Vanessa Hartsfield Gm591 Unit 4 Project Management Process Groups
- 1. Project Management ProcessGroups Vanessa Hartsfield GM591 – April 3, 2012 – Kaplan University
- 2. Presentation Scope • ProjectManagement Process Groups Overview • What is Mapping • Concepts Covered in These Maps
- 3. Project Management ProcessGroups Knowledge Initiating Planning Process Group Executing Process Group Monitoring & Controlling Closing Process Process Group Process Group Group Areas Project • Develop • Develop Project Management Plan • Direct and Manage Project • Monitor and Control Project Close Project or Integration Project Execution Work Phase Charter • Perform integrated Change Management Control Overview Map Project Scope • Collect Requirements • Verify Scope Management • Define Scope • Control Scope • Create WBS Project Time • Define Activities • Control Schedule Management • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule Project Cost • Estimate Costs • Control Costs Management • Determine Budget Project Quality • Plan Quality • Perform Quality Assurance • Perform Quality Control Management Project Human • Develop Human Resource Plan • Acquire Project Team Resources • Develop Project Team • Manage Project Time Management Project • Identify • Plan Communications • Distribute Information • Report Performance Communications Stakeholders • Manage Stakeholder Expectations Management Project Risk • Plan Risk Management • Monitor and Control Risks Management • Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Reponses Project • Plan Procurements • Conduct Procurements • Administer Procurements Close Procurements Procurement Management
- 4. Initiating Process Groupby Knowledge Area Project Integration Management Project Communication Management Result: Input for Planning Process Group
- 5. Planning Process Groupby Knowledge Area Project All Knowledge Areas Management Plan Planning Executing Process Process Group Group
- 6. Executing Process Groupby Knowledge Area • Project • Project Quality Integration Management Management Output Execution Evaluation and and Coordination Correction Stakeholder Team Status Assignment Reports and and Training Management • Project Human • Project Resources Communications Management Management
- 7. Monitoring and ControllingProcess Group by Knowledge Area Execution Evaluation Quality by Knowledge Group Project Execution Monitoring and Closing Process Controlling Group Process Group
- 8. Closing Process Groupby Knowledge Area Project Integration Management Project Procurement Management Project Closure
- 9. Process Groups Summary Initiating Planning Executing Monitoring Closing &Controlling
- 10. References • Iowa StateUniversity. 2012. Process Mapping. Retrieved from http://www.fpm.iastate.edu/worldclass/process_mapping.asp • Project Management Institute. 2008. A Guide to the Project Management Body of Knowledge (PMBOK) (4th ed.). Newtown , Pa: Project Management Institute, Inc. • Troohim, M. K. 2006. Concept Mapping. Retrieved from http://www.socialresearchmethods.net/kb/conmap.php
- 11. Develop Project Charter Source: Source: Project Charter Input Output Tools and Techniques The Organization or Expert Judgment Elements: Outside Sponsor 1. Project purpose / justification Components: Think Tank: 2. Measurable objectives and 1. Project Management related success criteria 1. Statement of Work Office (PMO) 3. High-level requirements (SOW) 4. High-level description 2. Subject Matter Experts 2. Business Case (SME) 5. High-level risks 6. Summary milestone schedule 3. Contract (if Sponsored) 3. Stakeholders, including customers or sponsors 7. Summary budget 4. Enterprise 8. Project Approval Environment Factors 4. Professional and technical associations 9. PM, responsibility and 5. Organizational Process authority level 5. Consultants 10: Name of project authorizer. Assets
- 12. Identify Stakeholders 1. Stakeholder 1. Stakeholder Output Tools and Techniques 1. Project Charter Input Analysis Register 2. Procurement Documents 2. Expert Judgment 2. Stakeholder Management 3. Enterprise Strategy Environmental Factors 4. Organizational Process Assets
