Session 3 - Project Management Processes

8/2/2019 Session 3 - Project Management Processes

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Project Management Slide 1

SESSION - 3

Project Management Processes


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Anatomy of a process

All of the work you do on a project is

made up of processes.

For all projects, no matter how big, orsmall, the processes can be grouped

into process groups.


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Anatomy of a process

The PMBOK Guide breaks every project downinto 42 processes

You can think of each process as a little machine. It takes the inputsinformation, you use in your

project

Turns them into outputs: documents, deliverablesand decisions.

The outputs help your project come in on time, withinbudget, and with high quality.

Every process uses tools and techniques to do thework, and generate the outputs


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Process Groups

Process groups are like the steps you

use when executing a project

5 Process groups are:

Initiation

Planning

Executing

Monitoring & Control

Closing.



Process Groups



Think of a vacation you are planning as a project and for each of

the vacation steps below, mark the underlined as inputs, tools, andoutputs.



Knowledge Areas

Knowledge areas also organize the processes

The process groups help you organize the

processes by the kind of work youdo.

The knowledge areas help you organize by

the subject matter youre dealingwith.


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Nine Knowledge Areas

Integration Includes all the work required tocomplete the project successfully

Scope All the work required to complete theproject successfully

Time - Ensures timely execution of the project

Cost - Ensures completion of the project withinapproved budget


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Quality Project must satisfy the needs for whichit was undertaken

HR Make the most effective use of the peopleinvolved in the project

Communications Ensure timely and appropriategeneration, collection, dissemination, storageand disposition of project information


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Risk Identifying, analyzing and responding toevents that may have positive or negativeimpact on the project

Procurement To acquire goods and servicesfrom outside the performing organization


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Initiation Planning ExecutingMonitoring and

ControllingClosing

Integration 4.1 Develop

Project Charter

4.2 Develop Project

Management Plan

4.3 Direct &

Manage

Project

Execution

4.4 Monitor &

Control Project

Work4.5

Perform Integrate

d Change

Control

4.6 Close

Project or

Phase

Scope

5.1 Collect Requirements5.2 Define Scope

5.3 Create Work Breakdown

Structure (WBS)

5.4 Verify Scope

5.5 Control

Scope

Time

6.1 Define Activities

6.2 Sequence Activities

6.3 Estimate Activity

Resources

6.4 Estimate Activity

Durations

6.5 Develop Schedule

6.6 Control

Schedule


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Initiation Planning ExecutingMonitoring and

ControllingClosing

Communications

10.1 Identify

Stakeholders 10.2 Plan Communications

10.3 Distribute

Information

10.4 ManageStakeholder

Expectations

10.5 Report

Performance

Risk

11.1 Plan Risk

Management

11.2 Identify Risks11.3 Perform Qualitative

Risk Analysis

11.4 Perform Quantitative

Risk

Analysis

11.5 Plan Risk Responses

11.6 Monitor and

Control Risks

Procurement 12.1 Plan Procurements12.2 Conduct

Procurements

12.3 Administer

Procurements

12.4 Close

Procurements


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Initiation Planning Executing

Monitoring

and

Controlling

Closing

Integration 1 1 1 2 1

Scope 3 2

Time 5 1

Cost 2 1

Quality 1 1 1

HR 1 3

Commuincations

1 1 2 1

Risk 5 1

Procurement 1 1 1 1

TOTAL 2 20 8 10 2

Process Groups and Knowledge Areas


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Triple Constraint

Every project is affected by the Triple constraint:

Time

Scope

Cost

These are referred as the iron triangle


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Triple Constraint

Doing something with one of the constraintsalways has an effect on the other two constraints

TIME

COST SCOPE

QUALITY

Any time cost,scope,

or time change,

quality too is

affected


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Triple Constraint

Any time a change occurs, youll need to know

how that change affects all three constraints.

A PM needs to manage all three constraintstogether

Whenever you are making a change that affectsthe triple constraint, you need to be sure that thechange is acceptable to your stakeholders.


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Triple Constraint

A stakeholder is anyone who is affected by thecost, time, or scope of your project.

A lot of project management is about:

Evaluating what a change is going to do toyour triple constraint

Using that impact analysis to helpstakeholders make informed choices


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QUIZ TIME

Quiz 1 ONLY 10 minutes

No discussions please

Session 3 - Project Management Processes

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