Low regulatory burden | | **Cost of change** | Expensive to change late | Cheap & easy to change | | **Delivery cadence** | One large, integrated delivery | Frequent small increments | | **Customer involvement** | Limited / milestone-based | Continuous & collaborative | | **Size & duration** | Large, long, many interfaces | Small-to-medium, shorter | | **Team & culture** | Distributed, low agile maturity | Co-located/empowered, agile-fluent | ### What You Can Tailor - **Life cycle & development approach** — phases, gates, cadence. - **Processes** — add, remove, blend or align to fit value. - **Engagement** — how people & stakeholders interact. - **Tools** — methods of delivery, software, infrastructure. - **Methods & artifacts** — which models, methods & documents you actually use (Poster 6). ### Relationships - Tailoring is **Principle #7** and a theme across all 8 domains. - **Organisational governance / the PMO** sets the guardrails you tailor within. - Feeds **Development Approach & Life Cycle** domain directly. ### Exam Concepts - 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**. ### Executive View - **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. ### Industry Example — Defence vs Start-up Defence - **Shipbuilding:** fixed config baselines, stage gates, safety regs → strongly **predictive**, minimal agile tailoring. IT - **Internal tooling team:** backlog, 2-week sprints, continuous release → **adaptive**. Hybrid - **Regulated SaaS:** agile build *inside* a predictive compliance & assurance wrapper. ### Memory Hooks - **"Tailor the suit to the person"** — fit the method to the work, never the reverse. - **A·O·P·I** \= **A**pproach → **O**rganisation → **P**roject → **I**mprove (the 4 funnel steps). - **More tailoring ≠ less rigour** — it means *appropriate* rigour. - Stable + regulated → **predictive**; uncertain + fast → **adaptive**; both → **hybrid**. 60-sec Review Draw the 4-step funnel + loop Predictive vs Adaptive drivers Name the 5 things you tailor Over- vs under-tailoring Why principles never tailor PMI Visual Wall · Poster 05 · PMBOK 7 Tailoring · original instructional design · A3 landscape POSTER 06 Section 2 · PMBOK 7 — The Practitioner's Toolkit ## Models, Methods & Artifacts PMBOK 7 stops prescribing process and instead gives a **toolkit** you tailor (Poster 5). Three families: **Models** are thinking frameworks that explain a situation; **Methods** are the means to produce an output; **Artifacts** are the templates, documents & deliverables you create. ### MODELS — ways to *think* - **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. ### METHODS — ways to *do* - **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. ### ARTIFACTS — things you *show* - **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. ### High-Yield Exam Concepts - **Contract risk:** **FFP** \= most risk on *seller*; **CPFF / cost-plus** \= most risk on *buyer*; **T&M** \= shared. - **PERT** (expected) = (O + 4M + P) / 6 · **PERT σ** \= (P − O) / 6. - **Communication channels** \= n(n − 1) / 2. - **Baseline** \= approved version + approved changes; measure actuals against it. - Know cold: **Tuckman** stages · **Cynefin** domains · **Thomas-Kilmann** modes · **Salience** · **ADKAR vs Kotter**. - Match the **tool to the context** — there is no single "right" set. ### Executive View - 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. ### Industry Example — Manufacturing Transformation (Lean Cell) Manufacturing - **Models:** Cynefin to classify the change · Kotter + ADKAR to drive shop-floor adoption · Tuckman to read the new cell team. - **Methods:** cost-benefit + parametric estimate to justify the cell · root-cause (5 Whys) on defects · what-if for capacity. - **Artifacts:** business case · WBS · risk register · S-curve · RACI · value stream map of the line. ### Memory Hooks - **"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). 60-sec Review Define model / method / artifact Recite PERT + channels formulas Who holds risk: FFP vs CPFF List Tuckman's 5 stages Name 3 visual-data artifacts PMI Visual Wall · Poster 06 · PMBOK 7 Models, Methods & Artifacts · original instructional design · A3 landscape