#3 PMP - Project Management Processes

PMP

Fifth Edition

#3: Project Management Processes

Project Management Processes

Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirement. A process is a set of interrelated actions and activities performed to create a pre-specified product, service, or result. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs. Project management processes ensure the effective flow of the project through its existence. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the knowledge areas.

In order for a project to be successful, the project team should: •            Select appropriate processes required to meet the project objectives; •  Use a defined approach that can be adapted to meet requirements; •   Establish and maintain appropriate communication and engagement with stakeholders; •       Comply with requirements to meet stakeholder needs and expectations; and •        Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result.

Applying Project Management Process

Good practice means there is a general agreement that the application pf project management processes has been shown to enhance the chances of success over a wide range of projects.

For any given project the project manager in collaboration with the project team is always responsible for determining which processes are appropriate and the appropriate degree of rigor for each process.

The Process Management Processes Groups

Processes are grouped into five categories:

-          Initiating Process Group: Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

-          Planning Process Group: Those processes required to establish the scope of the project, refine the objectives and define the course of action required to attain the objectives that the project was undertaken to achieve.

-          Executing Process Group: those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

-          Monitoring and Controlling Process Group: Those processes required to track, review and regulate the progress and performance of the project; identify any areas in which change to the plan are required and initiate the corresponding changes.

-          Closing Process Group: those processes performed to finalize all activities across all process groups to formally close the project or phase.

Common Project Management Process Interactions

Most experienced project management practitioners recognize there is more than one way to manage a project. The required Process Groups and their processes are guides for applying appropriate project management knowledge and skills during the project. The application of the project management processes is iterative, and many processes are repeated during the project.

The integrative nature of project management requires the monitoring and controlling process group to interact with the other process groups.

Process groups interact in a phase or project

Figure 3-3. Project Management Process Interactions p 79

Initiation Process Group

The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register. When the project charter is approved, the project becomes officially authorized.

The key purpose of this process group is to align the stakeholders' expectations with the project's purpose, give them visibility about the scope and objectives, and show how their participations in the project and its associated phases can ensure that their expectations are achieved. These processes help set the vision of the project - what is needed to be accomplished.

Involving the sponsors, customers, and other stakeholders during initiation creates a shared understanding of success criteria, reduces the overhead of involvement, and generally improves deliverable acceptance, customer satisfaction, and other stakeholder satisfaction.

Reviewing the initiating processes at the start of each phase to keep the project focused on the business need.

As part of the Initiating processes, the project manager is given the authority to apply organizational resources to the subsequent project activities.

Planning Process Group

The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project documents that will be used to carry out the project.

The key purpose of this process group is to delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase.

Updates arising from approved changes during the project (generally during Monitoring and Controlling processes and specifically during the Direct and Manage Project Work Process) may significantly impact parts of the project management plan and the project documents. Updates to these documents provide greater precision with respect to schedule, costs, and resource requirements to meet the defined project scope.

Executing process group

The executing process group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

This process group involves coordinating people and resources, managing the stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan.

Monitoring and Controlling process group

The key benefit of this process group is that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan.

The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan. The Monitoring and Controlling Process Group also involves:

-          Controlling changes and recommending corrective or preventive action in anticipation of possible problems,

-          Monitoring the ongoing project activities against the project management plan and the project  performance measurement baseline, and

-          Influencing the factors that could circumvent integrated change control or configuration management  so only approved changes are implemented.

The continuous monitoring provides the project team insight into the health of the project and identifies any area requiring additional attention. The monitoring and controlling process group also monitors and controls the entire project effort.

Closing process group

The Closing Process Group consists of those processes performed to finalize all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.

This Process Group also formally establishes the premature closure of the project. Prematurely closed projects may include, for example: aborted projects, cancelled projects, and projects having a critical situation. In specific cases, when some contracts cannot be formally closed (e.g. claims, termination clauses, etc.) or some activities are to be transferred to other organizational units, specific hand-over procedures may be arranged and finalized.

At project or phase closure, the following may occur:

-          Obtain acceptance by the customer or sponsor to formally close the project or phase.

-          Conduct post-project or phase-end review.

-          Record impacts of tailoring to any process.

-          Document lessons learned.

-          Apply appropriate updates to organizational process assets.

-          Archive all relevant project documents in the Project Management Information System (PMIS) to be used as historical data.

-          Close out all procurement activities ensuring termination of all relevant agreements.

-          Perform team members' assessment and release project resources.

