ProjectManagementCSC310

Spring2018HowardRosenthal

1

Notice�  Thiscourseisbasedonandincludesmaterialfromthetext:

AUser’sManualTothePMBOKGuideAuthors:CynthiaStackpoleSnyderPublisher:WileyISBN:978-1-118-43107-8,Copyright2013

�  ItalsoutilizesgeneralinformationandfiguresfromthePMBOK:AGuidetotheProjectManagementBodyofKnowledge(PMBOK5THEdition)Publisher:ProjectManagementInstituteISBN:978-1-935589-67-9,Copyright2013andAGuidetotheProjectManagementBodyofKnowledge(PMBOK6THEdition)Publisher:ProjectManagementInstituteISBN:978-1-628251-84-5,Copyright2017

�  Thecoursealsoincludesandinterspersessomematerials,mostoftendiagrams,providedbyMr.Wysocki’sPowerPointslides,atthewebsite:www.wiley.com/go/epm7eAndthebookEffectiveProjectManagement-Traditional,Agile,Extreme7THEditionAuthors:RobertK.WysockiPublisher:WileyISBN:978-1-118-72916-8,Copyright2014

2

LessonGoals

� Definesomekeyterms� UnderstandwhatismeantbytheProjectManagementPlan

� UnderstandwhattheProcessGroups,KnowledgeAreasandprocessesofProjectManagementasdefinedbytheProjectManagementInstitute

� Understandtherelationshipsandflowsbetweentheprocessgroups

3

TermsandGeneralPrinciples

4

KeyFactsandTerms–CommonInputs(1)�  Thereareanumberofdifferenttypesofinputstoanyprojectthatarenota

partoftheprojectitself�  EnterpriseEnvironmentalFactors(internal)

�  Company’sorganizationalstructure�  Organization’spolicies,valuesandworkethic�  Geographicdistributionoffacilitiesandresources�  Informationtechnologyinfrastructure�  Resourceavailability�  Employeecapability�  Stakeholdercharacteristics–willingnesstoacceptrisk,etc.

�  EnterpriseEnvironmentalFactors(External)�  Marketplaceconditions�  Socialandculturalinfluencesandissues,andthePoliticalclimateinthenation

andtheworld�  Legalconsiderations�  Governmentorindustrystandards�  Commercialdatabasesandacademicresearch�  Changingsocialstandards/socialstandardsindifferentcompanies�  Otherphysicalenvironmentfactors–weather,etc.

5

KeyFactsandTerms–CommonInputs(2)�  OrganizationalProcessAssets

�  Templatesforcommondocuments�  Showshowthecompanywantsitdone�  Youcantailorandimprovebutdon’tneedtostartfromscratch

�  Organizationalpoliciesandproceduresforareasincludingrisk,financialreporting,changecontrol,etc.

�  Historicaldatabasesonprojectperformance,productivity,etc.�  Allowsforbetterestimationsinschedule,staffing,costs,etc.�  Includeslessonslearned

�  Infrastructureofhardwareandsoftwaretoolsincludinganyproprietaryassets

�  Lessonslearned�  Specialcorporatecompetencies

6

KeyFactsandTerms–CommonTools

�  ExpertJudgment�  Useexperiencefromthecompanyoroutsideexpertsintheplanningandexecutionoftheprogram

�  ProjectManagementInformationSystem(PMIS)�  Anautomatedsystemtosupporttheprojectmanager

�  Plansandoptimizesscheduling�  Tracksprogressandproducts�  Interfacestoothersystemssuchasaccounting�  IncludesaChangeControlManagementSystem�  IncludesaConfigurationManagementSystem

�  Versions,products,branches�  Understandswhatmaybedeliveredineachintegratedsystem

7

KeyFactsandTerms–CommonOutputs

�  ChangeRequests�  Scope�  Deliverydate�  Budget�  Staffing�  Qualitystandard

�  LeadtochangesintheProjectPlanoranysubsidiaryplans�  Changesusuallyrelatedtooneormoreofthefollowing

�  Bringfutureresultsbackinlinewiththeplan�  Preventiveactionstoavoidaproblem�  Defectrepair�  Takeadvantageofanopportunity

