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06. Project Management Process Groups

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06. Project Management Process Groups

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Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.

Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.

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06. Project Management Process Groups

  1. 1. 6. Project Management Process Groups
  2. 2. Overview • A process is a series of actions directed toward a particular result • Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs
  3. 3. Overview For successful project, • Select appropriate processes required to meet the project objectives • Use a defined approach that can be adapted to meet requirements • Establish and maintain appropriate communication and engagement with stakeholders • Comply with requirements to meet stakeholder needs and expectations • Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result
  4. 4. Overview • The project processes performed by the project team with stakeholder interaction, generally fall into one of two major categories • Project management processes Are concerned with describing and organizing the work of the project • Product oriented processes Are concerned with specifying and creating the project products Project management can be viewed as a number of interlinked processes
  5. 5. Project Management Process Groups • The project management process groups include: – Initiating processes – recognize when project or phase should begin – Planning processes – designing and maintaining a scheme which leads to successful accomplishment of a project – Executing processes – coordinating people and resources to carry out the plan – Controlling processes – monitoring and measuring progress and taking corrective actions when necessary – Closing processes – analyzing acceptance of the project or phase and bringing it to an end
  6. 6. Project Management Process Interactions • The project management processes are presented as discrete elements with well-defined interfaces. However, in practice they overlap • The application of the project management processes is iterative, and many processes are repeated during the project • The integrative nature of project management requires the monitoring and controlling process group to interact with the other process groups • Monitoring and controlling processes occur at the same time
  7. 7. Project Management Process Groups Project management process groups
  8. 8. Project Management Process Interactions Process groups interact in a phase or project
  9. 9. Project Management Process Groups • Process groups have clear dependencies and are typically performed in each project and highly interact with one another • The process groups are not project life cycle phases. In fact, it is possible that all process groups could be conducted within a phase • As projects are separated into distinct phases or subcomponents, such as concept development feasibility study, design prototype, build, or test, etc., all the process groups would normally be repeated for each phase or subcomponent
  10. 10. Project Management Process Groups • Level of activity and length of each process group varies for every product • On the average: – Executing process requires 50-60% of the resources and time – The planning process requires about 15-25% – The initiating and closing processes are usually the shortest and require the least amount of resources, usually 5 -10% each – Monitoring and controlling is done throughout the project and generally takes 5-15%
  11. 11. Percentage of time spent on each process group
  12. 12. Project Initiation • Includes recognizing and starting a new project • Some organizations use a pre-initiation phase, while others include items like developing a business case as part of initiation • Main goal is to formally select and start projects • Key outputs include: – Assigning the project manager – Identifying key stakeholders – Completing a business case – Completing a project charter and getting signatures on it
  13. 13. Project Initiation Documents • Business case • Charter • Note: Every organization has its own variations of what documents are required for project initiation – It’s important to identify the need for projects, who the stakeholders are, and what the main goals are for the project
  14. 14. Project Planning • Consists of processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action • Develop project management plan and the project documents that will be used to carry out the project • As more project information or characteristics are gathered and understood, additional planning will likely be required • Progressive detailing of the project management plan is called progressive elaboration, indicating that planning and documentation are iterative and ongoing activities
  15. 15. Project Planning • The main purpose is to guide execution • Every knowledge area includes planning information • Key outputs includes: team contract, scope statement, work breakdown structure (WBS), project schedule( Gantt chart with all dependencies and resources entered), list of prioritized risks (part of a risk register) • Project management plan and project documents developed will explore all aspects of scope, time, cost, quality, communication, human resources, risks, procurements, and stakeholder engagement
  16. 16. Project Executing • Consists of processes performed to complete the work defined in the project management plan to satisfy the project specifications • Involves coordinating people and resources, managing stakeholder expectations, integrating and performing the activities of the project in accordance with the project management plan • Results may require planning which may include changes to expected activity durations, changes in resource productivity and availability, and unexpected risks
  17. 17. Project Executing • Such variances may affect the project management plan or project documents and may require detailed analysis and development of appropriate project management responses • Usually takes the most time and resources to perform project execution • Project managers must use their leadership skills to handle the many challenges that occur during project execution • A milestone report can help focus on completing major milestone
  18. 18. Monitoring and Controlling • Consists of those processes required to track, review, and organize the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes • The key benefit of this process group is that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan
  19. 19. Monitoring and Controlling • Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan • Affects all other process groups and occurs during all phases of the project life cycle • Outputs include performance reports, requested changes and updates to various plans
  20. 20. Project Closing • Consists of those processes performed to conclude all activities across all project management process groups to formally complete the project, phase, or contractual obligations • Involves gaining stakeholder and customer acceptance of the final products and services
  21. 21. Project Closing • Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects • Outputs include project archives and lessons learned, which are part of organizational process assets • Most projects also include a final report and presentation to the sponsor or senior management
  22. 22. Mapping the Process Groups to the Knowledge Areas • Knowledge areas provide a detailed description of the process inputs and outputs along with a descriptive explanation of tools and techniques most frequently used within the project management processes • Knowledge areas cross the various process groups including some key distinctions – Planning process includes all KAs – Integration management knowledge areas crosses all processes
  23. 23. Knowledge Areas Initiating Process Planning Process Executing Process Monitoring and Controlling Process Closing Process Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and control project work Perform integrated change control Close project or phase Project Scope Management Plan scope management Collect requirements Define scope Create WBS Validate scope Control scope Project Time Management Plan schedule management Define activities Sequence activities Estimate activity resources Estimate activity durations Develop schedule Control schedule Project Cost Management Plan cost management Estimate costs Determine budget Control costs Project Quality Management Plan quality management Perform quality assurance Control quality
  24. 24. Knowledge Areas Initiating Process Planning Process Executing Process Monitoring and Controlling Process Closing Process Project Human Resource Management Plan human resource management Acquire project team Develop project team Manage project team Project Communications Management Plan communications management Manage communications Control Communications Project Risk Management Plan risk management Identify risks perform Qualitative risk analysis Perform quantitative risk analysis Plan risk responses Control risks Project Procurement Management Plan procurement management Conduct procurements Control procurements Close procurements Project Stakeholder Management Identify stakeholders Plan stakeholder management Manage stakeholder engagement Control stakeholder engagement
  25. 25. Project Charter
  26. 26. Project Charter
  27. 27. List of Prioritized Risks
  28. 28. Part of Milestone Report

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