Project Management A brief Introduction February 2022 CONTENTS 1 2 3 4 5 Introduction Project, Program, Portfolio and OPM Project Life Cycle Project Management Processes EY’s Project Management Methods 1 Introduction What is a Project ? “ A project is a temporary endeavour undertaken to create a unique product, service, or result. ” Project Timelines Has a definite timelines with START and END dates Page 4 Resources Tools Team Project has a definite and limited resources Special tools and techniques are used in a project Diverse teams stretching across departments Projects Initiation Context Why Project Starts? Start Examples of Project • Developing a new Product, service, or result • Effecting a change in the structure, process, staffing, or style of an organisation • Developing or acquiring a new or modified information system (hardware or software) • Constructing a building, industrial plant, or infrastructure; or • Implementing, Improving or enhancing existing business process and procedures Demand in Market Strategic Opportunity Customer Requirement Technology Advancement Statutory & Legal Requirement Social or Business Requirement Page 5 Objectives are acquired End Objectives won’t / can’t be met Project’s Competing Factors (Constraints) ► Project Manager has to balance the competing factors (included but not limited to) like Scope, Schedule & Cost along with Quality ► It is the Project Manager’s duty to balance and achieve these often-competing goals Time Page 6 Risk Cost Scope Quality Resources Importance of Project Management “Project Management is the application of knowledge, skills, tools and techniques to meet the project requirements. ” Poorly Managed Project Effectively Managed Project Meet business objectives Failure in achieving the objectives Satisfy stake holder expectations Missed deadlines Increase chances of success Cost overruns Manage constraints Poor quality Respond to risks in a timely manner Rework Deliver the right products at the right time Unsatisfied stakeholders Manage change in a better manner Loss of reputation for the organization Page 7 Project Management Terminologies Page 8 Project Charter CCB CBA BAC WBS RAID RACI RBS CPM CSF PERT RAG Project Management Methodology The use of a methodology brings in consistency of approach across Projects, which defines how Projects should be: Templates Planned Project Management Methodology Monitored Controlled within an Organization Policies Guidelines Standards Page 9 Processes Tailoring ► Selection ► Tailoring ► Done of appropriate processes, tools, inputs, outputs, techniques & lifecycle phases considers project constraints, governance, culture, customer by the Project Manager in a collaborative manner ► Organization may tailor Project Management methods to suit them, and provide additional tailoring guidelines for individual projects Page 10 2 Project, Program and Portfolio Projects and Strategic Planning ► Projects, within programs or Portfolio, are a means of achieving organizational goals and objectives, often in the context of strategic plan ► Program and Project Management focuses on doing programs and projects the “right” way and, ► Portfolio Management focuses on doing the “right” programs and projects • Portfolio Management aligns portfolios with organizational strategies by selecting the right programs or projects, prioritizing • Program Management harmonizes its program components and controls interdependencies in order to realize specified benefits • Project Management enables the achievements of organizational goals and objectives Page 12 Project, Program and Portfolio Portfolio is a collection of projects or programs Portfolio and other work that are grouped together to facilitate effective Project management of that work to meet strategic business Program 1 Program 2 Program 3 objectives Program is a collection of project that are interrelatedProject Project Project and/or interdependent and obtains benefits not Project Project Project Project available from individual components Multiple inter-related projects can be in parallel, Page 13 both dependent in series, or in a combination of 3 Project Lifecycle Project Life Cycle ►A project Life cycle is the series of phases that a project passes through from its initiation to its closure ► All projects are divided into phases ► A life cycle can be determined by the unique aspects of the organization, industry or technology employed ► A life cycle provides basic frame work for managing the project Feasibility Analysis Design Implementation Page 15 Project Lifecycle Project Life Cycle In Different Industries There are various Project Life cycle phase for different kind of business. For Example PMBOK Guide Key IT Software Component Brief Description Development ► Requirement Gathering ► Feasibility ► Planning and Design ► Analysis ► Construct ► Design ► Turnover ► Development ► Testing ► Implementation Page 16 Construction Pharmaceuticals ► Discovery screening ► Preclinical and Startup and Development ► Registration ► Post workup submission activities Phase To phase Relationship • There are two basic types of Phase to Phase relationships: Sequential • A phase can only start once the previous phase is complete Phase to Phase Relationship • A phase starts prior to completion of the previous phase (Fast tracking) Overlapping • Overlapping phase may increase risk and can result in rework Page 17 4 Project Management Key Component Project Management Key Components These components, when well managed, result in successful project completion Key Component Project Life Cycle Project Phase Phase Gate Project Management Processes Project Management Process Group Project Management Knowledge Area Page 19 Knowledge Areas and Processes • • • • • • • • • • Plan Risk Management Identify Risks Direct and Manage project Work Monitor and Control Project Work Perform integrated Change Control Close Project or Phase Plan Procurement Management Conduct Procurements Control Procurements Close Procurement 8. Risk • • • • Identify Stakeholders Manage Stakeholder Management Plan Stakeholder Management Control Stakeholder Management 10. Integration 9. Stakeholders • • • • • • Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope 2. Time • • • • • • Plan Schedule Management Define Activities Sequence activities Estimate Activity Resources Develop Schedule Control Schedule 3. Cost • • • • Plan Cost Management Estimate Costs Determine Budget Control Costs 1. Scope 7. Procurement Project Management • • • Plan Communications Management Manage Communications Control Communications • • • • Plan Human Resource Management Acquire Project Team Develop Project Team Manage project Team Page 20 6. Communications 4. Quality 5. Human Resources • • • Plan Quality Management Perform Quality Assurance Control Quality 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 • • • • • • What is a Process ? ► Process is a set of interrelated action and activities to create pre-specified product, result or service ► Each Process is characterized by its input, the tools and techniques that can be applied, and the resulting outputs Process Tools and Techniques INPUTS Page 21 OUTPUTS Process Categories Processes used once or at predefined points in the project ► The processes like Develop Project Charter and Close Project or Phase are examples Processes that are performed periodically as needed ► ► The Process Acquire Resources is performed as resources are needed The process Conduct Procurements is performed prior to needing the procured item Processes that are performed continuously throughout the project The process Define Activities may occur throughout the project life cycle ► Many of the monitoring and control processes are ongoing from the start of the project, until it is closed ► Page 22 Process Groups 01 Initiation 03 Execution 05 Closing In this, a decision making team will identify if the project can realistically be completed In this, resource’s task are distributed and the team is informed of responsibilities In this, an evaluation is done to highlight the project success and/or learn from project history Page 23 02 Planning 04 Monitoring & Control In this, a team should prioritize the project, calculate a budget and schedule and determine what resource are needed In this, the project managers adjust the schedule and do what is necessary to keep the project on track Knowledge Areas and Processes 1. Project Scope Management Project Scope Management Scope Management 1 Project Scope Management 2 Scope Management Overview 3 Scope Management Processes Scope Management Process Page 25 Collect Requirement Collect Requirement Description Description Description Page 27 ► Collect Requirements is the process of determining ,documenting and managing stakeholder needs and requirements to meet objectives ► It provides the basis for defining the product scope and project scope ► This process is performed once at predefined points in the project Collect Requirement Inputs Project Charter Enterprise Environmental Factors Organizational Process Assets Project Management Plan Project Documents Business Documents Inputs Agreements Page 28 Collect Requirement Tools & Techniques Expert Judgement Data Gathering Interpersonal and Team Skills Tools & Techniques Page 29 Data Representation Data Analysis Context Diagram Prototypes Decision