- 13. Develop Project ManagementPlan 1. Project Charter Source: Expert Judgment Project Management Input Output Tools and Techniques Focus: Plan 2. Outputs from 1. Tailor the process to meet Elements: planning processes the project needs 1. The life cycle selected for 2. Develop technical / 3. Enterprise management details the project and the processes that will be environmental 3. Determine resources and applied to each phase factors skill levels needed 2. How work will be executed 4. Define the level of to accomplish the project 4. Organization configuration management objectives process assets to apply on the project 3. A change management 5. Determine which project plan that documents how documents will be subject to changes will be monitored the formal change control and controlled process
- 14. Collect Requirements 1. Project Charter Information Collection 1. Requirements Tools and Techniques Output Input Techniques: 2. Stakeholder 1. Interviews Documentation Register 2. Focus Groups 2. Requirements 3. Facilitated Workshops Management Plan 4. Group Creativity Techniques 3. Requirements 5. Group Decision Making Traceability Matrix Techniques 6. Questionnaires and Surveys 7. Observations 8. Prototypes
- 15. Define Scope 1. Project Charter 1. Expert Judgment 1. Project Scope Input Output Tools and Techniques 2. Requirements 2. Product Analysis Statement Documentation 3. Alternatives 2. Project Document 3. Organizational Identification Updates Process Assets 4. Facilitated Workshops
- 16. Create Work BreakdownStructure (WBS) 1. Work Scope Decomposition 1. WBS Input Output Statement Tools and Techniques Steps: 1. Identifying and analyzing 2. WBS Dictionary 2. Requirements deliverables 3. Scope Baseline Documentation 2. Structuring and organizing the WBS 4. Project Document 3. Organizational 3. Decomposing the upper Updates Process Assets WBS levels into lower level detailed components 4. Developing and assigning identification codes to the WBS components 5. Verifying the degree of decomposition is necessary and sufficient
- 17. Define Activities 1. Scope Baseline 1. Decomposition 1. Activity List Input Output Tools and Techniques 2. Enterprise 2. Rolling Wave 2. Activity Attributes Environmental Planning 3. Milestone List Factors 3. Templates 3. Organizational 4. Expert Judgment Process Assets
- 18. Sequence Activities 1. Precedence 1. Activity List Output Tools and Techniques 1. Activity List Input Diagramming 2. Activity Attributes 2. Activity Attributes Method 3. Milestone List 3. Risk Register 2. Dependency 4. Project Scope Determination Statement 3. Applying Leads 5. Organizational and Lags Process Assets 4. Schedule Network Templates
- 19. Estimate Activity Resources 1. Expert Judgment 1. Activity Resource Output Tools and Techniques 1. Activity List Input 2. Alternatives Requirements 2. Activity Attributes Analysis 2. Resource 3. Milestone List 3. Published Breakdown 4. Project Scope Structure Estimating Data Statement 4. Bottom-up 3. Project Document 5. Organizational Updates estimating Process Assets 5. Project Management Software
- 20. Estimate Activity Durations 1. Expert Judgment 1. Activity Duration Output Tools and Techniques 1. Activity List Input 2. Activity Attributes 2. Analogous Estimates 3. Activity Resource Estimating 2. Project Document Requirements 3. Parametric Updates 4. Resource Calendars 5. Project Scope Estimating Statement 4. Three-Point 6. Enterprise Estimating Environmental Factors 7. Organizational Process 5. Reserve Analysis Assets
- 21. Develop Schedule 1. Activity List 1. Schedule Network 1. Project Schedule Output Tools and Techniques Input 2. Activity Attributes Analysis 3. Project Schedule Network 2. Critical Path Method 2. Schedule Baseline Diagrams 3. Schedule Data 3. Critical Chain Method 4. Activity Resources Requirements 4. Resource Leveling 4. Project Document 5. Resource Calendars 5. What-if Scenarios Updates 6. Activity Duration Estimates Analysis 7. Project Scope Statement 6. Applying Leads and 8. Enterprise Environmental Lags Factors 7. Schedule Compression 9. Organizational Process 8. Scheduling Tool Assets