8

KeyFactsandTerms–ProjectManagementPlan(1)�  TheProjectManagementPlanisthedocumentthatdescribeshowtheproject

willbeexecuted,monitored,andcontrolled.�  Itintegratesandconsolidatesallofthesubsidiaryplansandbaselinesfromtheplanning

processes.�  Projectbaselinesinclude,butarenotlimitedto:

�  Scopebaseline�  Schedulebaseline�  Costbaseline

�  Subsidiaryplansinclude,butarenotlimitedto:�  ScopeManagementPlan�  RequirementsManagementPlan�  ScheduleManagementPlan�  CostManagementPlan�  QualityManagementPlan�  ProcessImprovementPlan�  ResourcesManagementPlan�  CommunicationsManagementPlan�  RiskManagementPlan�  ProcurementManagementPlan�  StakeholderManagementPlan�  ChangeManagementPlanthatdocumentshowchangeswillbemonitoredand

controlled�  ConfigurationManagementPlanthatdocumentshowconfigurationmanagementwillbe

performed9

KeyFactsandTerms–ProjectManagementPlan(2)�  TheProjectManagementPlanmayalsoincludethefollowing:

�  Lifecycleselectedfortheprojectandtheprocessesthatwillbeappliedtoeachphase;

�  Detailsofthetailoringdecisionsspecifiedbytheprojectmanagementteamasfollows:�  Projectmanagementprocessesselectedbytheprojectmanagementteam,�  Levelofimplementationforeachselectedprocess,�  Descriptionsofthetoolsandtechniquestobeusedforaccomplishingthose

processes,and�  Descriptionofhowtheselectedprocesseswillbeusedtomanagethespecific

project,includingthedependenciesandinteractionsamongthoseprocessesandtheessentialinputsandoutputs.

�  Descriptionofhowworkwillbeexecutedtoaccomplishtheprojectobjectives;

�  Theprojectbaselinesandadescriptionofhowtheywillbemaintained�  ScopebaselineincludingtheScopeStatement,WorkBreakdownStructure

(WBS),andWBSDictionary�  Schedulebaseline–usedtocompareagainstactuals�  Costbaseline–usedtocompareagainstactual

�  Requirementsandtechniquesforcommunicationamongstakeholders�  Keymanagementreviewsforcontent,theextentof,andtimingto

address,openissuesandpendingdecisions.10

PlansAreDifferentFromTheOtherProjectDocuments

11

PMBOKStdV6Table1-2

Allplansanddocumentsaretailoredtotheneedsoftheprojectinaccordancewithcompanypolicies,legalrequirementsandcontractualrequirements

AnOverview

12

ProjectManagementProcessGroupsandKnowledgeAreas

13PMBOKStdV6Table1-1

ProcessGroupsandKnowledgeAreas� Thereare5ProcessGroupsand10KnowledgeAreas(seeprecedingfigure)

� Thereareatotalof49differentprocessesspreadoverthese5ProcessGroups

� AsweexecuteanyPMLCall5Processgroupsareincluded� However,dependingontheprojectcharacteristicstherewillbesignificanttailoringintheactualexecutionoftheprojectmanagement

� Rememberthemanagementprocessesaredifferentfromtheprocessesdoneinperformingthework� Designingawebsiteoradatabasehasitsowninternalprocessesforcreatingtheproduct

14

TheInitiatingProcessGroup(1)�  TheInitiatingProcessGroupconsistsofthoseprocessesperformedtodefineanew

projectoranewphaseofanexistingprojectbyobtainingauthorizationtostarttheprojectorphase.�  Initiationcanbeperformedmorethanonceonprojects,ifauthorizationisrequiredto

movetoanewiterationorincrement�  Initiatingprocessesareusedto

�  Gainunderstandingofaprojectatahighlevel�  Authorizefundingfortheproject�  Identifyaprojectmanagerandauthorizehimorhertoapplyorganizationalresourcesto

theproject.�  IdentifykeystakeholdersandtheircharacteristicsanddocumenttheminaStakeholder

Register.�  Identifytheclearbusinessneed(s)fortheproject

�  Projectscanbeauthorizedbyvariousmethods.�  Sometimesaportfoliosteeringcommitteeauthorizesprojects.�  SomeorganizationsusetheProjectManagementOffice(PMO)toprioritizeand

authorizethem.�  Inotherorganizations,theprojectsponsorhastheauthoritytoinitiateaproject.�  EvenafterwinninganRFPyoustillgothroughthisprocess