Making Collect Requirement Outputs Requirements Traceability Matrix 1 Requirements Documentation Outputs Page 30 2 Define Scope Define Scope Description Description Description Page 32 ► Define Scope is the process of developing a detailed description of the project and product ► It describes product, service or result boundaries and acceptance criteria Define Scope Inputs Project Charter Project Management Plan Inputs Enterprise Environmental Factors Project Documents Organizational Process Assets Page 33 Define Scope Tools & Techniques Expert Judgement Decision Making Interpersonal and Team Skills Product Analysis Tools & Techniques Data Analysis Page 34 Define Scope Outputs Project Document Updates 1 Project Scope Statement Outputs Page 35 2 Create WBS Create WBS Description Description Description Page 37 ► Create WBS is the process of subdividing project deliverables and project work in to smaller, more manageable components ► It provides a framework of what has to be delivered ► This process is performed once at predefined points in the project Create WBS Inputs Organizational Process Assets Enterprise Environmental Factor Inputs Inputs Project Management Plan Project Documents Page 38 Create WBS Tools & Techniques Expert Judgement Tools & Techniques Page 39 Decomposition Create WBS Outputs Project Document Updates 1 Scope Baseline Outputs Page 40 2 Validate & Control Scope Validate and Control Scope Description Description Description Page 42 ► Validate Scope is the process of formalizing acceptance of the completed project deliverables ► It brings objectivity to the acceptance process and increases the probability of final product, service and result ► Control scope is the process of monitoring the status of the project and product scope ► It manages the changes incorporated to the scope baseline that is maintained throughout the project Validate and Control Scope Inputs Work Performance Data Verified Deliverables Inputs Inputs Project Management Plan Project Documents Page 43 Validate and Control Scope Tools & Techniques Inspection Decision Making Tools & Techniques Page 44 Validate and Control Scope Outputs Change Request Accepted Deliverables 1 2 Work Performance Information Outputs Page 45 3 4 Project Document Updates Knowledge Areas and Processes 2. Project Schedule Management Project Schedule Management Schedule Management Process 1 Plan Schedule Management 2 Define & Sequence Activities 3 Estimate Activity Duration 4 Develop Schedule Schedule Management Process 5 Page 47 Control Schedule Project Schedule Management Tailoring Considerations All the process of Schedule management are applied in a tailored way to make it a unique project Life Cycle Approach Resource Availability Project Dimensions Technology Support Tailoring Considerations Page 48 Plan Schedule Management Plan Schedule Management Description Description Description Page 50 ► Plan Schedule Management is the process of establishing the policies, procedures and documentation ► It helps in planning, developing, managing, executing and controlling the project procedure ► It provides guidance and direction on how the project schedule will be managed through out the project Plan Schedule Management Inputs Enterprise Environmental Factors Project Management Plan Scope baseline Other information • • • • • • Organizational Structure Resource availability PM software Published commercial Information Inputs Organizational Process Assets Project Charter • Page 51 It defines the summary milestone schedule and project approval • • • • Monitoring &reporting tools Historical Information Project closure Guidelines Change and risk control procedure Plan Schedule Management Tools & Techniques Expert Judgement Data Analysis Tools & Techniques Page 52 Plan Schedule Management Outputs (1/2) Project Schedule Model Development 1 2 Level of Accuracy Outputs Page 53 Project Schedule Model Maintenance Unit of Measure 3 4 Control Thresholds 5 Plan Schedule Management Outputs (2/2) Performance Measurement 6 Organizational Procedure Links Outputs Page 54 7 Reporting formats 8 Release Of Iteration Length 9 Define & Sequence Activities Description Description Description Page 55 ► Define activities is the process of identifying and documenting the specific actions that need to be performed to produce the project deliverables ► It provides a basis for estimating , scheduling , executing , monitoring and controlling the project work ► Sequence Activities is the process of identifying and documenting relationships among various project activities ► It helps in defining the logical sequence of the work to obtain the greatest efficiency given all project constraints Define & Sequence Activities Inputs Enterprise Environmental Factors Project Management Plan • • • • • Project Management Plan which includes schedule management plan and scope baseline Government /Industry standard PMIS Scheduling tool Organization work authorization system Inputs Organizational Process Assets Project Charter • Page 56 It defines the summary milestone schedule and project approval • • • • Templates Standardized Project Files Templates Existing formal and informal activity planning Define & Sequence Activities Tools & Techniques Expert Judgement Decomposition & Dependency Tools & Techniques Page 57 Precedence Diagramming Method Rolling Wave Planning Meetings Leads and Lags Define & Sequence Activities Outputs 1 2 Change Request Outputs Page 58 Project Management Plan Updates Milestone List Activity List & Attributes 3 4 Project Schedule Network Diagram 5 6 Project Document Updates Estimate Activity Duration Estimate Activity Duration Description Description Description Page 60 ► Estimate Activity Duration is the process of estimating the number of work periods needed to complete individual activities with estimated resources ► It provides the amount of time each activity will take to complete ► It act as a major input into the develop schedule process Estimate Activity Duration Inputs Project Management Plan Project Management Plan includes schedule management plan scope baseline • • • • • Enterprise Environmental Factors Duration estimating database Productivity metrics Published commercial information Location of team members Inputs Organizational Process Assets Project Charter • • • • • • Page 61 Activity attributes Activity list Assumption Logs Lesson learned Register Milestone list Project Team • • • • Historical duration Information Project calendars Scheduling methodology Lesson leaned Estimate Activity Duration Tools & Techniques Expert Judgement Parametric Estimating Analogous Estimating Bottom Up Estimation Decision Making Meetings Tools & Techniques 3-Points Estimating Page 62 Data Analysis Estimate Activity Duration Outputs Project Document Updates Duration Estimates 1 2 Basis of Estimates Outputs Page 63 3 Develop & Control Schedule Develop & Control Schedule Description Description Description Page 65 ► It is the process of analysing activity sequence, duration, resource requirements and schedule constraints to create the project schedule model. ► It generates a schedule model with planned dates for completing project activities Develop Schedule Inputs Enterprise Environmental Factors Project Management Plan Project Management Plan includes schedule management plan scope baseline • Duration estimating database Productivity metrics Detail of to perform the project work to meet contractual commitments • • • Inputs Organizational Process Assets Project Charter • • • • • • Page 66 Activity attributes Activity list Assumption Logs Lesson learned Register Milestone list Project Team • • Scheduling methodologies Project Calendars Develop & Control Schedule Tools & Techniques Schedule Network Analysis Data Analysis Tools & Techniques Resource Optimization Schedule Comparison Page 67 Critical Path Method Leads and Lags PMIS Schedule Comparison Develop & Control Schedule Outputs Schedule Baseline 1 2 Schedule Forecasts Outputs Page 68 Project Management Plan Updates Schedule Data 3 4 Project Calendars 5 6 Change Requests Knowledge Areas and Processes 3. Project Cost Management Project Cost Management Cost Management Process 1 Plan Cost management 2 Estimate Costs 3 Determine Budget 4 Develop Schedule Cost Management Process 5 Page 70 Control Cost Project Cost Management Types of Cost Fixed Cost 1 Page 71 Variable cost 2 Direct Cost 3 Indirect Cost 4 Sunk Cost 5 Plan Cost Management Plan Cost Management Description Description Description Page 73 ► Plan Cost management is the initial process of project cost management where you will be defining how the costs of the project will be estimated, budgeted, managed, monitored and controlled. ► Generally techniques like WBS(work breakdown structures)or historical data of similar kind of projects are used for defining the cost resource requirements which include time, material , labor ,equipment etc. ► This process gives a rough outline of the number of resources involved and shows the optimum path to manage the project costs throughout the project lifecycle. Plan Cost Management Inputs Enterprise Environmental Factors Project Charter The Project Charter provides the preapproved financial resources from which the detail Project costs are developed • • • • • • Organizational culture & structure Market Condition Currency Exchange rates Project