- 22. Estimate Costs 1. Expert Judgment 1. Activity Cost Tools and Techniques Output 1. Scope Baseline Input 2. Analogous Estimating Estimates 2. Project Schedule 3. Parametric Estimating 2. Basis of Estimates 3. Human Resource 4. Bottom-up Estimating Plan 3. Project 5. Three-point Estimates Documents Updates 4. Risk Register 6. Reserve Analysis 5. Enterprise 7. Cost of Quality Environmental 8. Project Management Factors Estimating Software 9. Vendor Bid Analysis 6. Organizational Process Assets
- 23. Determine Budget 1. Cost Aggregation 1. Cost Performance Output Tools and Techniques 1. Activity Cost Input Estimates Baseline 2. Reserve Analysis 2. Basis of Estimates 2. Project Funding 3. Expert Judgment 3. Scope Baseline Requirements 4. Historical 4. Project Schedule 3. Project Document Relationships 5. Resource Calendars Updates 5. Funding Limit 6. Contracts Reconciliation 7. Organizational Process Assets
- 24. Plan Quality 1. Cost-Benefit Analysis 1. Quality Management Output Tools and Techniques 1. Scope Baseline Input 2. Cost of Quality Plan 2. Stakeholder 3. Control Charts 2. Quality Metrics Register 4. Benchmarking 3. Quality Checklists 3. Cost performance 5. Design of Experiments 4. Process Improvement Baseline Plans 4. Schedule Baseline 6. Statistical Sampling 5. Project Document 7. Flow Charting Updates 5. Risk Register 8. Proprietary Quality 6. Enterprise Management Environmental Factors Methodologies 7. Organizational 9. Additional Quality Process Assets Planning Tools
- 25. Develop Human ResourcePlan 1. Organization Human Resource Output Tools and Techniques 1. Activity Resource Input Requirements Charts and Position Plan Descriptions Components: 2. Enterprise Environmental 2. Networking 1. Roles and Factors 3. Organizational responsibilities 3. Organizational Theory 2. Project Process Assets Organization Charts 3. Staffing Management Plan
- 26. Plan Communications 1. Communication 1. Communications Output Tools and Techniques 1. Stakeholder Input Register Requirements Management Plan Analysis 2. Project Document 2. Stakeholder Management 2. Communication Updates Strategy Technology 3. Enterprise 3. Communication Environmental Models Factors 4. Communication 4. Organizational Methods Process Assets
- 27. Plan Risk Management Planning Meetings 1. Risk Management Plan Output Tools and Techniques 1. Project Scope Input Statement and Analysis 2. Budgeting 2. Cost Management Plan 3. Timing 3. Schedule Management 4. Risk Categories Plan 5. Definitions of Risk 4. Communications Probability and impact Management Plan 6. Probability and impact 5. Enterprise Matrix Environmental Factors 7. Revised Stakeholders’ 6. Organizational Process Tolerances Assets 8. Reporting Formats 9. Tracking
- 28. Identify Risks 1. Risk Management Plan 1. Documentation Risk Register Output Tools and Techniques Input 2. Activity Cost Estimates Reviews 3. Activity Duration Estimates 2. Information 4. Scope Baseline Components: Gathering Techniques 5. Stakeholder Register 6. Cost Management Plan 3. Checklist Analysis 1. List of identified 7. Schedule Management Plan 4. Assumptions Risks 8. Quality Management Plan Analysis 9. Project Documents 2. List of Potential 10. Enterprise Environmental 5. Diagramming Responses Factors Techniques 11. Organizational Process 6. SWOT Analysis Assets 7. Expert Judgment
- 29. Perform Qualitative RiskAnalysis 1. Risk Probability and 1. Risk Register Updates Output Tools and Techniques 1. Risk Register Input Impact Assessment 2. Relative Ranking or Priority 2. Risk Management List of Project Risks Plan 2. Probability and 3. Risks Grouped by Categories Impact Matrix 4. Causes of Risk or Project 3. Project Scope Areas Required Particular Statement 3. Risk Data Quality Attention Assessment 5. List of Risks requiring 4. Organizational Response in the near-term Process Assets 4. Risk Categorization 6. List of Risks for Additional 5. Risk Urgency Analysis and Response Assessment 7. Watch lists of low-priority Risks 6. Expert Judgment 8. Trends in qualitative Risk Analysis Results
- 30. Perform Quantitative RiskAnalysis 1. Data Gathering and 1. Risk Register Output Tools and Techniques 1. Risk Register Input Representation Updates 2. Risk Management Techniques 2. Probabilistic Plan 2. Quantitative Risk analysis of the project 3. Cost Management Analysis and Modeling 3. Probability of Plan Techniques achieving coast and 4. Schedule 3. Expert Judgment time objectives Management Plan 4. Prioritized list of 5. Organizational Quantified Risks Process Assets 5. Trends in Quantitative Risk Analysis Results
