Project Management Processes - Narrated

Project Management Processes: 

Project Management Processes A Brief Overview Professor Robert W. Zapf, MS, MBA, PMP Microsoft Certified IT Professional Microsoft Certified Trainer 1

Overview: 

Overview Project Management Body of Knowledge (PMBOK) PMBOK Definitions Project Project Management PMBOK Process Groups & Inter-Process Communication PMBOK Knowledge Areas as Processes The Triple Constraint Purpose and Primary Outputs of each Process Group 2

Why PMBOK???: 

Why PMBOK??? The Project Management Body of Knowledge, known as the PMBOK, was developed over the past 42 years by the Project Management Institute (PMI), an organization founded by Project Managers for Project Managers. The American National Standards Institute (ANSI) recognized the PMBOK as the American standard for Project Management in 1999. The DoD, and other government departments accepted the ANSI standard as their standard for project management The DOD commissioned PMI to develop its own DoD Extension to the PMBOK. 3

PMBOK Definitions: 

PMBOK Definitions PMBOK definition of a project A temporary endeavor undertaken to create a unique product, service, or result PMBOK definition of project management The application of knowledge, skills, tools , and techniques to project activities to meet project requirements 4

PowerPoint Presentation: 

PMBOK Process Groups Initiating Processes Planning Processes Closing Processes Plans Monitoring & Controlling Processes Status Guidance Changes Direction Operations Authorization Executing Processes Project Selection Process Groups are NOT Project Phases (PMBOK 4 th ed. Glossary) 5 Updates

PowerPoint Presentation: 

12.4 Close Procurements 12.3 Administer Procurements 12.2 Conduct Procurements 12.1 Plan Procurements 12. Project Procurement Management 11.6 Monitor and Control Risks 11.1 Plan Risk Management 11.2 Identify Risks 11.3 P. Risk Qualitative Analysis 11.4 P. Risk Quantitative Analysis 11.5 Plan Risk Responses 11. Project Risk Management 10.5 Report Performance 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.2 Plan Communications 10.1 Identify Stakeholders 10. Project Communications Management 9.4 Manage Project Team 9.2 Acquire Project Team 9.3 Develop Project Team 9.1 Develop Human Resource Plan 9. Project Human Resource Management 8.3 Perform Quality Control 8.2 Perform Quality Assurance 8.1 Plan Quality 8. Project Quality Management 7.3 Control Costs 7.1 Estimate Cost 7.2 Determine Budget 7. Project Cost Management 6.6 Control Schedule 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6. Project Time Management 5.4 Verify Scope 5.5 Control Scope 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5. Project Scope Management 4.6 Close Project or Phase 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.3 Direct and Manage Project Execution 4.2 Develop Project Management Plan 4.1 Develop Project Charter 4. Project Integration Management Closing Controlling Executing Planning Initiating Process Groups Knowledge Areas 6

The “Triple” Constraint: 

The “Triple” Constraint Time ( Schedule) Cost (Resources) SCOPE Performance (Quality) 7

PMBOK Nine Knowledge Areas and The “Triple” Constraint: 

4. Integration 5. Scope 9. Human Resources 10. Communications 11. Risk 12. Procurement PMBOK Nine Knowledge Areas and The “Triple” Constraint 6. Time 7. Cost 8. Performance (Quality) 8

Purpose of Initiating Processes: 

Purpose of Initiating Processes The things you need to do to Initiate a Project Your Project Charter must: Document alignment of project objectives with organization’s strategic objectives Purpose, justification, objectives, success criteria Authorize the Project Summary budget, Milestone Schedule Authorize the Project Manager Scope of responsibility and authority (money, resources) Set the Preliminary Scope of the Project High-level requirements, description, risks Identify Sponsor and other key Stakeholders 9

PowerPoint Presentation: 

Initiating Processes 10

Purpose of Planning Processes: 

Purpose of Planning Processes The things you need to do to Plan a Project Your Project Management Plan must: Include selected subsidiary plans Be developed by iterative planning activities Facilitate and Integrate work accomplishment Ensure project wide process integration Establish plans to measure and report progress Establish plans to monitor and control change effectively Facilitate plan updates and re-planning when things change Provide decision support information to stakeholders 11

Scope Statement Purpose: 

Scope Statement Purpose Provide a detailed description of the work to produce project products, services, or results Facilitate and document common understanding and agreement on scope among stakeholders Make explicit some exclusions that, based on the audience, could be assumed to be part of the project To develop the WBS To deter against: S c o p e C r e e p and GOLD Plating 12

PowerPoint Presentation: 

13 Planning Processes, PMBOK 3rd edition

PowerPoint Presentation: 

14 Planning Processes, PMBOK 4 th Edition Planning is an Iterative Process

Purpose of Executing Processes: 

Purpose of Executing Processes The things you need to do to Execute a Project Your Execution of your Project must: Accomplish the work of the Project Achieve the objectives of the Project Contribute to the strategic objectives of the organization that selected, funded, and authorized the Project Meet Stakeholder Expectations 15

PowerPoint Presentation: 

Executing Processes 16

Purpose of Monitoring & Controlling Processes: 

Purpose of Monitoring & Controlling Processes The things you need to do to keep a Project on track Your Monitoring and Controlling of your Project must: Extend from Initiation, to Planning, to Execution, through Closure Periodically collect, measure, and disseminate performance information Assess measurements and trends to effect Include risk monitoring to ensure risks are identified early, their status is reported, and appropriate risk plans are being executed. Regularly Identify, Measure, and Respond to variances from the project management plan. Collect Lessons Learned each reporting period 17

Monitoring & Controlling Process Group: 

Monitoring & Controlling Process Group 18

Purpose of Closing Processes: 

Purpose of Closing Processes The things you need to do to Close a Project Your Closure of your Project must: Formalize acceptance of the project & bring it to an orderly end Ensure customer acceptance of deliverables Close contracts (with prime and/or sub contractors) Achieve internal administrative closure Collect, analyze, and archive Lessons Learned Verify the defined processes are completed within all the Process Groups to close the project Formally establish all aspects of the project have been completed 19

Closing Processes: 

Closing Processes 20

Summary: 

Summary Project Management Body of Knowledge (PMBOK) PMBOK Definitions Project Project Management PMBOK Process Groups & Inter-Process Communication PMBOK Knowledge Areas as Processes The Triple Constraint Purpose and Primary Outputs of each Process Group 21