Management information system Productivity Differences Inputs Organizational Process Assets Project Management Plan • • Page 74 Schedule Management Plan Risk Management Plan • • Historical information & lessons learned repository Existing cost estimating & budgeting related policies, procedures and guide lines Plan Cost Management Tools & Techniques Expert Judgement Data Analysis Tools & Techniques Page 75 Meetings Plan Cost Management Outputs Cost Management Plan 1 Outputs Page 76 Estimate Cost Estimate Cost Description Description Description Page 78 ► This is the second process of the project cost management plan that helps in estimating the cost of the resources required for project completion. ► Since cist is an important variable that ensure project success, you have to be very careful while producing the estimated amount of the total project cost. ► Throughout the project lifecycle, this process is performed at periodical intervals. ► A project manager uses various methods to estimate cost depending on the amount of information available. Plan Cost Management Inputs Enterprise Environmental Factors Project Management Plan Cost Management Plan Quality Management Plan Scope baseline Project scope statement Work breakdown structure WBS dictionary • • • • • Inputs • • • • Organizational Process Assets Project Documents • • • • Page 79 Lessons learned register Project schedule Resource requirements Risk register Market Condition Exchange rates and inflation Published commercial information • • • • Cost estimating policies Cost estimating templates Historical information Lesson learned repository Estimate Cost Tools & Techniques Expert Judgement Analogous Estimating Bottom Up Estimating Parametric Estimating Project Management Information System Decision Making Tools & Techniques 3-Points Estimating Page 80 Data Analysis Estimate Cost Outputs Project Document Updates Cost Estimates 1 2 Basis Of Estimates Outputs Page 81 3 Determine Budget Determine Budget Description Description Description ► ► ► ► ► Page 83 Determine Budget is the third process of this knowledge area where the estimated cost of individual activities or task is summed up to draw the cost baseline The cost baseline of the budget includes all the authorized funds that are essential for project execution This budget basically includes various reserves of contingency while keeping the management reserves far at the bay Cost baseline is an authorized time phased budget that is used as the initial point for monitoring and calculating the project performance and progress This process is executed at specific points in a project which are generally predefined Determine Budget Inputs Enterprise Environmental Factors Project Management Plan Cost Management Plan Resource Management Plan Scope baseline • • • • • Factor that can influence the estimate costs process Agreement information and cost relating to products, services, or result Inputs Organizational Process Assets Project Documents • • • • • • Page 84 Business case Benefits Management Plan Basis of Estimates Cost Estimates Project Schedule Risk Register • • • • Existing cost budgeting related policies, procedures and guidelines Historical Information and lessons learned repository Cost Budgeting Tools Reporting Methods Determine Budget Tools & Techniques Expert Judgement Historical Information Review Cost Aggregation Data Analysis Tools & Techniques Fund Limit Reconciliation Page 85 Financing Determine Budget Outputs Project Document Updates Cost Baseline 1 2 Project Funding Requirements Outputs Page 86 3 Control Cost Control Cost Description Description Description ► ► ► ► Page 88 Control Cost is the final process of project cost management which is primarily concerned with the measurements of variances of the actual cost from the proposed baseline Various methods and procedures are implemented here to track the project performance and expenses against its progress rate. Meanwhile ,all these variances are recorded and compared with the actual cost baseline Control cost process will be responsible for explaining the reason for variance and further assist the project manager in taking corrective action to incur minimum cost. Control Cost Inputs Project Funding Requirements & Work Performance Data Project Management Plan Cost Management Plan Cost Baseline Performance Measurement baseline • • • • • Project status such as which cost have been authorized incurred invoiced and paid. The Project funding Requirements Inputs Organizational Process Assets Project Documents • Page 89 Examples of project documents that can be considered as inputs for this process includes but are not limited to the lessons learned register • • • • Existing cost budgeting related policies, procedures and guidelines Historical Information and lessons learned repository Cost Budgeting Tools Reporting Methods Control Cost Tools & Techniques Expert Judgement To –Complete Performance Index Tools & Techniques Page 90 Data Analysis Project Management Information System Control Cost Outputs Work Performance Information 1 2 Cost forecast Outputs Page 91 Project Document Updates Change Request 3 4 Project Management Plan Updates 5 Knowledge Areas and Processes 4. Project Quality Management Project Quality Management ► Quality Management is a process for ensuring that the project meets the needs it originally created to meet ► It also ensure that all project activities necessary to design, plan and implement a project are effective and efficient Validation Verification Project Quality Management Tolerance Precision Accuracy Page 93 Project Quality Management Tailoring Considerations All the process of quality Management are applied in a tailored way to make it a unique project Policy Compliance and Auditing Standards and Regularity Compliance Stakeholder Engagement Continuous Improvement Tailoring Considerations Page 94 Project Quality Management Quality Management Process 1 Plan Quality Management 2 Manage Quality 3 Control Quality Page 95 Quality Management Process Plan Quality Management Plan Quality Management Description Description Description Page 97 ► Plan Quality Management is the process of identifying quality requirements and the required standards for the project and its deliverables ► It provide guidance and direction on how quality will be managed and verified throughout the project ► This process is performed once at predefined points in the project Plan Quality Management Inputs Project Charter Project Management Plan Inputs Enterprise Environmental Factors Project Documents Organizational Process Assets Page 98 Plan Quality Management Tools & Techniques Expert Judgement Data Gathering Data Analysis Meetings Decision Making Tools & Techniques Data Representation Page 99 Test & Inspection Planning Plan Quality Management Outputs Project Management Plan Updates Quality Management Plan 1 2 Quality Metrics Outputs Page 100 3 4 Project Document Updates Manage Quality Manage Quality Description Description Description Page 102 ► Manage Quality is the process of translating the quality management plan into executable quality activities ► It helps to incorporate the organization’s quality policies in to the project ► It increase the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality Manage Quality Inputs Project Management Plan Inputs Organizational Process Assets Project Documents Page 103 Manage Quality Tools & Techniques Data Gathering Data Analysis Audits Design for X Data Representation Problem Solving Tools & Techniques Decision Making Page 104 Quality Improvement Methods Manage Quality Outputs Quality Reports 1 2 Test & Evaluation Docs Outputs Page 105 Project Management Plan Updates Change Request 3 4 Project Document Updates 5 Control Quality Control Quality Description Description Description Page 107 ► Control Quality is the process of monitoring and recording results gained after executing the quality management activities ► It helps to assess performance and ensure the project outputs are complete, correct and meet customer expectations ► It verifies that project deliverables and work meet the requirements specified by key stakeholders for final acceptance Control Quality Inputs Inputs Project Management Plan Enterprise Environmental Factors Organizational Process Assets Approved Change Requests Project Documents Work Performance Data Inputs Deliverables Page 108 Control Quality Tools & Techniques Data Gathering Data Analysis Testing/Product Evaluations Inspection Tools & Techniques Data Representation Page 109 Meetings Control Quality Outputs Quality Control Measurements 1 Work Performance Information 2 Project Management Plan Updates Outputs Page 110 3 Verified Deliverables 4 Project Document Updates 5 6 Change Requests Knowledge Areas and Processes 5. Project Resource Management Project Resource Management Trends and Emerging Practices • Project Resource Management includes the process to identify, acquire and manage the resources needed for the successful completion of the project Resource Management Methods Page 112 Emotional Intelligence Self-Organizing Team Virtual teams/Distributed Teams Project Resource Management Tailoring Considerations All the process of Resource management are applied in a tailored way to make it a unique project Diversity Industry Specific Resource Physical location Acquisition of