- 31. Plan Risk Responses 1. Strategies for 1. Risk Register Output Tools and Techniques 1. Risk Register Input Negative Risks or Updates 2. Risk Management Threats 2. Risk-Related Plan 2. Strategies for Contract Decisions Positive Risks or 3. Project Opportunities Management Plan 3. Contingent Updates Response Strategies 4. Project Document 4. Expert Judgment Updates
- 32. Plan Procurements 1. Scope Baseline 1. Make-or-Buy 1. Procurement Output Tools and Techniques Input 2.Requiremnts Documentation Analysis Management Plan 3. Teaming Agreements 2. Expert Judgment 2. Procurement 4. Risk Register Statement of Work 5. Risk-Related Contract Decisions 3. Contract Types 3. Make-or-By 6. Activity Resource Decisions Requirements 7. Project Schedule 4. Procurement 8. Activity Cost Estimates Documents 9. Cost Performance Baseline 5. Source Selection 10. Enterprise Environmental Criteria Factors 11. Organizational Process 6. Change Requests Assets
- 33. Direct and ManageProject Execution 1. Project Source: Expert 1. Deliverables Input Output Tools and Techniques Management Plan Judgment 2. Work Performance 2. Approved Change Think Tank: Information Requests 1. Other units within 3. Change Requests the organization 4. Project 3. Enterprise environmental 2. Consultants Management Plan 3. Stakeholders, Updates factors including customers or 5. Project Document 4. Organization sponsors Updates process assets 4. Professional and technical associations
- 34. Perform Quality Assurance 1. Plan Quality and 1. Organizational Output Tools and Techniques 1. Project Input Management Plan Perform Quality Process Assets Control Tools and Updates 2. Quality Metrics Techniques 2. Change Requests 3. Work 2. Quality Audits 3. Project Performance Information 3. Process Analysis Management Plan Updates 4. Quality Control Measurements 4. Project Document Updates
- 35. Acquire Project Team 1. Pre-Assignment 1. Project Staff Output Tools and Techniques 1. Project Input Management Plan 2. Negotiation Assignments 2. Enterprise 3. Acquisition 2. Resource Environmental Calendars Factors 4. Virtual Teams 3. Project 3. Organizational Management Plan Process Assets Updates
- 36. Develop Project Team 1. Interpersonal 1. Team Output Tools and Techniques 1. Project Staff Input Assignments Skills Performance 2. Training Assessments 2. Project Management Plan 3. Team-Building 2. Enterprise Activities Environmental 3. Resource Factors Updates Calendars 4. Ground Rules 5. Co-location 6. Recognition and Rewards
- 37. Manage Project Team 1. Observation and 1. Enterprise Output Tools and Techniques 1. Project Staff Input Assignments Conversation Environmental 2. Project 2. Project Factors Updates Management Plan Performance 2. Organizational Appraisals 3. Team Performance Process Assets Assessments 3. Conflict Updates Management 4. Performance 3. Change Requests Reports 4. Issue Log 5. Interpersonal Skills 4. Project 5. Organizational Process Assets Management Plan 6. Effective Decision Updates Making
- 38. Distribute Information 1. Communication Organizational Process Output Tools and Techniques 1. Project Input Assets Updates Management Plan Methods Components: 2. Performance 2. Information 1. Stakeholder Reports Distribution Tools Notifications 3. Organizational 2. Project Reports Process Assets 3. Project Presentations 4. Project Records 5. Feedback form Stakeholders 6. Lessons Learned Documentation
- 39. Manage Stakeholder Expectations 1. Communication 1. Organizational Output Tools and Techniques 1. Stakeholder Input Register Methods Process Assets 2. Stakeholder 2. Interpersonal Updates Management Strategy skills 2. Change Requests 3. Project 3. Management 3. Project Management Plan Skills Management Plan 4. Issue Log Updates 5. Change Log 4. Project Document 6. Organizational Updates Process Assets
