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Project Management Process Groups Project Integration Management Knowledge Areas Stakeholders Initiating Planning Executing Scope Time Cost Quality Human Resources Communications Risk Procurement 4.2 5. 6. 1 2 3 4 1 2 3 4 5 6 7. 1 2 3 8.1 9.1 10.1 1 2 3 4 11. 5 12.1 13.2 Monitoring & Controlling Closing The Planning Process Group
Planning Process Group Defines the processes needed to establish the total scope of the project, and then refine the project objectives and develop the action plan Develop the project management plan Develop the project documents needed to carry out the project (scope, time, cost, quality, communications, human resources, risks, procurement, and stakeholder engagement) Planning is iterative - as more project information or characteristics are gathered and understood, additional planning will likely be required (progressive elaboration)
Project Management Process Groups Project Integration Management Initiating Planning Executing 4.1 Scope 4.2 Monitoring & Controlling Closing 4 4.3 4. 5 4.6 Knowledge Areas Time Cost Quality Human Resources Communications Risk Procurement Stakeholders Develop Project Management Plan
Project Integration Management (PMBOK Chapter 4) Outputs Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group.1 Project charter 4.1 Develop Project Charter: authorizes project existence 4.2 Develop Project Management Plan: integrating plans 4.3 Direct and Manage Project Work: leading, performing, implementing 4.4 Monitor and Control Project Work: tracking, reviewing, reporting 4.5 Perform Integrated Change Control: reviewing, approving, managing 4.6 Close Project or Phase: finalizing activities
Develop Project Management Plan Inputs Tools & Techniques Outputs What & Why?.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan Project Management Plan: The document that describes how the project will be executed monitored and controlled Ask yourself: How do I define, plan, manage, execute and control the: scope, schedule, cost, quality, human resource, communications, risk, procurement, and stakeholder management? Each of these areas needs a management plan
Develop Project Management Plan Inputs Tools & Techniques Outputs What & Why?.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan The management plan is a set of documents with processes, procedures, practices, standards and metrics The project management plan will vary depending on the type & complexity of the project
Develop Project Management Plan Inputs Tools & Techniques Outputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan Project Charter: The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the highlevel boundaries of the project. The project manager uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
Develop Project Management Plan Inputs Tools & Techniques Outputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan Outputs from other processes: Most of the processes described in Sections 5 through 13 of the PMBOK guide integrate to create the project management plan Any baselines and subsidiary plans that are an output from other planning processes are inputs to this process Changes to these documents may necessitate updates to the project management plan.
Knowledge Area Plans Scope Management Plan (Section 5.1.3.1). Describes how the scope will be defined, developed, monitored, controlled, and verified. Requirements Management Plan (Section 5.1.3.2). Describes how requirements will be analyzed, documented, and managed. Schedule Management Plan (Section 6.1.3.1). Establishes the criteria and the activities for developing, monitoring, and controlling the schedule. Cost Management Plan (Section 7.1.3.1). Describes how costs will be planned, structured, and controlled. Quality Management Plan (Section 8.1.3.1). Describes how an organization s quality policies will be implemented. Process Improvement Plan (Section 8.1.3.2). A subsidiary of the project management plan which details the steps for analyzing processes to identify activities that enhance their value.
Knowledge Area Plans Human Resource Management Plan (Section 9.1.3.1). Describes how roles, responsibilities, reporting relationships and staff management will be addressed and structured. Communications Management Plan (Section 10.1.3.1). Describes how, when, and by whom information about the project will be administered and disseminated. Risk Management Plan (Section 11.1.3.1). Describes how risk management activities will be structured and performed. Procurement Management Plan (Section 12.1.3.1). Describes how a project team will acquire goods and services from outside the performing organization. Stakeholder Management Plan (Section 13.2.3.1). Defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact.
Develop Project Management Plan Inputs Tools & Techniques Outputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan A structure for completing the Project Management Plan (from Rita) (Rita 2013, p, 126) 1. Decide what PMBOK processes to use 2. Create the Knowledge Area Management Plans (Chapters 5-13) 3. Determine the scope, schedule and cost baselines.
Develop Project Management Plan Inputs Tools & Techniques Outputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan Other considerations: What is the Life cycle selected for the project and what processes will be applied to each phase Details of the tailoring decisions specified by the project management team relating to: - The Selection of Project management processes - The level of implementation for each process - Descriptions of the tools and techniques to be used for accomplishing those processes
Develop Project Management Plan Inputs Tools & Techniques Outputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.1 Expert judgment.2 Facilitation techniques.1 Project management plan Other considerations: A description of how the selected processes will be used to manage the project including the dependencies and interactions among those processes and the essential inputs and outputs. A description of how work will be executed to accomplish the project objectives A description of how the integrity of the project baselines will be maintained
Project Integration Management (PMBOK Chapter 4) Initiating Process Group Planning Process Group Outputs.1 Project charter 4.1 Develop Project Charter: authorizes project existence 4.2 Develop Project Management Plan: integrating plans Outputs.1 Project management plan Executing Process Group Monitoring & Controlling Process Group Closing Process Group 4.3 Direct and Manage Project Work: leading, performing, implementing 4.4 Monitor and Control Project Work: tracking, reviewing, reporting 4.5 Perform Integrated Change Control: reviewing, approving, managing 4.6 Close Project or Phase: finalizing activities
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