Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

PMP Preparation 2 - Processes

•Download as PPTX, PDF•
•
Andrew Mikityuk
Andrew Mikityuk

Second session of PMP Exam preparation course. This session focuses on project management processes and process groups.

1 of 16
Project Management Processes PMP Preparation Course March – April 2015 Session 2 by Andrey Mikityuk Head of Project Management Team Credit Suisse Moscow
Project Management Process Groups Initiating – defines new project/phase by obtaining authorization to start it Planning  Establish the scope  Refine the objectives  Define course of actions to attain the objectives Executing – complete the work defined in the project management plan to satisfy the project specifications Monitoring and Controlling  Track, review and regulate the progress and performance of the project  Identify areas in which changes to the plan are required  Initiate the corresponding changes Closing – finalize all activities across all process groups to formally close project or phase
Knowledge Areas  PMBOK defines 47 processes  They are grouped by 10 “knowledge areas”  Integration  Scope  Time  Cost  Quality  Human Resource  Communication  Risk  Procurement  Stakeholder
Initiating Objective: initiate new project or phase Key purpose: align stakeholders’ expectations with project purpose, give them visibility about scope and objectives  Initial scope is defined  Define or refine project objectives or success criteria. “No-go” decision may be taken  Initial financial resources are committed  Internal and external stakeholders are identified  Project manager is selected  Project is officially authorized by signing off project charter  Project manager’s authority is defined
Initiating processes – PMBOK view (2 processes) Develop Project Charter Identify Stakeholders
Planning Used to  Establish total scope of the effort  Define and refine objectives  Develop the course of actions required to attain those objectives Develop Project Management Plan and other documents needed to carry out the project Progressive elaboration: as more information appear, planning processes are repeated
Planning processes – PMBOK view (24 processes) Develop Project Management Plan Plan Scope Management Collect Requirements Define Scope Create WBS Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Plan Cost Management Estimate Costs Determine Budget Plan Quality Management
Planning processes – PMBOK view (24 processes) part 2 Plan Human Resource Management Plan Communications Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurement Management Plan Stakeholder Management
Executing Goal: to complete the work defined in the project management plan to satisfy the project specifications Involves:  Coordinating people and resources  Managing stakeholder expectations  Integrating and performing activities of the project in accordance with the project management plan.
Executing processes – PMBOK view (8 processes) Direct and Manage Project Work Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Manage Communications Conduct Procurements Manage Stakeholder Engagement No executing processes for: • Scope • Time • Cost • Risk knowledge areas
Monitoring and controlling Used to:  Track, review and orchestrate the progress and performance of the project  Identify any areas in which changes to the plan are require  Initiate the corresponding changes  Control changes and recommend corrective/preventive actions  Monitor ongoing activities against the project management plan  Ensure only approved changes are implemented
Monitoring & Controlling processes – PMBOK view (11 processes) Monitor and Control Project Work No monitoring and controlling process for Human Resource knowledge area. Employee assessments are in Executing process group Perform Integrated Change Control Validate Scope Control Scope Control Schedule Control Costs Control Quality Control Communications Control Risks Control Procurements Control Stakeholder Engagement
Closing Used to:  Conclude all activities across all process groups to formally complete project, phase, or contractual obligations  Formally establishes premature close of the project (aborted, cancelled) Actions:  Obtain acceptance by customer/sponsor  Conduct post-project / post-phase review  Record impacts of tailoring  Document lessons learned  Apply updates to organizational process assets  Archive all relevant documents in PMIS  Close all procurement activities  Perform all team members assessments  Release resources
Closing processes – PMBOK view (2 processes) Close Project or Phase Close Procurements
Important to remember  Process groups are not life cycle phases  Every phase might contain all process groups Initiating Planning Executing Monitoring and Controlling Closing Classical but very simplistic view of process group interaction In real life they all happen in parallel
Project Information  Work performance data – raw observations and measurements ◦ % of completion ◦ Start and finish dates of activities ◦ Number of change requests ◦ Actual costs and durations  Work performance information – performance data collected from various controlling processes, analyzed and integrated ◦ Status of the deliverables ◦ Implementation status for change requests ◦ Forecasted estimates to complete  Work performance reports – representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions or awareness ◦ Status reports ◦ Memos, justifications, information notes ◦ Electronic dashboards, etc