- 40. Conduct Procurements 1. Project Management 1. Bidder Conferences 1. Selected Sellers Output Tools and Techniques Input Plan 2. Proposal Evaluation 2. Procurement 2.Procurement Documents Techniques Contract Award 3. Source Selection Criteria 3Independent 3. Resource Calendars 4. Qualified Seller List estimates 4. Change Requests 5. Seller Proposals 6. Project Documents 4. Expert Judgment 5. Project 7. Make-or-Buy Decisions 5. Advertising Management Plan 8. Teaming Agreements 6. Internet Search Updates 9. Organizational Process 7. Procurement 6. Project Documents Assets Negotiations Updates
- 41. Monitor and ControlProject Work 1. Project Source: Expert 1. Change Requests Input Output Tools and Techniques Management Plan Judgment 2. Project 2. Performance Management Plan Think Tank: Updates Reports 1. Project Manager, in 3. Project Document 3. Enterprise Updates environmental collaboration with the project team factors 4. Organization process assets
- 42. Perform Integrated ChangeControl 1. Project 1. Expert Judgment 1. Change Request Input Output Tools and Techniques Management Plan Status Updates 2. Change Control 2. Work Meetings 2. Project Management Plan performance Updates information 3. Project Document 3. Enterprise Updates environmental factors 4. Organization process assets
- 43. Verify Scope 1. Project 1. Accepted Input Output Inspection Tools and Techniques Management Plan Deliverables 2. Requirements Steps: 2. Change Requests Documentation 1. 3. Project Document 3. Requirements Updates Traceability Matrix 4. Validated Deliverables
- 44. Control Scope 1. Project 1. Work Performance Input Output Variance Tools and Techniques Management Plan Measurements Analysis 2. Work Performance 2. Organizational Information Steps: Process Assets 3. Requirements Updates Documentation 1. 3. Change Requests 4. Requirements 4. Project Traceability Matrix Management Plan 5. Organizational Updates Process Assets 5. Project Document Updates
- 45. Control Schedule 1. Performance Reviews 1. Work Performance Output Tools and Techniques 1. Project Input Management Plan 2. Variance Analysis Measurements 3. Project Management 2. Organizational 2. Project Schedule Software Process Assets 3. Work 4. Resource Leveling Updates Performance 5. What-if Scenario 3. Change Requests Information Analysis 4. Project 4. Organizational 6. Adjusting Leads and Management Plans Lags Process Assets Updates 7. Schedule Compression 5. Project Document 8. Scheduling Tool Updates
- 46. Control Costs 1. Earned Value 1. Work Performance Tools and Techniques Output 1. Project Input Management Plan Management Measurements 2. Forecasting 2. Budget Forecasts 2. Project Funding Requirements 3. To-Complete 3. Organizational Process Performance Indicators Assets Updates 3. Work Performance 4. Performance Reviews 4. Change Requests Information 5. Variance Analysis 5. Project Management 4. Organizational Plan Updates 6. Project Management Process Assets Software 6. Project Document Updates
- 47. Perform Quality Control 1. Cause and Effect Diagrams 1. Quality Control Output Tools and Techniques 1. Project Input Management Plan 2. Control Charts Measurements 3. Flowcharting 2. Validated Changes 2. Quality Metrics 4. Histogram 3. Validated Deliverables 3. Quality Checklists 5. Pareto Charts 4. Organizational Process 4. Work Performance 6. Run Charts Assets Updates Measurements 7. Scatter Diagram 5. Change Requests 8. Statistical Sampling 5. Approved Change 6. Project Management Requests 9. Inspection Plan Updates 10. Approved Change 6. Deliverables Request Review 7. Project Document Updates 7. Organizational Process Assets
- 48. Report Performance 1. Variance Analysis 1. Performance Output Tools and Techniques 1. Project Input Management Plan Reports 2. Forecasting 2. Work Performance Methods 2. Organizational Information Process Assets 3. Communication 3. Work Performance Methods Updates Measurements 4. Reporting 3. Change Requests 4. Budget Forecasts Systems 5. Organizational Process Assets
- 49. Monitor and ControlRisk 1. Risk Assessment 1. Risk Register Output Tools and Techniques 1. Risk Register Input 2. Risk Audits Updates 2.Project Management Plan 3. Variance and 2. Organizational Trend Analysis Process Updates 3. Work Performance 4. Technical 3. Change Requests Information Performance 4. Project 4. Performance Measurement Management Plan Reports 5. Reserve Analysis Updates 6. Status Meetings 5. Project Document Updates