Team Members Tailoring Considerations Management Of Team Page 113 Life Cycle Approaches Project Schedule Management Schedule Management Process 1 Plan Resource Management 2 Estimate Activity Resource 3 Acquire Resource 4 Develop & Manage Team Schedule Management Process 5 Page 114 Control Resource Plan Resource Management Plan Resource Management Description Description Description Page 116 ► Plan Resource Management is the first and initial step of the project resource management knowledge area ► It involves various aspects like defining the process of estimating, acquiring, managing and using physical and human resource ► This process is usually performed only once or at few predefined points throughout the project lifecycle to help in establishing the way of approach and level of management required for managing resource ► These aspect are majorly influenced by the type and complexity of the project Plan Resource Management Inputs Project Charter & Project management Plan The project charter provides the high –level project description and requirements Quality Management plan • Enterprise Environmental Factor • • • • Organizational culture and structure Geographic Distribution of facilities and resources Resource competencies and availability Marketplace condition Inputs Organizational Process Assets Project Documents • • • • Page 117 Project Schedule Requirements Documentation Risk Register Stakeholder Register • • • • HR policies and procedure Safety policies and security policies Templates for resource management plan Historical information for similar project Plan Resource Management Tools & Techniques Expert Judgement Data Representation Tools & Techniques Page 118 Meetings Organizational Theory Plan Resource Management Outputs Resource Management Plan 1 Project Document Updates 2 Team Charter Outputs Page 119 3 Estimate Activity Resources Estimate Activity Resources Description Description Description ► ► ► ► Page 121 Once you are done with planning, the next process is Estimate Activity Resource In the process, the resource required for the project along with their type and quantity of tools, equipment, raw material and supplier are being estimated This process is generally executed after specific time intervals throughout the project lifecycles With this you can pinpoint the what type of resource you need, in what amounts and what should be their characteristic in order to finish the project successfully Estimate Activity Resources Inputs Project Charter & Project management Plan High –level project description and requirements Quality Management plan • • Enterprise Environmental Factor • • • • • • Resource location Resource availability Team Resource Skills Organizational culture Published Estimating data Marketplace condition Inputs Organizational Process Assets Project Documents • • • • • • Page 122 Activity Attributes Activity List Assumption Logs Cost Estimates Resource calendars Risk register • • • • HR policies and procedure Safety policies and security policies Templates for resource management plan Historical information for similar project Estimate Activity Resources Tools & Techniques Expert Judgement Data Representation Tools & Techniques Page 123 Meetings Organizational Theory Estimate Activity Resources Outputs Resource Breakdown Structure Resource Requirements 1 2 Basis Of Estimates Outputs Page 124 3 4 Project Document Updates Acquire Resource Acquire Resource Description Description Description Page 126 ► This process deals with collecting the various human resource, facilities, tools and equipment's, supplies and raw materials required to deliver the project ► This process helps in outlining and guiding the selection process of the project resource and then assigning them to their specific activities/task. ► Thus it is performed at periodic intervals throughout the project lifecycle and helps in preventing running out of resource Acquire Resource Inputs Project Charter & Project management Plan Resource Management Plan Procurement Management Plan Cost baseline • • • Enterprise Environmental Factor • • • • Existing Information on organizational resources Marketplace condition Organizational structure Geographic Location Inputs Organizational Process Assets Project Documents • • • • Page 127 Project Schedule Resource calendars Resource Requirements Stakeholder Register • • Policies and procedures Historical Information and lesson learned repository Acquire Resource Tools & Techniques Decision Making Pre Assignment Interpersonal and Team Skills Tools & Techniques Page 128 Virtual Teams Acquire Resource Outputs Physical Resource Assignments Resource Calendar Project Management Plan Updates Enterprise Environmental factors Updates Project Team Assignments Project Document Updates Outputs Page 129 Organizational Process Assets Updates Change Request Develop Team Develop Team Description Description Description Page 131 ► This process purely concentrates on the developments of team bonding and assigning them with rewarding work ,future, opportunities ,and carrier development ► It helps in enhancing the overall team performance by improving team member competencies ,interactions and the environment ► This process is performed throughout the project lifecycles and intensifies teamwork improves interpersonal skills of the individuals, motivates the team and reduces attrition Develop Team Inputs • Enterprise Environmental Factor Project Charter & Project management Plan • Resource Management Plan • • Human Resource Management Policies Team member skills & competencies Geographic distribution of team members Inputs Organizational Process Assets Project Documents • • • • Page 132 Lesson Learned Register Project Team Assignments Resource calendars Team charter • Historical Information and lesson learned repository Develop Team Tools & Techniques Colocation Virtual Teams Communication Technology Interpersonal and Team Skills Recognition and Rewards Meetings Individual and Team Assessments Training Tools & Techniques Page 133 Develop Team Outputs Team Performance Assessments 1 Project management Plan updates 2 Organizational Process Assets Updates Outputs Page 134 3 Change Request 4 Project Document Updates 5 6 Change Requests Manage & Control Team Manage & Control Team Description Description Description Page 136 ► In this process, the project manager ensure that the resources that are assigned and allocated for the project activities are available & each and every team members performance is monitored and tracked, their problem areas are identified and the issues are resolved and feedbacks are given ► This process is generally performed throughout the project lifecycle and helps in influencing team behaviour, managing the conflicts and resolving brewing issues. ► They also monitor their estimated usage vs actual usage and subsequently take corrective action to keep the project on track Manage & Control Team Inputs Work Performance Report Physical and electronics representation of work performance information • EEF & OPA • • • • Human Resource Management PoliciesCertificates of appreciation Corporate Apparel, and Other organizational prerequisites • Inputs Team Performance Assessments Project Documents • • • • Page 137 Issue Log Lesson Learned Register Project Team Assignments Team Charter • The project management team makes ongoing formal or informal assessments of the project teams performance Manage & Control Team Tools & Techniques PMIS Virtual Teams Communication Technology Recognition and Rewards Interpersonal and Team Skills Meetings &Problem Solving Tools & Techniques Individual and Team Assessments Page 138 Training Manage & Control Team Outputs Team Performance Assessments 1 Project management Plan updates 2 Organizational Process Assets Updates Outputs Page 139 3 Change Request 4 Project Document Updates 5 6 Work Performance Information Knowledge Areas and Processes 6. Project Communication Management Project Communication Management Trends and Emerging Practices • Project Communication Management incudes the process necessary to ensure that the information needs of the projects and its stakeholders are met through development of artifacts and implementation of activities design to achieve effective information exchange Inclusion of stakeholders in project reviews Page 141 Inclusion of stakeholders in project meetings Increased use of social communication Multifaceted approaches to communication Project Communication Management Tailoring Considerations All the process of Resource management are applied in a tailored way to make it a unique project Stakeholders Communication Technology Physical Location Language Tailoring Considerations Change Management Page 142 Knowledge Management Project Communication Management Schedule Management Process 1 Plan Communication Management 2 Manage Communication 3 Monitor Communication Schedule Management Process Page 143 Plan Communication Management Plan Communication Management Description Description Description Page 145 ► Plan Communication Management is the initial process of project communication management knowledge area. In this process a systemic and effective plan is developed for the activities involved in project communication ► It majorly makes use of the information like the requirement of each and every stakeholders and teams, organizational