�  Poorprojectinitiationcanleadto�  Lessenedprojectmanagerauthority�  Uncleargoalsanduncertaintyaboutwheretheprojectisgoing�  Poorcommunications�  Pooroverallplanning

15

TheInitiatingProcessGroup(2)

16

PMBOKStdV6Figure2-2

ThePlanningProcessGroup(1)

� ThePlanningProcessGroupconsistsofthoseprocessesrequiredtoestablishthescopeoftheproject,refinetheobjectives,anddefinethecourseofactionrequiredtoattaintheobjectivesthattheprojectwasundertakentoachieve.� Muchofwhatmanagersdoonaday-to-daybasisisplanning.

� Ofcourse,agooddealofplanninghappensatthebeginningofaproject,butplanningcontinuesthroughoutthecourseoftheprojectaswell.

17

ThePlanningProcessGroup(2)�  ThePlanningProcessGroupincludesallprocessesrelatedtoansweringtwoquestions:“Whatwillyoudo?”and“Howwillyoudoit?”Theseprocessesinclude:�  Definingalloftheworkoftheproject�  Estimatinghowlongitwilltaketocompletethework�  Estimatingthetotalcostofthework�  Sequencingthework�  Estimatingtheresourcesrequiredtoperformthework�  Buildingtheinitialprojectschedule�  Analyzingandadjustingtheprojectschedule�  WritingaRiskManagementPlan�  DocumentingtheProjectPlan

�  Includesallcomponentplansaspreviouslydescribed�  Gainingseniormanagementapprovaltoexecute/launchtheproject

18

ThePlanningProcessGroup(3)

19PMBOKStdV6Figure3-1

ProgressiveElaborationInPlanning

� ProgressiveElaboration�  TheiterativeprocessofincreasingthelevelofdetailinaProjectManagementPlanasgreateramountsofinformationandmoreaccurateestimatesbecomeavailable.

� RollingWavePlanning�  Theiterativeplanningtechniqueinwhichtheworktobeaccomplishedintheneartermisplannedindetail,whiletheworkinthefutureisplannedatahigherlevel.�  Thistypeofplanningistypical,evenontraditionalprojects

20

PlanningLoops

� Planningprocesseswilloverlapandinteractthroughouttheprojectinmanydifferentways�  Therearecertainplanningprocessesthatbytheirnaturecreateplanningloopsthatgothroughseveraliterationsbeforetheyarereadytobebaselined

� Developingaprojectmanagementplanandthesubsidiaryplansthatarepartofitcreatesaloopthatallowsforcontinualupdateandrefinement

�  Planningwillcontinuethroughouttheproject–itissubjecttoprogressiveelaboration

�  Planningisintegrativeinnature�  Itisbasedonmanyfactors,someofwhichchangeovertime

21

TheExecutingProcessGroup(1)�  TheExecutingProcessGroupconsistsofthoseprocessesperformedto

completetheworkdefinedintheprojectmanagementplantosatisfytheprojectspecification.Theseprocessesinclude:�  Implementingtheprojectmethodologyandfollowingtheproject

lifecycle�  Integratingworkfromallexecutingprocesses�  Directingandmanagingallproductwork

�  Performingqualityassurance�  Staffing,developingandmanagingtheprojectteam�  Obtainingandmanagingallotherprojectresources�  Creatingdeliverablesthatmeetprojectrequirements�  Managingprojectcommunications�  Implementingriskresponses�  Generatinginformationaboutprojectstatus�  Generatingchangerequests�  Procuringandutilizingresourcematerials,supplies,andequipment�  Collectinglessonslearnedandcontinuouslyimprovingtheteam’s

processes�  Managingstakeholderengagement

22

TheExecutingProcessGroup(2)

23PMBOKStdV6Figure4-1

TheMonitoringandControlProcessGroup(1)�  TheMonitoringandControlProcessGroupconsistsofthoseprocessesrequiredto

track,review,andregulatetheprogressandperformanceoftheproject;identifyanyareasinwhichchangestotheplanarerequired;andinitiatethecorrespondingchanges.Theseprocessesinclude:�  Comparingplannedresultswithactualresults