- 50. Administer Procurements 1. Contract Change 1. Selected Sellers Output Tools and Techniques 1. Procurement Input Documents Control System 2. Procurement 2. Procurement Contract Award 2.Project Performance Reviews Management Plan 3. Resource Calendars 3. Inspections and Audits 3. Contract 4. Performance Reporting 4. Change Requests 4. Performance 5. Payment Systems 5. Project Reports Management Plan 6. Claims Administration 5. Approved Change Updates 7. Records Management Requests System 6. Project Documents 6. Work Performance Updates Information
- 51. Close Project orPhase 1. Project Source: Expert 1. Final Product, Input Output Tools and Techniques Management Plan Judgment Service, or Result Transition 2. Accepted 2. Organizational Deliverables Process Assets 3. Organization Updates process assets
- 52. Close Procurements 1. Procurement 1. Closed Output Tools and Techniques 1. Management Input Plan Audits Procurements 2. Procurement 2. Negotiated 2. Organizational Documentation Settlements Process Assets 3. Records Updates Management System
Editor's Notes
- #3 “There are five project management process groups. Each of these process groups can be related to nine Process Management knowledge areas (Project Management Institute, 2008, pg 43).” Every project manager (PM) need to be aware of the stage of the project that the project is in and knowledge is required to successfully assign team members, monitor status, and evaluate results. A uniform grouping of standards makes it easier for a PM to transfer experience from one project to the next.Process Mapping is a workflow diagram to bring forth a clearer understanding of a process or series of parallel processes (Iowa State University, 2012,para. 1). Project management is a process that should have a clear beginning, middle and end. All project members should understand where they fall within the flow of that process. Concept mapping is a structured process, focusing on a topic or construct of interest, involving input from one or more participants, that results in an interpretable pictorial view of their ideas and concepts and how they are interrelated (Troophim, 2006, para. 4). This process can also be called mind mapping, mental mapping, or concept webbing. Within the project management process both process and concept mapping has a useful place.The concepts covered in this mapping of the Project management Process Groups and Knowledge Areas Mapping are inputs, tools and techniques, and outputs. The results of these maps can be used as a reference for alternatives of existing projects and new project development.
- #4 (Project Management Institute, 2008, pg. 43) This chart shows the overview of all the relations in the project management process. This presentation will examine each of the five process groups and show each of the 42 steps providing their inputs, tools and techniques, and outputs. The slides are grouped by process group. The background color of each Knowledge Area is color coded as shown on the chart for ease of association.
- #5 Projects are initiated using two of the nine knowledge areas. The Project Integration Management team begins the evaluation of the work. This team provides continuity from the start to the finish of all projects. The output of this phase of development is the project charter. The project charter is input to the Project Communication Management team. Upon examination of the charter, this team identifies all the stakeholders for the project outcomes that exist internal and external to the company. At first blush it may seem that this is a linear process. It is not. Stakeholders make up a portion of the think tank that is used within the Project Integration Management team. Stakeholders enable the project to continue through funding and influence. A clear understanding of all individuals and groups that are impacted will allow the project to run with a minimum of negative issues (Project Management Institute, 2008, pg 251). It is possible that the Project Communication Management team could uncover stakeholders that were not identified by the Project Integration Management team. These identifications could cause the Project Charter to be revised. These groups should work together closely to insure the best foundation for the project’s success.
