project management processes 1

8/3/2019 Project Management Processes 1

http://slidepdf.com/reader/full/project-management-processes-1 1/29

Project ManagementProfessional



Project Management

Processes for a Project

Tamer George, PMP

Senior Technical Office Engineer

Orascom Construction Industries



Project Management ProcessesProject Management

Ø The application of knowledge, skills, tools, and techniques to project activities to meet projectrequirements.

Ø Accomplished through Processes, that receive inputs and generate outputs.

Ø A process is a set of interrelated actions and activities performed to achieve apre-specified product, service, or result.

Ø The project manager must consider organizational process assets and enterprise environmental factors.



Project Management ProcessesProject Management Team

Ø Select appropriate processes required to meet the project objectives.

Ø Use a defined approach that can be adopted to meet requirements.

Ø Comply with requirements to meet stakeholder needs, and expectations.

Ø Balance the competing demands of Scope, Time, Cost, Quality, Resources, and Risk to produce the specifiedproduct, service, or result.



Project Management Process

GroupsInitiating Process Group

Ø Define a new project or a new phase of an existing project by obtaining authorization tostart the project or phase.

Planning Process Group

Ø Establish the scope of the project, refine the objectives, and define the course of actionrequired to attain the objectives that the project was undertaken to achieve.

Executing Process Group

Ø Complete the work defined in the project management plan to satisfy the specifications.



Project Management Process

GroupsMonitoring and Controlling Process Group

Ø Track, review, and regulate the progress and performance of the project.

Ø Identify any areas in which changes to the plan are required, and initiate the correspondingchanges.

Closing Process Group

Ø Finalize all activities across all process groups to formally close the project or phase.



Project Management ProcessGroupsInteractions

Ø The application of the project management processes is iterative, and many processes are repeatedduring the project.

Ø The integration nature of project management requires the Monitoring and Controlling Process Group tointeract with the other Process Groups.



Project Management ProcessGroupsInteractions

Ø Project management process groups are linked by the outputs they produce.

Ø The Process Groups are overlapping activities that occur throughout the project.

Ø The output of one process generally becomes an input to another process or is a deliverable of the project.



Project Management ProcessGroups

The

Process

Groups

Are

Not

Project

Phases

The

Process

Groups

Would

NormallyRepeated

For

Each

Phase



Project Management42 Logically grouped project management processes.

9 Knowledge Areas.

Ø Integration, Scope, Time,Cost, Quality, Human Recourses,

Communications, Risk, Procurement.

5 Process Groups.

Ø Initiating, Planning, Executing,

Monitoring and Controlling, Closing.



Project Management ProssesMapping



Initiating Process GroupØ Identify the initial scope.

Ø Commit initial financial resources.

Ø Identify internal & external stakeholders.

Ø Assign the project manager.

Ø Issue and approve the project charter.

Involving the customers and other stakeholders during initiation generally improves the probability of shared ownership, deliverableacceptance, and customer and other stakeholders satisfaction.



Initiating Process GroupProject Charter

Ø Project Title and Description.3

Ø Project Manager assigned and authority level.

Ø Business need.

Ø Project justification.

Ø Resources Pre-assigned.

Ø Stakeholders.

Ø Stakeholder requirements.

Ø Product description.

Ø Constraints and Assumptions.

Ø Project Sponsor approval.



Planning Process GroupØ Develop the project management plan and the project documents that will be used to carry out the project.

Ø Explore all aspects of the scope, time, costs, quality,

communication, risk, and procurements.

Ø Establish the total scope.

Ø Define and refine the objectives.

Ø Develop the course of actions required to attain those deliverables.

Rolling wave planning

Ø As more project information are gathered and understood,additional planning may be required.

Ø Significant changes occurring throughout the project life cycletrigger a need to revisit one or more of the planning processes.



Planning Process Group



Executing Process GroupØ Complete the work defined in the project management plan to satisfy the project specifications.

Ø Coordinating people and resources.

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

Ø Results may require planning updates and re-baselining.

Changes to expected activity durations.

Changes in resource productivity and availability.

Unanticipated risks.

Ø Analyze and develop appropriate project management responses.

Ø Identify change requests, if approved, may modify the project management plan or other project documents andpossibly require establishing new baselines.

Ø Expend the large portion of the project’s budget.



Executing Process Group



Monitoring and Controlling ProcessGroupØ Track, review, and regulate the progress and performance of the project.

Ø Identify any areas in which changes to the plan are required, and initiate the corresponding changes.

Ø The performance is observed and measured regularly and consistently to identify variances from theproject management plan.

Ø

Controlling changes and recommending preventiveaction in anticipation of possible problems.

Ø Monitoring the ongoing project activities against

the project management plan and the project performance baseline.

Ø Influencing the factors that could circumvent integrated change control so only approved changes areimplemented.

Ø Coordinates project phases in order to implement corrective or preventive actions to bring the projectinto compliance with the project management plan.



Monitoring and Controlling ProcessGroup



Closing Process GroupØ Obtain acceptance by the customer or sponsor.

Ø Conduct post-project or phase-end review.

Ø Record impacts of tailoring to any process.

Ø Document lessons learned.

Ø Close out procurements.

Ø Apply appropriate updates to organizational process assets.

Ø Archive all relevant project documents to be used as historical data.



Question The high-level project schedule constraints have just been determined. What project management processgroup are you in?

A. Initiating.

B. Planning.

C. Executing.

D. Monitoring and controlling.

Answer: A



QuestionA project manager gets a call from a team member notifying the project manager that there isa variance between the speed of a system on the project and the planned speed. The project

manager is surprised because that performance measurement was not identified in planning.If the project manager then evaluates whether the variance warrants a response, the projectmanager is in what project management process?

A. Initiating.

B. Executing.

C. Monitoring and controlling.

D. Closing.

Answer: C



Question The first phase of your project has come to an end. What should you ensure is done BEFOREbeginning the next phase?

A. Verify that the resources are available for the next phase.

B. Check the project’s progress compared to its baselines.

C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted.

D. Recommend corrective action to bring the project results in line with project expectations.

Answer: C



QuestionAll of the following occur during the planning process group EXCEPT:

A. Develop Project Charter.

B. Create WBS.

C. Estimate Costs.

D. Sequence Activities.

Answer: A



Question The person who should be in control of the project during project management planning is the:

A. Project manager.

B. Team member.

C. Functional manager.

D. Sponsor.

Answer: A



QuestionWhich of the following is NOT an input to the initiating process group?

A. Company processes.

B. The company culture.

C. Historical WBSs.

D. Project scope statement.

Answer: D



QuestionDuring a team meeting, a team member asks about the measurements that will be used on theproject to judge performance. The team member feels that some of the measures related to

activities assigned him are not valid measurements. The project is BEST considered in what partof the project management process?

A. Closing.

B. Monitoring and controlling.

C. Executing.

D. Initiating.

Answer: C



Question The project sponsor has just provided the preliminary project scope statement. What is the NEXT thing to do?

A. Begin to complete work packages.

B. Complete scope verification.

C. Start integrated change control.

D. Start to create management plans.

Answer: D



Thank you

project management processes 1

Documents