Project Information

Throughout the life cycle of the project, a significant amount of data and information is collected, analyzed, transformed and distributed in various formats to project team members and other stakeholders.

The following guidelines help minimize the miscommunication and help the project team use appropriate terminology:

-          Work performance data. The raw observations and measurements identified during the activities performed to carry out the project work. Example include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.

-          Work performance information. The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across area. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates of complete.

-          Work performance reports: the physical or electronic representation of work performance information compiled in the project documents, intended to generate decisions or raise issues, actions, or awareness. Example include status reports, memos, justifications, information notes, electronic dashboards, recommendations and updates.

The project data are collected as a result of various Executing processes and are shared within the project team. The collected data are analyzed in context, and aggregate and transformed to become project information during various Controlling process. The information may then be communicated verbally or stored distributed as reports in various formats.

Project data are continuously collected and analyzed during the dynamic context of the project execution. As a result, the terms data and information are often used interchangeably in practice. The indiscriminate use of these terms can lead to confusion and misunderstandings by various project stakeholders.

Project data information and report flow

Project management process group and knowledge area mapping

A knowledge area represent a complete set of concepts, terms, and activities that make up a professional field, project management field or area of specification.

The knowledge areas are:

1.       Project Integration Management.

2.       Project Scope Management.

3.       Project Time Management.

4.       Project Cost Management.

5.       Project Quality Management.

6.       Project Human Resource Management.

7.       Project Communication Management.

8.       Project Risk Management.

9.       Project Procurement Management.

10.   Project Stakeholders Management.

Although the process are represented here as discrete elements with well-defined interface, in practice they are iterative and can overlap and interact.

#2 PMP - Organizational Influences and Project Life Cycle

 PMP

Fifth Edition

#2: Organizational Influences and Project Life Cycle

Organization Cultures and Styles

Organizational culture is shaped by the common experience of members of organization. Common experiences include, but not limited to:

-          Shared Visions, mission, values, beliefs, and expectations.

-          Regulations, policies, methods, and procedures.

-          Motivation and reward system.

-          Risk tolerance.

-          View of leadership, hierarchy, and authority relationships.

-          Code of conduct, work ethic, and work hours.

-          Operating environments.

Influence of Organizational Structures on Projects

Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted

Organizational Process Assets (OPA)

Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. These process assets include formal and informal plans, processes, policies, procedures, and knowledge bases, specific to and used by the performing organization. The process assets also include the organization’s knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes.

Organizational process assets may be grouped into two categories:

1.       Processes and procedures.

2.       Corporate knowledge base.

Corporate Knowledge Base

Storing and retrieving information includes, but not limited to:

-          Configuration management knowledge base containing the versions and baselines of all performing organization standards, policies, procedures, android any project.

-          Financial database.

-          Historical information and lessons learned.

-          Issue and defect management database.

-          Process measurement database.

-          Project files from previous projects.

Enterprise Environmental Factors

Refers to conditions, not under the project team, that influence constrain, or redirect the project. EEFs are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. EEFs include, but not limited to:

-          Organizational culture, structure and Governance.

-          Geographic distribution of facilities and resources.

-          Government or industry standards.

-          Infrastructure.

-          Existing human resources.

-          Personnel administration.

-          Company work authorization systems.

-          Marketplace conditions.

-          Stakeholder risk tolerances.

-          Political climate.

-          Organization’s established communications channels.

-          Commercial database.

-          Project management information system.

Project Stakeholders and Governance

A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project. Different stakeholders may have competing expectations that might create conflicts within the project. Project governance—the alignment of the project with stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and the achievement of organizational objectives. Project governance enables organizations to consistently manage projects and maximize the value of project outcomes and align the projects with business strategy. It provides a framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs and expectations and organizational strategic objectives or address circumstances where these may not be in alignment.

Project Stakeholders

Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization.

The following are some examples of project stakeholders:

The Project team - The Project manager – Sponsor Customers and users – Sellers – Business partner – Organizational group – Functional managers.

An important part of a project manager’s responsibility is to manage stakeholder expectations, which can be difficult because stakeholders often have very different or conflicting objectives.

The relationship between Stakeholders and the project

Project Governance

Project governance is an oversight function that is aligned with the organization's governance model and that encompasses the project life cycle.

Project governance framework provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery.

