Project management processes Groups

Project Management

Process Groups

Presented By:- Sourabh Kumar

Project Management Processes

It is a set of interrelated actions and activities performed & effectively managed to create a predefined product, service or results.

Project Mgmt. process groups are grouped into 5 categories:-

Initiating, Planning, Executing, Monitoring & Controlling and Closing.

Each process has inputs, tools & techniques which are used to get the pre-specified output.

It is globally applicable whether in India or in any country of world and across all the industries like software development, power generation etc.

Generally good and standard Engineering practices are followed.

Process groups are not project life cycle process.

1. Initiating Process Group

It is a process performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Initial scope is defined & initial financial resources are committed.

Internal and external stakeholders the overall outcome of the project are identified.

Purpose of this group is to align the stakeholder’s expectation with the project objectives.

The project charter is prepared by Project sponsor or Project initiator with the help of project Stakeholders.

The project manager will be assigned.

This all information is captured in the project charter and stakeholder register, These will act as a medium of communication for stakeholder and project manager & its team, that is why these two are the major deliverables of this process group.

When the project charter is approved, the project becomes officially authorized.

Project manager responsibilities comes into effect after the project authorized/approved. He is given the authority to apply organizational resources to the subsequent project activities.

1. Initiating Process Group

Defining & refining objectives & selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address.

As more project information or characteristics are gathered and understood, additional planning will likely be required, This progressive detailing of the project management plan is called progressive elaboration, indicating that planning and documentation are iterative and ongoing activities.

The Project Management Plan is the major deliverable of this process group.

Project plans may be same for all groups or different groups.

2. Planning Process Group

Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

This Process Group involves coordinating people and resources, Managing stakeholder expectations, as well as

Integrating and performing the activities of the project in accordance with the project management plan.

Due to Bid management, testing , procurement etc, a large portion of the project’s budget will be spend.

During project execution, results may require planning updates & Re-baselining (approved changes may be due to project deviation, new risk etc).

3. Executing Process Group

Those processes required to track, review, and regulate the progress and performance. Performance is measured & analyzed at regular intervals of time.

This process helps in identifying the areas where changes in the plan are required like estimation of man hours; Inputs from concerned engineering disciplines etc.

Every variance from Project Management Plan is recorded, analyzed and shared with Client and Top administration. This helps in adhering the performance of team and project according to the required deliverables.

Process helps in monitoring Efforts, Cost, Time & Resources.

It helps project manager in configuration management.

4. Monitoring & Controlling Process Group

Process performed to finalize all activities across all processgroups to formally close the project or phase. It verifies thatthe defined process are completed or not in all process groupsso as to complete the project.

It also establish the premature closure of the project. Itobtains acceptance by the client or sponsor to formally closethe project or phase.

It concludes with post project analysis writing. A review hasto be written and handed over to client or to PMO to add inOPA’s. It helps in recording impacts of tailoring to anyprocess i.e. analization of change in process inputs.

Project team members and Project manager will writeassessments, releases project resources and handover all therelevant document to his counterpart or client.

5. Closing Process Group

These process groups are linked by the result they produce-the result or outcome of one often becomes an input to another.

In each phase, monitoring and controlling is done simultaneously.

Process Interactions

Most processes are iterative & repetitive in nature.

The process management processes are presented as discrete elements with well defined interfaces but in reality, they overlap and interact with each other.

Process Interactions

A knowledge area represents a complete set of concepts, terms & activities that make up a professional field, project management field or area of specialization.

Knowledge Areas

It includes the processes and activities to identify, define, combine, unify and co-ordinate the various processes and project management activities with in project management process groups.

Basically the Project Manager has to see the inputsand what are the outputs required. He has to managethe interdependences among the project managementknowledge areas So according to inputs he has tomanage and make choices to achieve the requireddeliverables.

The project manager has to make trade-offs among thecompeting objectives and alternatives i.e. he has tomake best selections considering market factors likeinflation, optimum cost etc.