- #6 The Planning Process Group is the only group that utilizes all of the knowledge areas in its input. The project is evaluated for scope, time, cost, quality management, personnel, communications, risk and procurement (Project Management Institute, 2008, pg 43). The contribution of all the teams is consolidated into a single document – The Project Management Plan. The importance of this step should not be underestimated. This stage establishes the deliverables and other expectations; and the timing of these factors. This is the point in the project where any concerns or hesitations should be discussed. At this point in the project, only the planning budget is being impacted for the project. It is the easiest place to make any needed changes and test the communication with stakeholders. At the completion of this phase, all information is moved forward into the Executing Process Group by the Project Integration Management Team.
- #7 At this phase the project is performing against the schedule developed in the planning phase. All knowledge areas work in concert to keep the project on time and on budget. The PM is functioning as part of the Integration Management team with a Quality Management team member checking the results against expectations. Human Resources insures the availability of needed skills through existing staff by placing knowledgeable personnel from the beginning and/or training the needed personnel. If external personnel are needed, this need should have been identified in the planning phase and addressed. The Communications Management team provides stakeholder status and manages their expectation with regard to performance against the schedule.
- #8 This team is most responsible for insuring that performance objectives are met (Project Management Institute, 2008, pg. 89). They go into action the same time that the execution team gets underway. There is a monitoring and controlling counterpart for every knowledge area with the exception of Project Human Resources (Project Management Institute, 2008, pg. 43). In addition to making change requests as they see fit during the execution of the current project, they make updates to documentation to reflect these changes. In this way there is a tracking of changes that can be followed throughout the project. Knowledge gained from the execution of the project will be transferred from these documents within each knowledge area with an expectation that similar errors will not be made in future work.
- #9 In this phase the corporation wants to insure that all the deliverables have been met and that the project is ready to close (Project Management Institute, 2008, pg. 99). The status of the work is compared to the expected deliverables. If the deliverables were products, then the products will be counted and the quality verified as acceptable. If the deliverable was service, then the service delivery will be checked against expectations. Procurement is very active in the closeout phase because payments need to be verified. All components that were ordered will be verified as to whether they arrived, etc. Once the deliverables have been confirmed and the funds have been delivered to the proper stakeholders that project is ready for closure.
- #10 Thesis Statement: The PMBOK Five Process Groups should be used by a Project Manager on a major project. Major projects have many complex components that need to be monitored to insure success. The Five Process Groups approach divides the phases of a project clearly from start to finish. It insures that there is agreement on what will constitute project success, timeline and ballpark funding prior to the acceptance of the project. Each project division provides the expertise required to accomplish each task with a variety of associated tools and tasks so that nothing is overlooked. This process provides a methodology that includes how and when to communicate with stakeholders and how to minimize project risk. Finally, this process provides a methodology t insure that each and every project is closed out to the satisfaction on all stakeholders. There is no way an individual project manager can execute a major project without some organized method for control. Using an established method provides a foundation of confidence in the project success.
- #12 The Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations (Project Management Institute, 2008, pg. 72). This can be the most critical aspect of the project. No stakeholder has any interest in funding a project that has outcomes that do not address the needs of the business. A successful project with a goal that does not target strategic goals of the business is a waste of resources. The PM is accountable for the project outcome and the use of resources. It is preferable for the PM to be assigned as early as possible, and definitely prior to the planning phase of the project.
- #13 Identify Stakeholders is the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success (Project Management Institute, 2008, pg. 246).
- #14 The Project Management Plan defines how the project is executed, monitored and controlled, and closed (Project Management Institute, 2008, pg. 78).