assets available and the project needs Plan Communication Management Inputs Enterprise Environmental Factor Project Charter & Project Management Plan • Identifies the key stakeholders list Resource Management Plan Stakeholder Engagement Plan • • • • • • Organizational culture governance Framework Personnel Administration Policies Stakeholder risk threshold Establish communication Channels Inputs Organizational Process Assets Project Documents • • Page 146 Requirements Documentation Stakeholder Register • • Communication Requirements Stakeholders & communications data and info from previous projects Plan Communication Management Tools & Techniques Expert Judgement Communication Requirements Analysis Data Representation Communication Requirements Analysis Communication Technology Communication Methods Tools & Techniques Interpersonal and Team Skills Page 147 Meetings & Workshops Plan Communication Management Outputs Communication Management Plan 1 Project Document Updates 2 Project Management Plan Outputs Page 148 3 Manage & Monitor Communications Manage & Monitor Communications Description Description Description Page 150 ► Project communication management is manage communication which mainly aims to collect, create, distribute, store, retrieve ,manage, monitor and finally dispose of the project information in an appropriate and timely manner ► This process ensure that all the information needs and requirements of the project and the involved stakeholders are met by its completion ► It is performed throughout the project lifecycle in order to provide an effortless and efficient flow of information from the project team to stakeholder and vice-versa Manage & Monitor Communications Inputs Enterprise Environmental Factor Project Management Plan Resource Management Plan Communication management Plan Stakeholder Engagement Plan • • • • • • • Organizational culture governance Framework Personnel Administration Policies Stakeholder risk threshold Establish communication Channels Inputs Work Performance Report • • Page 151 Work Performance Report Can be presented as dashboards ,heat report, stop light chart or other representations Organizational Process Assets • • Communication Requirements Stakeholders & communications data and info from previous projects Manage & Monitor Communications Tools & Techniques Expert Judgement Communication Requirements Analysis Data Representation Communication Requirements Analysis Communication Technology Communication Methods Tools & Techniques Interpersonal and Team Skills Page 152 Meetings & Workshops Manage & Monitor Communications Outputs 1 2 Organizational Process Assets Updates Outputs Page 153 Work Performance Information Project management Plan updates Project Communication 3 4 Project Document Updates 5 6 Stakeholder Communication Plan Knowledge Areas and Processes 7. Project Risk Management Project Risk Management Trends and Emerging Practices • Project Risk Management include the process of conducting risk management planning, identification analysis, response planning, response implementation, and monitoring risk on a project. Non-Event Risk Page 155 Project Resilience Integrated Risk Management Virtual teams/Distributed Teams Project Risk Management Tailoring Considerations All the process of Resource management are applied in a tailored way to make it a unique project Diversity Industry Specific Resource Physical location Acquisition of Team Members Tailoring Considerations Management Of Team Page 156 Life Cycle Approaches Project Risk Management Risk Management Process 1 Plan Risk Management 2 Identifying Risk 3 Perform Risk Analysis 4 Plan Risk Response 5 Implement Risk Response 6 Monitor Risks Page 157 Risk Management Process Plan Risk Management Plan Risk Management Description Description Description Page 159 ► This process defines how to conduct risk management activities for a project ► This process helps in ensuring that the degree, type and visibility of risk management are proportionate to both risk and the importance of the project to the organization and other stakeholders ► It is performed once or at the predefined points in the project lifecycle Plan Risk Management Inputs Project Charter & Project management Plan The project charter provides the high –level project description and requirements Quality Management plan • Enterprise Environmental Factor • • • Organizational culture and structure Geographic Distribution of facilities and resources Resource competencies and availability Inputs Organizational Process Assets Project Documents • • • • Page 160 Project Schedule Requirements Documentation Risk Register Stakeholder Register • • Safety policies and security policies Historical information for similar project Plan Risk Management Tools & Techniques Expert Judgement Data Representation Tools & Techniques Page 161 Meetings Plan Risk Management Outputs Risk Management Plan 1 2 Project Document Updates Outputs Page 162 Identify Risks Identify Risks Description Description Description ► ► ► ► ► ► ► ► Page 164 Once you are done with planning, the next process is Estimate Activity This process is to identify the individual project risk as well as sources of overall project risk, and Resource documenting their characters In the process, the resource required for the project along with their type and quantity equipment, raw material supplier are being This process helpsofintools, documenting the existing individual risk and and the sources of overall project estimated risk This process is generally executed after specific time intervals throughout It alsoproject helps in lifecycles bringing together the information using which the project team can respond the appropriately to identified risks With this you can pinpoint the what type of resource you need, in what amounts what should bethe their characteristic in order to finish the This processand is performed throughout project project successfully Identify Risks Inputs Project Management Plan • • • • • • • Requirements Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Resource Management Plan Risk Management Plan Scope, schedule and cost baseline Enterprise Environmental Factor Project Documents • • • • • • • • Assumption Log Cost Estimates Duration Estimates Issue Log Lesson Learned Register Requirements Documentation Resource Requirements Stakeholder register • • • • Published material, including commercial risk databases or checklists Academic studies Benchmarking results Industry studies of similar projects Inputs Agreements The agreements have information such as milestone dates, contracts type, acceptance criteria and award and penalties Page 165 Organizational Process Assets Procurement Documentation The Procurement Documentation is updated throughout the project ,the most up to date documentation can be reviewed for risks • • • • Project file with actual data Organizational and Project process controls Risk statement Formats Checklists from previous similar projects Identify Risks Tools & Techniques Expert Judgement Data Gathering Data Analysis Interpersonal and Team Skills Tools & Techniques Prompt List Page 166 Meetings Identify Risks Outputs Project Document Updates Risk Register 1 2 Risk Report Outputs Page 167 3 Perform Qualitative & Quantitative Risk Analysis Perform Qualitative & Quantitative Risk Analysis Description Description Description Page 169 ► This process priorities the individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. ► The major benefit of this process is that it focuses efforts on high priority risk. ► This process numerically analyses the combined effect of identified individual project risk and other source of uncertainty on overall project objectives ► The main benefit of this process is that it quantifies overall project risk exposer and it can also provide additional quantitative risk information to support risk response planning ► This process is performed regularly throughout the project lifecycle Perform Qualitative & Quantitative Risk Analysis Inputs Project Management Plan • • • • Risk management plan Scope Baseline Schedule Baseline Cost Baseline Enterprise Environmental Factors • • Industry studies of similar projects Published material, including commercial risk databases and checklists Inputs Project Documents • • • • • • • • • Page 170 Assumption log Basis of Estimates Cost Estimates Cost Forecast Duration Estimates Milestone List Resource Requirements Risk Register and reports Schedule Forecast Organizational Process Assets • Information from similar completed projects Perform Qualitative & Quantitative Risk Analysis Tools & Techniques Expert Judgement Data Gathering & Analysis Risk Categorization Meetings Interpersonal and Team Skills Data Representation Representation and Uncertainty Data Representation Tools & Techniques Page 171 Perform Qualitative & Quantitative Risk Analysis Outputs Project Document Updates 1 Outputs Page 172 Plan Risk Responses Plan Risk Responses Description Description Description Page 174 ► This process helps in developing option ,selecting strategies and agreeing on action to address overall project risk exposure ,as well as to treat individual project risk ► It also identifies appropriate ways to address overall project risk and individual project risks ► This process also allocate resource and insert activities in to project