project management csc 310 spring 2018 howard rosenthal...effective project management -...
TRANSCRIPT
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ProjectManagementCSC310
Spring2018HowardRosenthal
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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
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LessonGoals
� Definesomekeyterms� UnderstandwhatismeantbytheProjectManagementPlan
� UnderstandwhattheProcessGroups,KnowledgeAreasandprocessesofProjectManagementasdefinedbytheProjectManagementInstitute
� Understandtherelationshipsandflowsbetweentheprocessgroups
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TermsandGeneralPrinciples
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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.
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KeyFactsandTerms–CommonInputs(2)� OrganizationalProcessAssets
� Templatesforcommondocuments� Showshowthecompanywantsitdone� Youcantailorandimprovebutdon’tneedtostartfromscratch
� Organizationalpoliciesandproceduresforareasincludingrisk,financialreporting,changecontrol,etc.
� Historicaldatabasesonprojectperformance,productivity,etc.� Allowsforbetterestimationsinschedule,staffing,costs,etc.� Includeslessonslearned
� Infrastructureofhardwareandsoftwaretoolsincludinganyproprietaryassets
� Lessonslearned� Specialcorporatecompetencies
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KeyFactsandTerms–CommonTools
� ExpertJudgment� Useexperiencefromthecompanyoroutsideexpertsintheplanningandexecutionoftheprogram
� ProjectManagementInformationSystem(PMIS)� Anautomatedsystemtosupporttheprojectmanager
� Plansandoptimizesscheduling� Tracksprogressandproducts� Interfacestoothersystemssuchasaccounting� IncludesaChangeControlManagementSystem� IncludesaConfigurationManagementSystem
� Versions,products,branches� Understandswhatmaybedeliveredineachintegratedsystem
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KeyFactsandTerms–CommonOutputs
� ChangeRequests� Scope� Deliverydate� Budget� Staffing� Qualitystandard
� LeadtochangesintheProjectPlanoranysubsidiaryplans� Changesusuallyrelatedtooneormoreofthefollowing
� Bringfutureresultsbackinlinewiththeplan� Preventiveactionstoavoidaproblem� Defectrepair� Takeadvantageofanopportunity
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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
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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
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PlansAreDifferentFromTheOtherProjectDocuments
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PMBOKStdV6Table1-2
Allplansanddocumentsaretailoredtotheneedsoftheprojectinaccordancewithcompanypolicies,legalrequirementsandcontractualrequirements
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AnOverview
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ProjectManagementProcessGroupsandKnowledgeAreas
13PMBOKStdV6Table1-1
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ProcessGroupsandKnowledgeAreas� Thereare5ProcessGroupsand10KnowledgeAreas(seeprecedingfigure)
� Thereareatotalof49differentprocessesspreadoverthese5ProcessGroups
� AsweexecuteanyPMLCall5Processgroupsareincluded� However,dependingontheprojectcharacteristicstherewillbesignificanttailoringintheactualexecutionoftheprojectmanagement
� Rememberthemanagementprocessesaredifferentfromtheprocessesdoneinperformingthework� Designingawebsiteoradatabasehasitsowninternalprocessesforcreatingtheproduct
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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
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TheInitiatingProcessGroup(2)
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PMBOKStdV6Figure2-2
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ThePlanningProcessGroup(1)
� ThePlanningProcessGroupconsistsofthoseprocessesrequiredtoestablishthescopeoftheproject,refinetheobjectives,anddefinethecourseofactionrequiredtoattaintheobjectivesthattheprojectwasundertakentoachieve.� Muchofwhatmanagersdoonaday-to-daybasisisplanning.
� Ofcourse,agooddealofplanninghappensatthebeginningofaproject,butplanningcontinuesthroughoutthecourseoftheprojectaswell.
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ThePlanningProcessGroup(2)� ThePlanningProcessGroupincludesallprocessesrelatedtoansweringtwoquestions:“Whatwillyoudo?”and“Howwillyoudoit?”Theseprocessesinclude:� Definingalloftheworkoftheproject� Estimatinghowlongitwilltaketocompletethework� Estimatingthetotalcostofthework� Sequencingthework� Estimatingtheresourcesrequiredtoperformthework� Buildingtheinitialprojectschedule� Analyzingandadjustingtheprojectschedule� WritingaRiskManagementPlan� DocumentingtheProjectPlan
� Includesallcomponentplansaspreviouslydescribed� Gainingseniormanagementapprovaltoexecute/launchtheproject
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ThePlanningProcessGroup(3)
19PMBOKStdV6Figure3-1
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ProgressiveElaborationInPlanning
� ProgressiveElaboration� TheiterativeprocessofincreasingthelevelofdetailinaProjectManagementPlanasgreateramountsofinformationandmoreaccurateestimatesbecomeavailable.
� RollingWavePlanning� Theiterativeplanningtechniqueinwhichtheworktobeaccomplishedintheneartermisplannedindetail,whiletheworkinthefutureisplannedatahigherlevel.� Thistypeofplanningistypical,evenontraditionalprojects
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PlanningLoops
� Planningprocesseswilloverlapandinteractthroughouttheprojectinmanydifferentways� Therearecertainplanningprocessesthatbytheirnaturecreateplanningloopsthatgothroughseveraliterationsbeforetheyarereadytobebaselined
� Developingaprojectmanagementplanandthesubsidiaryplansthatarepartofitcreatesaloopthatallowsforcontinualupdateandrefinement
� Planningwillcontinuethroughouttheproject–itissubjecttoprogressiveelaboration
� Planningisintegrativeinnature� Itisbasedonmanyfactors,someofwhichchangeovertime
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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
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TheExecutingProcessGroup(2)
23PMBOKStdV6Figure4-1
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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
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TheMonitoringandControlProcessGroup(2)
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PMBOKStdV6Figure5-1
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TheClosingProcessGroup(1)� TheClosingGroupconsistsofthoseprocessesperformedtofinalizeallactivitiesacrossalltheProjectManagementProcessGroupstoformallyclosetheprojectorphase.Accomplishmentsofthisgroupinclude:� Actionsandactivitiesnecessarytosatisfycompletionorexitcriteriaforthephaseoftheprojectsuchas:� Ensuringthatalldocumentsanddeliverablesareup-to-dateandall
issuesresolved� Confirmingdeliveryandformalacceptanceofdeliverables� Ensuringallcostshavebeencharged� Closingallprojectaccounts� Reassigningpersonnel� Dealingwithexcessprojectmaterials� Reallocatingprojectfacilities,equipment,andotherresources
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TheClosingProcessGroup(2)
� Accomplishmentsofthisgroupinclude:� Activitiesrelatedtocompletionofcontractualagreementssuchas:� Confirmingformalacceptanceofthework� Finalizingopenclaims� Updatingrecords� Archivingdata
� Activitiesneedtodevelop,collect,transferandarchivelessonslearnedintermsoftheprocessesorproduct
� Activitiesnecessarytotransfertheproject’sproductsandservicesorresultstothenextphaseortoproduction/operations
� Activitiesformeasuringstakeholdersatisfaction27
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ProjectManagementProcessGroupInteraction
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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
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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