- #15 Collect Requirement is the process of defining and documenting stakeholders’ needs to meet the project objectives (Project Management Institute, 2008, pg. 105).
- #16 Define Scope is the process of developing a detailed description of the project and product (Project Management Institute, 2008, pg. 112).
- #17 Create Work Breakdown Structure is the process of subdividing project deliverables and project work into smaller, more manageable components(Project Management Institute, 2008, pg. 116).
- #18 Define Activities is the process of identifying the specific actions to be performed to produce the project deliverables (Project Management Institute, 2008, pg. 133).
- #19 Sequence Activities is the process of identifying and documenting relationships among the project activities (Project Management Institute, 2008, pg. 136).
- #20 Estimate Activity Resources is the process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity (Project Management Institute, 2008, pg. 141).
- #21 Estimate Activity Resources is the process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity (Project Management Institute, 2008, pg. 141).
- #22 Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule (Project Management Institute, 2008, pg. 152).
- #23 Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities (Project Management Institute, 2008, pg. 168).
- #24 Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline (Project Management Institute, 2008, pg. 174).
- #25 Plan Quality is the process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance (Project Management Institute, 2008, pg. 192).
- #26 Develop Human Resource Plan is the process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan (Project Management Institute, 2008, pg. 218).
- #27 Plan Communications is the process of determining the project stakeholder information needs and defining a communication approach (Project Management Institute, 2008, pg. 251).
- #28 Plan Risk Management is the process of defining how to conduct risk management activities for a project (Project Management Institute, 2008, pg. 276).
- #29 Identify Risks is the process of determining which risks may affect the project and documenting their characteristics (Project Management Institute, 2008, pg. 282).
- #30 Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact (Project Management Institute, 2008, pg. 289).
- #31 Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall project objectives (Project Management Institute, 2008, pg. 294).
- #32 Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives (Project Management Institute, 2008, pg. 301).
- #33 Plan Procurements is the process of documenting project purchasing decisions, specifying the approach, and identifying the potential sellers (Project Management Institute, 2008, pg. 319).
- #34 Direct and Manage Project Execution implements the Project Management Plan (Project Management Institute, 2008, pg. 83).
- #35 Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used (Project Management Institute, 2008, pg. 201).
- #36 Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project assignments (Project Management Institute, 2008, pg. 225).
- #37 Develop Project Team is the process of improving the competencies, team interaction, and the overall team environment to enhance project performance (Project Management Institute, 2008, pg. 229).
- #38 Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance (Project Management Institute, 2008, pg. 236).
- #39 Distribute Information is the process of making relevant information available to project stakeholders as planned (Project Management Institute, 2008, pg. 258).
- #40 Manage Stakeholder Expectations is the process of communication and working with stakeholders to meet their needs and addressing issues as they occur (Project Management Institute, 2008, pg. 261).
- #41 Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract (Project Management Institute, 2008, pg. 328).
- #42 Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives (Project Management Institute, 2008, pg. 89).
- #43 Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan (Project Management Institute, 2008, pg. 93).
- #44 Verify Scope is the process of formalizing the acceptance of the completed project deliverables (Project Management Institute, 2008, pg. 123).
- #45 Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline (Project Management Institute, 2008, pg. 125).
- #46 Control Schedule is the process of monitoring the status of the project to update project progress and manage changes to the schedule baseline (Project Management Institute, 2008, pg. 160).
- #47 Control Costs is the process of monitoring the status of the project to update the project budget and managing changes to the cost baseline (Project Management Institute, 2008, pg. 179).
- #48 Perform Quality Control is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes (Project Management Institute, 2008, pg. 206).
- #49 Report Performance is the process of collecting and distributing performance information, including status reports, progress measurements, and forecasts (Project Management Institute, 2008, pg. 266).
- #50 Monitor and Control Risks to the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project (Project Management Institute, 2008, pg. 308).
- #51 Administer Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed (Project Management Institute, 2008, pg. 335).
- #52 Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. (Project Management Institute, 2008, pg. 99).
- #53 Close Procurements is the process of completing each project procurement (Project Management Institute, 2008, pg. 341).