document and the project management plan as needed ► This process is performed throughout the project Plan Risk Responses Inputs Enterprise Environmental Factors Project Management Plan • • • Resource management plan Risk management plan Cost Baseline • Risk appetite and threshold of key stakeholders Inputs Project Documents • • • • • • • • Page 175 Lesson Learned Register Project Schedule Project Team Assignment Resource calendars Duration Estimates Risk Register Risk reports Stakeholder Register Organizational Process Assets • • • Templates for the risk management plan, risk register, risk report Historical databases Lesson learned repositories from similar projects Plan Risk Responses Tools & Techniques Expert Judgement Data Gathering Interpersonal and Team Skills Data Analysis Contingent Response Strategies Strategies for Opportunities Tools & Techniques Strategies For Threats Page 176 Decision Making Plan Risk Responses Outputs Project Document Updates Change Requests 1 2 Project Management Plan Updates Outputs Page 177 3 Implement Risk Response Implement Risk Response Description Description Description Page 179 ► This process helps in implementing upon risk response plans ► Main benefit of this process is to ensure that agreed upon risk responses are executed as planned in the order to address overall project risk exposure, minimized individual project threats and maximize individual project opportunities ► This process is performed throughout the project Implement Risk Response Inputs Project Documents Project Management Plan • Risk Management Plan • • • Inputs Organizational Assets • Page 180 Lesson learned repository from similar completed projects Lesson Learned Register Risk Register Risk Report Implement Risk Response Tools & Techniques Interpersonal And Team Skills Project Management Information System (PMIS) Tools & Techniques Page 181 Expert Judgement Monitor Risk Monitor Risk Description Description Description Page 183 ► This process mainly monitors the implementation of agreed upon risk response plans, tracking identified risk ,identifying and analysing new risks and evaluating risk process effectiveness throughout the project ► This process helps in enabling the project decision to be based on current information about overall project risk exposure and individual project risk ► This process is performed throughout the project Monitor Risk Inputs Project Management Plan • Risk management plan Work Performance Report • Provide Information From performance measurement Inputs Work Performance data Project Documents • • • • Page 184 Lesson Learned Register Issue Log Risk Register Risk reports • Data On Project Status Monitor Risk Tools & Techniques Data Analysis Audits Tools & Techniques Page 185 Meetings Monitor Risk Outputs Work Performance Information 1 2 Change Request Outputs Page 186 Organizational Process Asset Updates Project management Plan updates 3 4 Project Document Updates 5 Knowledge Areas and Processes 8. Project Procurement Management Project Procurement Management Trends and Emerging Practices Project Procurement Management include the process necessary to purchase or acquire product or services or result needed from outside the project team Advances In Tools 1 Page 188 More Advanced Risk management 2 Changing Contracting Process 3 Logistics And Supply Chain Management 4 Technology And Stakeholder Relations 5 Trial Engagement 6 Project Procurement Management Tailoring Considerations All the process of Resource management are applied in a tailored way to make it a unique project Complexity of Procurement Physical location Availability of vendors Governance Regulatory Environment Tailoring Considerations Funding options Page 189 OPA Project Procurement Management Procurement Management Process 1 Plan Procurement Management 2 Conduct Procurements 3 Control Procurements Page 190 Procurement Management Process Plan Procurement Management Identify Risks Description Description Description Page 192 ► Plan Procurement Management is the initial process of project Procurement Management knowledge area ► In this process, you need to document various procurement decisions, specify the procurement approach and identify the potential and quality sellers ► This process is executed once in a while at the predefined points in the project lifecycle and helps in deciding whether there is need for acquiring goods and services from outside or not ► In case there is a need , it also helps in identifying which resource are to be acquired and when Identify Risks Inputs Project Charter • The Project charter contains the objectives Project Description ,summary milestone and the preapproved financial resources Project Management Plan • • • • Business Document • • Management Plan Quality Management Plan Resource Management Plan Scope Baseline Business case Benefits management Plan Inputs Project Documents • • • • • • • Page 193 Milestone List Project Team Assignments Requirement Documentation Requirements Traceability Matrix Resource requirements Risk Register Stakeholder Register Organizational Process Assets Enterprise Environmental Factor Market Place Condition Products ,Services and results available in the market place Sellers Unique Local Requirements Legal Advice Regarding Procurement Contract Management System • • • • • Preapproved sellers List Formal Procurement Policies, procedures and guidelines Contract Types Cost Reimbursement contracts Time and material contracts (T&M) Plan Procurement Management Tools & Techniques Expert Judgement Source Selection Analysis Data Gathering Meetings Tools & Techniques Data Analysis Page 194 Plan Procurement Management Outputs (1/2) Procurement Management Plan 1 2 Procurement Strategy Outputs Page 195 Source Selection Criteria Bid Documents 3 4 Procurement statement Of Work 5 Plan Procurement Management Outputs (2/2) Independent Cost Estimates Make Or Buy Decisions 6 7 Change Request Outputs Page 196 8 Project Document Updates 9 OPA Updates 10 Conduct Procurements Conduct Procurements Description Description Description Page 198 ► The second Process Of project procurement management is conduct procurement ► In this process responses from various sellers are collected, an efficient seller is selected among them and finally a contract is curated ► This process is performed throughout the project after certain time intervals and helps in identifying a qualified vendor and then proceed with the establishment of the legal agreements for the delivery process Conduct Procurements Inputs Project Charter • Project Management Plan The Project charter contains the objectives Project Description ,summary milestone and the preapproved financial resources • • • • • Sellers Proposal • Scope Management Plan Requirements Management Plan Risk Management Plan Procurement management Plan Cost Baseline Prepared in response to a procurement document package from the basic information that will be used by an evolution body to select one or more successful bidders Inputs Enterprise Environmental Factor Project Documents • • • • • • • Page 199 Bid Document Procurement statement of work Independent cost estimates Source Selection Criteria Lesson Learned Register Project Schedule Requirements Documentation Technical requirements • • • • • Local Laws and regulations External Economic Environment Marketplace Condition Prior agreement already in place Contract Management System Organizational Process Assets • • • • List of Preferred Sellers Organizational Policies Specific organizational templates or guidelines Financial Policies and procedure Conduct Procurements Tools & Techniques Expert Judgement Data Analysis Advertising Interpersonal and Team Skills Tools & Techniques Bidder Conferences Page 200 Conduct Procurements Outputs 1 2 Agreements Outputs Page 201 Project Document Updates Change Request Selected Sellers 3 4 OPA Updates 5 Control Procurements Control Procurements Description Description Description Page 203 ► Third and final process of this knowledge area is control procurement ► In this process the procured relations are managed ,Their contract performance is thoroughly monitored, appropriate adjustment and changes are made and finally, contracts are closed ► This process can be performed at any point of the project lifecycle as per need ► It helps in ensuring that the performance of both the involved parties (buyers and sellers) is up to the project requirements as stated in the legal agreements Control Procurements Inputs (1/2) Project Management Plan • • • • Agreement • Requirements Management Plan Risk Management Plan Change Management Plan Schedule Baseline Agreements Are understanding between parties Inputs Procurement Documentation Project Documents • • • • • • • Page 204 Assumption Log Lesson Learned Register Milestone List Quality Reports Requirements Documentation Requirements traceability Matrix Risk And stakeholder register • • Procurement Documentation Contains complete supporting records for administration of the procurement process Control Procurements Inputs (2/2) Enterprise Environmental Factors Approved Change Requests • • Approved Change Requests can include modification to the terms and condition of the contracts Inputs • • • Organizational Process Assets Work Performance Data • • Page 205 Work Performance data Contain seller data on project status Contract