Topic 4 - Project Management Process.pdf
- 1. Project Management Process Dr. Huy Nguyen
- 2. Project Management Process • Two categories of project process: – Product-oriented process; Should be considered in project but not explained in detail in PMBOK. – Project management process. 2
- 3. Project and Development Life Cycle • 5 categories of development life cycle: – Predictive: Project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles. – Iterative: Project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. – Incremental: Deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration. – Adaptive: Agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change- driven life cycles. – Hybrid: Combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle. 3
- 4. Process Interaction • Project management processes are represented as discrete elements with well-defined interface. • In practice, they overlap and interact. I E C P M&C 4
- 5. Process Phase • A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. • The phases in a life cycle can be described by a variety of attributes which is measurable and unique, such as: – Name, number, duration, resource requirements, entrance and exit criteria… • The phase names should indicate the type of work done in that phase, such as: – Concept development, – Feasibility study, – Customer requirements, – Solution development, – Design, prototype, build, test, transition, – Commissioning, – Milestone review, and – Lessons learned. 5
- 6. Process Gate • A phase gate is held at the end of a phase. The project’s performance and progress are compared to project and business documents including but not limited to: – Project business case, – Project charter, – Project management plan, and – Benefits management plan. • A decision (e.g., go/no-go decision) is made as a result of this comparison to: – Continue to the next phase, – Continue to the next phase with modification, – End the project, – Remain in the phase, or – Repeat the phase or elements of it. 6
- 7. Project Management Process • 3 categories of project management processes: – Processes used once or at predefined points in the project: The processes Develop Project Charter and Close Project or Phase are examples. – Processes that are performed periodically as needed: The process Acquire Resources is performed as resources are needed. The process Conduct Procurements is performed prior to needing the procured item. – Processes that are performed continuously throughout the project: The process Define Activities may occur throughout the project life cycle, especially if the project uses rolling wave planning or an adaptive development approach. Many of the monitoring and control processes are ongoing from the start of the project, until it is closed out. 7
- 8. Project Management Process Groups • 5 project management process groups: – Initiating: Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. – Planning: Establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. – Executing: Complete the work defined in the project management plan to satisfy the project requirements. – Monitoring and Controlling: Track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. – Closing: Formally complete or close the project, phase, or contract. 8
- 9. Process Groups & Knowledge Areas Mapping 9 Knowledge Areas Process Groups Initiating Planning Executing Monitoring & Controlling Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Scope Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Schedule Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule Cost Plan Cost Management Estimate Costs Determine Budget Control Costs Quality Plan Quality Management Manage Quality Control Quality Resource Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources Communications Plan Communications Management Manage Communications Monitor Communications Risk Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Procurement Plan Procurement Management Conduct Procurements Control Procurements Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
- 10. Process Groups & Knowledge Areas Mapping 10
- 11. Structure of Project Management Activities in Different Knowledge Areas • Activities according to Project Processes; • Each activity include: – Inputs; – Tools and Techniques; – Outputs. • Tools and Techniques are not specified in detail enough to follow as a schedule or a series of steps: Need to be defined by practitioners. 11
- 15. Monitoring & Controlling Process Group 15
- 17. Project Management Data and Information • Project data are regularly collected and analyzed throughout the project life cycle. Key project data and information include: – Work performance data: The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc. – Work performance information: The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete. – Work performance reports: The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates. 17
- 18. Project Management Data and Information 18
- 19. Project Management Business Documents • Project business case: A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. • Project benefits management plan: The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project. 19
- 20. Project Management Business Documents • Project business case may include: – Business needs: • Determination of what is prompting the need for action; • Situational statement documenting the business problem or opportunity to be addressed including the value to be delivered to the organization; • Identification of stakeholders affected; and identification of the scope. – Analysis of the situation: • Identification of organizational strategies, goals, and objectives; • Identification of root cause(s) of the problem or main contributors of an opportunity; • Gap analysis of capabilities needed for the project versus existing capabilities of the organization; • Identification of known risks, critical success factors; • Identification of decision criteria by which the various courses of action may be assessed; • Identification of a set of options to be considered for addressing the business problem or opportunity. – Recommendation: • A statement of the recommended option to pursue in the project; • Items to include in the statement; • An implementation approach. – Evaluation: • Statement describing the plan for measuring benefits the project will deliver. 20
- 21. Project Benefits Management Plan • Project benefits management plan may include: – Target benefits; – Strategic alignment; – Timeframe for realizing benefits; – Benefits owner; – Metrics; – Assumptions; – Risks. 21
- 22. Project Success Measures • Project success may include additional criteria linked to the organizational strategy and to the delivery of business results that may include but are not limited to: – Completing the project benefits management plan; – Meeting the agreed-upon financial measures documented in the business case; – Meeting business case nonfinancial objectives; – Completing movement of an organization from its current state to the desired future state; – Fulfilling contract terms and conditions; – Meeting organizational strategy, goals, and objectives; – Achieving stakeholder satisfaction; – Acceptable customer/end-user adoption; – Integration of deliverables into the organization’s operating environment; – Achieving agreed-upon quality of delivery; – Meeting governance criteria; and – Achieving other agreed-upon success measures or criteria. 22
- 23. Thank You Next topic: Project Planning 23