More Related Content

PMP Preparation 2 - Processes

  • 1. Project Management Processes PMP Preparation Course March – April 2015 Session 2 by Andrey Mikityuk Head of Project Management Team Credit Suisse Moscow
  • 2. Project Management Process Groups Initiating – defines new project/phase by obtaining authorization to start it Planning  Establish the scope  Refine the objectives  Define course of actions to attain the objectives Executing – complete the work defined in the project management plan to satisfy the project specifications Monitoring and Controlling  Track, review and regulate the progress and performance of the project  Identify areas in which changes to the plan are required  Initiate the corresponding changes Closing – finalize all activities across all process groups to formally close project or phase
  • 3. Knowledge Areas  PMBOK defines 47 processes  They are grouped by 10 “knowledge areas”  Integration  Scope  Time  Cost  Quality  Human Resource  Communication  Risk  Procurement  Stakeholder
  • 4. Initiating Objective: initiate new project or phase Key purpose: align stakeholders’ expectations with project purpose, give them visibility about scope and objectives  Initial scope is defined  Define or refine project objectives or success criteria. “No-go” decision may be taken  Initial financial resources are committed  Internal and external stakeholders are identified  Project manager is selected  Project is officially authorized by signing off project charter  Project manager’s authority is defined
  • 5. Initiating processes – PMBOK view (2 processes) Develop Project Charter Identify Stakeholders
  • 6. Planning Used to  Establish total scope of the effort  Define and refine objectives  Develop the course of actions required to attain those objectives Develop Project Management Plan and other documents needed to carry out the project Progressive elaboration: as more information appear, planning processes are repeated
  • 7. Planning processes – PMBOK view (24 processes) Develop Project Management Plan Plan Scope Management Collect Requirements Define Scope Create WBS Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Plan Cost Management Estimate Costs Determine Budget Plan Quality Management
  • 8. Planning processes – PMBOK view (24 processes) part 2 Plan Human Resource Management Plan Communications Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurement Management Plan Stakeholder Management
  • 9. Executing Goal: to complete the work defined in the project management plan to satisfy the project specifications Involves:  Coordinating people and resources  Managing stakeholder expectations  Integrating and performing activities of the project in accordance with the project management plan.
  • 10. Executing processes – PMBOK view (8 processes) Direct and Manage Project Work Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Manage Communications Conduct Procurements Manage Stakeholder Engagement No executing processes for: • Scope • Time • Cost • Risk knowledge areas
  • 11. Monitoring and controlling Used to:  Track, review and orchestrate the progress and performance of the project  Identify any areas in which changes to the plan are require  Initiate the corresponding changes  Control changes and recommend corrective/preventive actions  Monitor ongoing activities against the project management plan  Ensure only approved changes are implemented
  • 12. Monitoring & Controlling processes – PMBOK view (11 processes) Monitor and Control Project Work No monitoring and controlling process for Human Resource knowledge area. Employee assessments are in Executing process group Perform Integrated Change Control Validate Scope Control Scope Control Schedule Control Costs Control Quality Control Communications Control Risks Control Procurements Control Stakeholder Engagement
  • 13. Closing Used to:  Conclude all activities across all process groups to formally complete project, phase, or contractual obligations  Formally establishes premature close of the project (aborted, cancelled) Actions:  Obtain acceptance by customer/sponsor  Conduct post-project / post-phase review  Record impacts of tailoring  Document lessons learned  Apply updates to organizational process assets  Archive all relevant documents in PMIS  Close all procurement activities  Perform all team members assessments  Release resources
  • 14. Closing processes – PMBOK view (2 processes) Close Project or Phase Close Procurements
  • 15. Important to remember  Process groups are not life cycle phases  Every phase might contain all process groups Initiating Planning Executing Monitoring and Controlling Closing Classical but very simplistic view of process group interaction In real life they all happen in parallel
  • 16. Project Information  Work performance data – raw observations and measurements ◦ % of completion ◦ Start and finish dates of activities ◦ Number of change requests ◦ Actual costs and durations  Work performance information – performance data collected from various controlling processes, analyzed and integrated ◦ Status of the deliverables ◦ Implementation status for change requests ◦ Forecasted estimates to complete  Work performance reports – representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions or awareness ◦ Status reports ◦ Memos, justifications, information notes ◦ Electronic dashboards, etc