change control system Market place condition Financial management and account payable system Buyers organization code ethics • The Organizational process Assets that can influence the Control Procurements process include but are not limited to procurement policies Control Procurements Tools & Techniques Expert Judgement Data Analysis Inspection Claims Administration Tools & Techniques Audits Page 206 Control Procurements Outputs Procurement Documentation Updates Closed Procurements 1 2 Work Performance Information Outputs Page 207 3 Project Document Updates 4 Change Requests 5 6 Organizational Process Assets Updates Knowledge Areas and Processes 9. Project Stakeholder Management Project Stakeholder Management Tailoring Considerations Project Stakeholder Management includes the processes required to identify the people that could impact or be impacted by the project to analyse stakeholder expectations and their impact on the project Diversity Complexity Of Stakeholder Relationships Page 209 Physical location Communication Technology Tailoring Considerations Project Stakeholder Management Stakeholder Management Process 1 Identify Stakeholder 2 Plan Stakeholder Engagement 3 Manage Stakeholder Engagement 4 Monitor Stakeholder Engagement Page 210 Stakeholder Management Process Identify Stakeholders Identify Stakeholders Description Description Description Page 212 ► The initial process of project stakeholder management is identify stakeholder ► In this process, the project stakeholders are regularly identified, analysed and various information related to them ► It is performed at periodic intervals throughout the project lifecycle which helps the project team in identifying appropriate focus required for the engagement of each stakeholder involved in the project Identify Stakeholders Inputs • • • Project Documents Change Log Issue Log Requirement Documentation Enterprise Environmental Factor Organizational culture, • political, climate and governance framework Government or Industry standard Global, regional or local trends and practices or habits Geographic Distribution of facilities and resources • • • Inputs Organizational Process Assets Agreement • The Parties of an agreement are project stakeholders • • • Page 213 Stakeholder Register templates and instructions Stakeholder register from previous Projects Lesson learned repository Identify Stakeholders Tools & Techniques Expert Judgement Data Gathering Data Representations Meetings Tools & Techniques Data Analysis Page 214 Identify Stakeholders Outputs Project Management Plan Updates Stakeholder Register 1 2 Change Requests Outputs Page 215 3 4 Project Document Updates Plan Stakeholder Engagement Plan Stakeholder Engagement Description Description Description Page 217 ► In this process various approaches are curated in order to involve the stakeholder on the basis of their need, interests, expectations and latent impact on the project ► It is performed at periodic intervals throughout the project lifecycles and helps in developing a realistic plan which can effectively interact with the stakeholders. Plan Stakeholder Engagement Inputs Project Charter • Stakeholder Management Plan Agreements The Project charter contains the objectives Project Description ,summary milestone and the preapproved financial resources • Working with the procurement or contracting group in the organization to ensure contractor and suppliers are effectively managed • • • Resource management Plan Communication Management plan Risk management Plan Inputs Enterprise Environmental Factor Project Documents • • • • • • Assumption Log Change Log Issue Log Project Schedule Risk Register Stakeholder Register • • • • Organizational, culture, political, climate and governance framework Personnel administration policies Stakeholder risk appetites Communication Channels Organizational Process Assets • • • • • Page 218 Corporates policies and procedures Organizational communication requirements Standard guidelines Lesson learned repository Software tools Plan Stakeholder Engagement Tools & Techniques Expert Judgement Data Gathering Decision Makings Data Analysis Tools & Techniques Meetings Page 219 Data Representation Plan Stakeholder Engagement Outputs Stakeholder Engagement Plan 1 Outputs Page 220 Manage Stakeholder Engagement Manage Stakeholder Engagement Description Description Description Page 222 ► In This process, various steps are taken for better communication and maintain working with stakeholders ► Along with this their concern and issues are addressed and appropriate stakeholder involvement is fostered as well ► It is performed throughout the project lifecycle and helps a project manager in increasing support and minimizing resistance from the stakeholders Manage Stakeholder Engagement Inputs Project Management Plan • • • • Communication Management Plan Risk Management Plan Stakeholder Management Plan Change Management Plan Inputs Enterprise Environmental Factor Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Global, Regional/local trends Geographic Distribution • • • • • • Organizational Process Assets Project Documents • • • • Page 223 Change Log Issue Log Lesson Learned Register Stakeholder Register • • • Corporate policies & procedure Stakeholder Guidelines Historical Information from previous similar projects Manage Stakeholder Engagement Tools & Techniques Expert Judgement Ground Rules Communication Skills Meetings Tools & Techniques Interpersonal & Team Skills Page 224 Manage Stakeholder Engagement Outputs Project Document Updates Change Request 1 2 Project Management Plan Updates Outputs Page 225 3 Monitor Stakeholder Engagement Monitor Stakeholder Engagement Description Description Description Page 227 ► In this process relationship of project stakeholders are monitored, and various strategies are tailored in order to engage the stakeholder using engagement plans and strategies ► This process is performed throughout the project lifecycle and helps in maintaining as well as increasing the efficiency and effectiveness of the implied stakeholder engagement activities ► This process is very crucial to perform while the project evolves ,and its development environment varies Monitor Stakeholder Engagement Inputs Work Performance Data Project Management Plan • • • • Resource Management Plan Communication Management Plan Stakeholder Management Plan Work Performance Data contains data on project status Inputs Project Documents • • • • • Page 228 Issue Log Lesson Learned Register Project Communication Risk Register Stakeholder Register Organizational Process Assets Enterprise Environmental factor • • • • • • Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Global, Regional/local trends Geographic Distribution • • • • Corporate Policies and procedures Organizational communication requirement Standardized Guidelines Historical information from previous project Monitor Stakeholder Engagement Tools & Techniques Data Analysis Decision Making Communication Skills Meetings Data Representation Ground Rules Tools & Techniques Page 229 Monitor Stakeholder Engagement Outputs Project Management Plan Updates Work Performance Information 1 2 Change Requests Outputs Page 230 3 4 Project Document Updates Knowledge Areas and Processes 10. Project Integration Management Project Integration Management Tailoring Considerations Project Integration Management includes the processes and activities to identify, define, combine, unify and coordinate various processes and activities within the Project management process groups Project Life Cycle Change management Governance Lessons Learnt Tailoring Considerations Knowledge management Page 232 Benefits Project Integration Management Project integration Management Process 1 Develop Project Charter and Project Management Plan 2 Direct and Manage Project Work 3 Monitor and Control Project Work 4 Manage Project Knowledge 5 Perform integrated Change Control 6 Close Project or Phase Page 233 Project Integration Management Process Develop Project Charter Develop Project Charter Description Description Description Page 235 ► Formal document that is developed to authorise the existence of the project. It is very important to create a project charter before starting a project as it provides step by step delivery plan. ► Project charter allows the project manager to gain control over the various resources required for the delivery of the project. ► The project charter establishes a direct link between organisational objectives and the project undertaken. Develop Project Charter Inputs Business Documents • • Business case Benefits Management plan Agreements • Outlines initial expectations from the project Inputs Enterprise Environmental Factor • • • • • Page 236 Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Geographic Distribution Organizational Process Assets • • • • Corporate Policies and procedures Organizational communication requirement Standardized Guidelines Historical information from previous project Develop Project Charter Tools & Techniques Expert Judgement Tools & Techniques Page 237 Interpersonal and Team Skills Data Gathering Meetings Develop Project Charter Outputs Project Charter 1 2 Assumptions Log Outputs Page 238 Develop Project Plan Develop Project Plan Description Description Description Page 240 ► The process of developing a project management