•
Project
Management requires active management of Project Processes
–
Series
of actions that achieve a result
–
Project
Management Processes
•
Describing
and organizing the work
–
Product-Oriented
Processes
•
Specifying
and creating the product
•
Process
Groups:
–
Initiating
processes: recognizing a project or phase should begin
–
Planning
processes: devising and maintaining a workable plan
–
Executing
processes: coordinating resources to execute the plan
–
Controlling
processes: ensuring project objectives are met; monitoring, correcting and
measuring progress
–
Closing
processes: formalized acceptance
•
Process
Groups are linked by the results each produces
•
Process
Groups are overlapping activities with various levels of intensity
•
Process
Group interactions cross phases – “rolling wave planning”
–
Provides
details of work to complete current phase and provide preliminary description
of work for subsequent phases
•
Individual
processes have inputs, tools and techniques, and outputs (deliverables)
•
Initiating
and Planning Processes
•
Committing
the organization to begin
–
Initiation,
High-level planning, Charter
•
Amount
of planning proportional to the scope of the project – Core Planning
–
Scope
Planning – written statement
–
Scope
Definition – subdividing major deliverables into more manageable units
–
Activity
Definition – determine specific tasks needed to produce project deliverables
–
Activity
Sequencing – plotting dependencies
–
Activity
Duration Estimating – determine amount of work needed to complete the
activities
–
Schedule
Development – analyze activity sequences, duration, and resource requirements
–
Resource
Planning – identify what and how many
resources are needed to perform the activities
–
Cost
Estimating – develop resource and total project costs
–
Cost
Budgeting – allocating project estimates to individual work items
–
Project
Plan Development – taking results from other planning processes into a
collective document
•
Planning/Facilitating
Processes – manage the interaction among the planning processes
–
Quality
Planning – standards that are relevant to the project and determining how to
meet standards
–
Organizational
Planning – identify, document, and assigning project roles and responsibilities
–
Staff
Acquisition – obtaining the human resources
–
Communications
Planning – determining rules and reporting methods to stakeholders
–
Risk
Identification – determining what is likely to affect the project and
documenting these risks
–
Risk
Quantification – evaluating risks and interactions to access the possible
project outcomes
–
Risk
Response Development – defining enhancement steps and change control measures
–
Procurement
Planning – determining what to buy and when
–
Solicitation
Planning – documenting product requirements and identifying possible sources
–
Order
of events:
•
Scope
Statement
•
Create
Project Team
•
Work
Breakdown Structure
•
WBS
dictionary
•
Finalize
the team
•
Network
Diagram
•
Estimate
Time and Cost
•
Critical
Path
•
Schedule
•
Budget
•
Procurement
Plan
•
Quality
Plan
•
Risk
Identification, quantification and response development
•
Change
Control Plan
•
Communication
Plan
•
Management
Plan
•
Final
Project Plan
•
Project
Plan Approval
•
Kick
off
•
Executing
Processes
–
Project
Plan Execution – performing the activities
–
Complete
Tasks/Work Packages
–
Information
Distribution
–
Scope
Verification – acceptance of project scope
–
Quality
Assurance – evaluating overall project performance on a regular basis; meeting
standards
–
Team
Development – developing team and individual skill sets to enhance the project
–
Progress
Meetings
–
Information
Distribution – making project information available in a timely manner
–
Solicitation
– obtaining quotes, bids, proposals as appropriate
–
Source
Selection – deciding on appropriate suppliers
–
Contract
Administration – managing vendor relationships
•
Controlling
Processes – needed to regularly measure project performance and to adjust
project plan
•
Take
preventive actions in anticipation of possible problems
–
Change
Control – coordinating changes across the entire project plan
–
Scope
Change Control – controlling “scope creep”
–
Schedule
Control – adjusting time and project schedule of activities
–
Cost
Control – managing project budget
–
Quality
Control – monitoring standards and specific project results; eliminating causes
of unsatisfactory performance
–
Performance
Reporting – status, forecasting, and progress reporting schedule
–
Risk
Response Control – responding to changes in risk during the duration of the
project
•
Closing
Processes
–
Administrative
Closure – generating necessary information to formally recognize phase or
project completion
–
Contract
Close-out – completion and delivery of project deliverables and resolving open
issues
•
Procurement
Audits
•
Product
Verification
•
Formal
Acceptance
•
Lessons
Learned
•
Update
Records
•
Archive
Records
•
Release
Team
•
Overall
Processes
–
Influencing
the organization
–
Leading
–
Problem
Solving
–
Negotiating
–
Communicating
–
Meetings
•
Project
Selection Techniques
–
Comparative
Approach (similar projects)
•
Benefit
measurement method
–
Constrained
Optimization (mathematical approach)
•
Key
aspect of scope verification is customer acceptance
•
Only
26 % of projects succeed