1. Project Integration Management

Different Stages in Project Integration Management

Within each process group, the individual processes are linked by their inputs & outputs. So each process is describe in terms of its:- Input- documentable items that will be acted upon. Tools & Techniques- mechanisms applied on inputs. Output- documentable items that are a result of the process.

Develop Project Charter

It is developed by continuous updations and iterations &documented by project initiator with his team members to getthe authorization from Project Stakeholders. If this documentis authorized then Project manager gets Business case approvalfrom stakeholders and now he is authorized to applyorganizational resources to project activities.

1. Business case- It is developed by Project Manager or the top management. It describes the necessary information from business point of view to determine whether the project is worthy for the required investment or not. To develop a Business Case we have to take some of the constraints into consideration like market demand, organizational need (vision comes from CEO), customer requirement, technological advancement, Legal requirements, Ecological Impacts, social needs .2. Project Statement of work (SOW)- It is detailed narrative descriptive statement of product and its specifications, services or results to be delivered is present in project charter. List of all project stakeholders is also prepared while making PSOW.

Develop Project Charter-Input

Product scope Description contains full detailed description of objectives & product specifications which are discussed with project stakeholders for get approval.

Strategic Plan- It is the vision, goals & objectives of the CEO of the company or client & may contain high level mission statement.

3. Agreements-It define initial intentions for the project i.e. from where you get the raw material, how you pay for that, Whether you want to share profit with the suppliers etc. Agreements can be done in different forms likeFrom Supplier's in the form of contract, Letter of intent (Binding in nature), Memorandum of Understandings (MoUs) ie Non - binding in nature, Verbal Agreements, Service Level Agreements (SLA) etc.

Develop Project Charter-Input

Develop Project Charter-Tools & Techniques

1. Expert Judgement- i.e. advice from program manager and his technical team. It refers specifically to a technique in which judgment is made based upon a specific set of criteria and/or expertise that has been acquired in a specific knowledge area, or product area, a particular discipline, an industry, etc.2. Facilitation techniques- are used for information collecting, decision making, communication, brain storming meeting management and client objectives.

Project Charter It is a authorized document issued by Project initiators which legally prove the existence of the project. This document authorizes then the role of project manager to use the organizational resources to project activities.

Project purpose or justification : Feasibility reports, Statutory clearances, Social and environmental impacts etc.

Measurable project objectives and related success criteria's.

High - Level Requirements.

Assumptions and constraints : Governing Factors and Future Forecasts with the help of expert judgement and marketing analysis of atleast 5 – 10 years.

Develop Project Charter-Output

High Level project descriptions and boundaries.

High level risks.

Summary milestone schedules.

Summary budget.

Stakeholder's List.

Project Approval Requirements.

Assigned project manager, responsibility and authority level and Name & authority of the sponsor or the person(s) authorizing the project charter.

Develop Project Charter-Output

Develop Project Management Plan

Process of defining, preparing & coordinating all subsidiary plansand integrating them into a comprehensive project managementplan. Project uses output from other planning process, includingstrategic planning , to create a consistent, coherent document thatcan be used to guide project execution and project control. This is aniterative process. All chapters for scope management, cost management plan, riskmanagement plan, procurement management plan will be there inPMP.

Direct & Manage Project Work

The process of leading & performing the work mentioned in the project management plan, and implementing the approved changes to achieve the project objectives.

Monitoring and Controlling Project Work

The process of tracking, reviewing and reporting project progress against the performance objectives defined in the project management plan.

Monitoring and Controlling Project Work-Tools & Techniques

Regression AnalysisGrouping AnalysisCasual AnalysisRoot Cause AnalysisForecasting MethodsFailure Mode and Effect Analysis (FMTA)Fault Tree Analysis (FTA)Earned Value AnalysisTrend Line AnalysisVariance AnalysisReserve Analysis

Tools & Techniques:-

Perform Integrated Change Control

The process of reviewing and controlling all change request, approved changes and managing changes in deliverables, OPA's, project documents and project management plan.