plan includes defining , preparing and coordinating other plan components to finally integrate them into the project management framework. ► The key advantage of developing a project plan is that it acts as a roadmap for all the team members. ► It gives them a direction to move towards a unified goal of successfully delivering the project Develop Project Plan Inputs Project Charter Project team uses project charter as a initial point for project planning • Outputs from other processes Subsidiary plans and baselines that are an output from other planning processes are inputs to this process • Inputs Enterprise Environmental Factor • • • • • Page 241 Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Geographic Distribution Organizational Process Assets • • • • Corporate Policies and procedures Organizational communication requirement Standardized Guidelines Historical information from previous project Develop Project Plan Tools & Techniques Expert Judgement Tools & Techniques Page 242 Interpersonal and Team Skills Data Gathering Meetings Develop Project Plan Outputs Project Plan 1 Outputs Page 243 Direct and Manage Project Work Direct and Management Project Work Description Description Description Page 245 ► This process helps in directing and managing the project work and making changes to meet the promised goal. ► With the correct direction and management of the project, the probability of project success increases while elevating the deliverable quality. ► This process is followed throughout the project life cycle. Direct and Management Project Work Inputs Project Management Plan • Any Component of the project management plan may be an input to the process Project Documents • • • • • • • Change Log Lessons Learnt register Milestone list Project constraints Project schedule Requirements traceability matrix Risk register and risk reports Inputs Approved Change request • • • Corrective action Preventive action Defect repair • • • • • Page 246 Organizational Process Assets Enterprise Environmental Factor Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Geographic Distribution • • • • Corporate Policies and procedures Organizational communication requirement Standardized Guidelines Historical information from previous project Direct and Management Project Work Tools & Techniques Expert Judgement Tools & Techniques Page 247 Project Management Information system (PMIS) Interpersonal and Team Skills Meetings Direct and Management Project Work Outputs Deliverables 1 2 Work Performance Data Outputs Page 248 Project Plan & Document Updates Issue Log 3 4 Change Requests 5 6 Organizational Process Assets Updates Manage Project Knowledge Manage Project Knowledge Description Description Description Page 250 ► Management of the project knowledge is very important to achieving the promised objective and further contributing to future ► With the correct direction and management of the project, the probability of project success increases while elevating the deliverable quality. ► This process is followed throughout the project life cycle. Manage Project Knowledge Inputs Project Management Plan • Any Component of the project management plan are an input to the process Deliverables • Any unique and verifiable product , result o capability to perform a service Inputs Project Documents • • • • Page 251 Lessons Learnt register Project team assignments Resource breakdown structure Stakeholder register Organizational Process Assets Enterprise Environmental Factor • • • • • Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder risk Threshold Communication Channels Geographic Distribution • • • • Corporate Policies and procedures Organizational communication requirement Standardized Guidelines Historical information from previous project Manage Project Knowledge Tools & Techniques Tools & Techniques Page 252 Expert Judgement Knowledge Management Interpersonal and Team Skills Information Management Manage Project Knowledge Outputs Organizational process updates Lessons learnt register 1 2 Project Management Plan updates Outputs Page 253 3 Monitor and Control Project Work Monitor and Control Project Work Description Description Description Page 255 ► In order to achieve the performance objectives as defined in project management plan, this process is implemented. ► In the monitoring and controlling process, the project is tracked, reviewed and its overall progress is reported which enables the stakeholder to get the exact idea of the state of the project. ► This process is followed throughout the project life cycle and is important to ensure project is within schedule and baselines. Monitor and Control Project Work Inputs Work performance Information Project Management Plan • Monitoring and control looks into each aspect of the project management plan • Project Documents • • • • • • Work performance data is captured throughout the project and is used for controlling the project • Change Log Lessons Learnt register Milestone list Project constraints Project schedule Requirements traceability matrix Risk register and risk reports Inputs Enterprise Environmental Factor Agreements • A procurement agreement includes terms and conditions and may incorporate other items • • • • • Page 256 Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder expectations and risk Threshold Infrastructure Project management information system (PMIS) Organizational Process Assets • • • • • Corporate Policies and procedures Monitoring and reporting methods Issue management procedure Standardized Guidelines Organizational knowledge base Monitor and Control Project Work Tools & Techniques Expert Judgement Data analysis Tools & Techniques Page 257 Decision Making Meetings Monitor and Control Project Work Outputs Work performance reports 1 Change requests 2 Project Management Plan updates Outputs Page 258 3 4 Project Document updates Perform Integrated Change Control Perform Integrated Change Control Description Description Description Page 260 ► This process is carried out to control the various change requests that are received throughout project lifecycle. ► All the change requests, approved changes, modifications of the final deliverables, project management plan etc. are reviewed. ► This process is followed throughout the project life cycle and is important to mitigate the risk associated with change requests. Perform Integrated Change Control Inputs Work Performance Reports Project Management Plan • • • • Change management plan Scope baseline Schedule baseline Cost baselines • • • Project Documents • • Resource availability Schedule and cost data Earned value reports • Basis of estimates Requirement traceability matrix Risk report Inputs Enterprise Environmental Factor Change Requests • • • • Corrective actions Preventive actions Defect repair Updates • • • • • Page 261 Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder expectations and risk Threshold Infrastructure Project management information system (PMIS) Organizational Process Assets • • • • • Corporate Policies and procedures Monitoring and reporting methods Issue management procedure Standardized Guidelines Organizational knowledge base Perform Integrated Change Control Tools & Techniques Expert Judgement Change Control Tools Tools & Techniques Page 262 Decision Making Meetings Perform Integrated Change Control Outputs Approved Change requests 1 Project Document updates 2 Project Management Plan updates Outputs Page 263 3 Close Project or Phase Close Project or Phase Description Description Description Page 265 ► This is final of project integration management, where the various project activities, phases, and contracts are finalized. ► It provides a controlled environment, under which the project can be closed/wrapped up. ► This closing process includes the activities like the preservation of the project information, completion of planned work, the release of involved resources. Close Project or Phase Inputs Project Charter • The project charter documents , the project success criteria, the approval requirements and who will sign on the closure of the project • • • • • Work Performance Reports and Accepted Deliverables Project Documents • • • • Resource availability Schedule and cost data Earned value reports Accepted deliverables Sign off Documents • • Assumption log & basis of estimation Change log and issue log Lessons learnt register Quality control measurements Requirements document Risk register and report Inputs Enterprise Environmental Factor Project Management Plan • All components of the project management plan are an input to this process • • • • • Page 266 Organizational, culture, political, climate & governance Structure Personal administration Policies Stakeholder expectations and risk Threshold Infrastructure Project management information system (PMIS) Organizational Process Assets • • • • • Corporate Policies and procedures Monitoring and reporting methods Issue management procedure Standardized Guidelines Organizational knowledge base Close Project or Phase Tools & Techniques Expert Judgement Data Analysis Tools & Techniques Page 267 Decision Making Meetings Close Project or Phase Outputs Approved Change requests 1 Final report 2 Final product, service or result transition Outputs Page 268 3 4 Organizational Process updates 5 EY’s Project Management Methods Thank You