�  Analyzingvariances�  Providingforecasts�  Reportingperformance�  Assessingoverallprojectperformance

�  Validateandcontrolscope�  Controlschedule�  Controlcosts�  Controlquality

�  Ensuringdeliverablesarecorrect�  Controlresources�  Monitorcommunications�  IntegratingapprovedchangesintotheProjectManagementPlanandtheproject

documents�  Determiningifactionisneeded,andwhattherightactionis�  Ensuringapprovedchangesareimplementedcorrectly

�  Monitorrisks�  Controlprocurements�  Controlstakeholderengagement

24

TheMonitoringandControlProcessGroup(2)

25

PMBOKStdV6Figure5-1

TheClosingProcessGroup(1)�  TheClosingGroupconsistsofthoseprocessesperformedtofinalizeallactivitiesacrossalltheProjectManagementProcessGroupstoformallyclosetheprojectorphase.Accomplishmentsofthisgroupinclude:�  Actionsandactivitiesnecessarytosatisfycompletionorexitcriteriaforthephaseoftheprojectsuchas:�  Ensuringthatalldocumentsanddeliverablesareup-to-dateandall

issuesresolved�  Confirmingdeliveryandformalacceptanceofdeliverables�  Ensuringallcostshavebeencharged�  Closingallprojectaccounts�  Reassigningpersonnel�  Dealingwithexcessprojectmaterials�  Reallocatingprojectfacilities,equipment,andotherresources

26

TheClosingProcessGroup(2)

� Accomplishmentsofthisgroupinclude:�  Activitiesrelatedtocompletionofcontractualagreementssuchas:�  Confirmingformalacceptanceofthework�  Finalizingopenclaims�  Updatingrecords�  Archivingdata

�  Activitiesneedtodevelop,collect,transferandarchivelessonslearnedintermsoftheprocessesorproduct

�  Activitiesnecessarytotransfertheproject’sproductsandservicesorresultstothenextphaseortoproduction/operations

�  Activitiesformeasuringstakeholdersatisfaction27

ProjectManagementProcessGroupInteraction

28

53©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

3

3 - PROJECT MANAGEMENT PROCESSES

InitiatingProcessGroup

Monitoringand

ControllingProcessGroup

PlanningProcessGroup

ExecutingProcessGroup

ClosingProcessGroup

Project Initiatoror Sponsor

Enterprise/Organization

Customer

Sellers

/��&#���(����!�"���!�"(���������$ �"

/� ����#&��)-����������'�#"'�/��#)&���'� ��(�#"�����&�(�&��

/�� �*�&�� �'/����"���&�%)�'('/��#&��$�&�#&!�"����"�#&!�(�#"/��� ��(���'� �&'

/�����$(����� �*�&�� �'/��&#�)&�!�"(��#�)!�"(�(�#"

NOTE:�������&��&��#((��� �"�'�&�$&�'�"(�&� �(�#"'��$'���(+��"��&#��''��&#)$'��(��� ���(�&��#((��� �"�'��&���,(�&"� �(#�(����&#��''��&#)$'�

/��� �&����$&#$#'� '

/��&#�)&�!�"(����#"(&��(��+�&��

/���%)�&�!�"('

/����!�"�������&��!�"('

/��&��"�.�(�#"� ���$&#��''��''�('/�"(�&$&�'������"*�&#"!�"(� �������(#&'

/��(����# ��&����&���'(�&/��(����# ��&����!�"���!�"(����'(&�(��-

/��&#���(������&(�&

/��&#�)&�!�"(�����#�)!�"('

/��&#���(�'(�(�!�"(�#��+#&�/��)'�"�''���'�/���&��!�"('

/���'#)&�������� �"��&'

/���"� �$&#�)�(����'�&*����#&�&�') (

/��$$&#*������"������&�%)�'('/��)� �(-��#"(&# ���!��')&�!�"('/���&�#&!�"���&�$#&('

ProjectDocuments

Figure 3-3. Project Management Process Interactions

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

PMBOKFigure3-3

§  TheassumptionofthePMIisthatfeedbackandchangeareanintegralpartofanyproject