Close Project or Phase

The process of finalizing all activities across all of the project management process groups to formally complete the phase or project along with lessons learned, archiving, returning organizational resources back.

It includes the processes required to ensure that

the project includes all the work required and only the work required, to complete the project successfully.

Project Scope Management Processes:-

2. Project Scope Management

Plan Scope Management

The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

Plan Scope Management-Output

1. Scope Management Plan- Process of preparing a detailed project scope statement. Sub Dividing (WBS)and interrelating the project deliverables and work .

Plan Scope Management-Output

2. Requirement management plan- How the requirement activities will be planned, tracked & reported. For a VDU and CDU unit to be installed and constructed, Plant area should have availability of drinking water, Steam generation from package boilers for flushing, Demineralised water facility. So for each unit first we have see the requirements and feed. Configuration Management like how initiation of changes in product, analyse Impacts, traced, tracked and reported.

Requirements prioritization Process- The rational of this process is giving priority to activity on the basis of its importance. Traceability structure is used to find the movement of material & left where it is in work environment. It helps in managing the requirement and needs of the project.

Collect Requirements

It is the process of determining, documenting & managing stakeholder needs and requirements to meet project objectives. The benefit of this process is that it provides the basis for defining and managing the project scope and product scope.

Collect Requirements- Output

1. Requirements Documentations:-Documents describing how individual requirements (like from indirect stakeholders giving them job or compensation) meet the business need for the project.Business Requirements To trace and track the objectives of Business and project. Business rules & Guiding principle for the organization.Stakeholders Requirements Impacts the organizational areas & other entities inside or outside the performing organization. Stakeholder communication and reporting requirements.Solution RequirementsFunctional and non functional requirements. Technology and standard compliance requirements, support and training requirements, reporting requirements : Stakeholder reporting

Collect Requirements- Output

Project Requirements Level of service, performance, Safety etc. Acceptance criteria.Transition Requirements Requirements, assumptions, dependencies and constraints are checked before Pre commissioning or commissioning, the Front Engineering Design, HAZOP,HAZID & SIL study.

2. Requirements Traceability Matrix-

A Grid matrix that links product requirements from their origin to expected deliverables. Its implementation helps in ensuring that each need and requirement will add business value by linking it to the business and project objectives. It provides a tracking mechanism through out the project life cycle and helps in ensuring that approved requirements in requirements documentation are delivered

Define Scope

Scope is the process of developing a detailed description of the project and product. The benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

Define Scope- Output

1. Project Scope Document-

The detailed description of the project scope, major deliverables, assumptions & project constraints. It includes entire scope that is project and product scope. Provides understanding of project scope among all project stakeholders like project team is also the stakeholder so project manager will make every one to understand their working deliverables in meetings. Enables the team to conduct detailed planning , guide the team in executing phase, provide baseline for evaluation. Product scope description Acceptance criteria Deliverables Project execution Assumptions

Create WBS

Creating WBS is the process of subdividing project deliverables and project work into smaller and more manageable components. The benefit of this process is that it provides a structured vision of what has to be delivered.

Create WBS- Output

1. Work Breakdown Structure (WBS)-

Work Breakdown Structure is a hierarchical decomposition of total scope of work to be carried out by the project team to accomplish the project objectives & create the required deliverables. WBS organizes & defines the total scope of the project & represents the work specified in current approval project. Planned work is contained with in the lowest level of WBS components, which are called Work Packages. Work Packages are created for specific task (Procurement engineering package, control system package etc.) & are used to group the activities.

Validate Scope

Validating Scope is the process of formalizing acceptance of the completed project deliverables. The benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

Control Scope

Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The benefit of this process is that it allows the scope baseline to be maintained throughout the project.