For project governance, the PMO may also play some decisive role. Project governance involves stakeholders as well as documented policies, procedures, and standards; responsibilities; and authorities. Examples of the elements of a project governance framework include:

-          Project success and deliverable acceptance criteria;

-          Process to identify, escalate, and resolve issues that arise during the project;

-          Relationship among the project team, organizational groups, and external stakeholders;

-          Project organization chart that identifies project roles;

-          Processes and procedures for the communication of information;

-          Project decision-making processes;

-          Guidelines for aligning project governance and organizational strategy;

-          Project life cycle approach;

-          Process for stage gate or phase reviews;

-          Process for review and approval for changes to budget, scope, quality, and schedule which are beyond the authority of the project manager; and

-          Process to align internal stakeholders with project process requirements.

Project Success

Since projects are temporary in nature, the success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management. To ensure realization of benefits for the undertaken project, a test period (such as soft launch in services) can be part of the total project time before handing it over to the permanent operations. Project success should be referred to the last baselines approved by the authorized stakeholders.

The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines.

Project Team

The project team includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives.

Project team may include roles such as:

Project management staff – Project Staff – Supporting experts - User or customer representatives – Sellers – Business partner members - Business partner.

Project Life cycle

A project life cycle is the series of phases that a project passes through from its initiation to its closure. The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability. Phases are generally time bounded, with a start and ending or control point. The life cycle provides the basic framework for managing the project, regardless of the specific work involved.

Characteristics of the Project Life Cycle

Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure:

-          Starting the project

-          Organizing and preparing

-          Carrying out the project work

-          Closing the project.

The generic life cycle structure generally displays the following characteristics:

Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.
Risk and uncertainty are greatest at the start of the project. These factors decrease over the life of the project as decisions are reached and as deliverable are accepted.
The ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion.

Project Phases

A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverable.

Phase may emphasize processes from particular project management process group, but it’s likely that most or all processes will be executed in some form in each phase.

Project phase typically are completed sequentially, but can overlap in some project situations.

The high level nature of the project phases makes them an element of the project life cycle.

Project phase is not Project Management Process Group.

Phase to phase relationships:

1- Sequential relationship: a phase con only start once the previous phase is complete. Its nature approach reduces the uncertainty, but may eliminate option for reducing the schedule.

2- Overlapping relationship: the phase starts prior to completion the previous one. This can be applied as an example of the schedule compression technique called fast tracking. Overlapping phases may increase risk and can result in rework.

Types of Life Cycles

1- Predictive Life Cycle:

Known as fully plan-driven.

Generally preferred when the product to be delivered is well understood, there is substantial base of industry practice, or where a product I s required to be delivered in full to have value to stakeholder groups.

2- Iterative and Incremental Life Cycle:

Called iterations.

Generally preferred when an organization needs to manage changing objectives and scope, to reduce the complexity of a project, or when a partial delivery of a product is beneficial and provides value for one or more stakeholder groups without impact to the final deliverables or set of deliverables. Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to incorporate feedback and lessons learned between iterations.

3- Adaptive Life Cycle:

Known as change driven or agile methods.

Generally preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it’s possible to define small incremental improvements that will deliver value to stakeholders.

#1 PMP - Intro

PMP

Fifth Edition

#1: Introduction

What we will study?

PMP fundamentals – Integration – Scope – Time – Cost – Risk – Quality – HR – Communications – Procurement – Stakeholders.

What is project?

It’s a temporary and create unique product, service or result. Done by “Progressive Elaboration”.

The characteristics associated with the project are:

Unique purpose – Temporary in nature – Require resources – Should have a primary sponsor and/or customer – involves uncertainty.

A project can create:

o   A product that can be either a component of another item, an enhancement of an item, or an end item in itself;

o   A service or a capability to perform a service (e.g., a business function that supports production or distribution);

o   An improvement in the existing product or service lines (e.g., A Six Sigma project undertaken to reduce defects); or

o   A result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society).

Examples of projects include, but are not limited to:

o   Developing a new product, service, or result;

o   Effecting a change in the structure, processes, staffing, or style of an organization;

o   Developing or acquiring a new or modified information system (hardware or software);

o   Conducting a research effort whose outcome will be aptly recorded;

o   Constructing a building, industrial plant, or infrastructure; or

o   Implementing, improving, or enhancing existing business processes and procedures.

What is Project Management?

It is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

Project management is accomplished through the application and integration of the project management 47 processes and 5 process groups. These 5 process groups are:

1.       Initiating

2.       Planning

3.       Executing

4.       Monitoring and Controlling

5.       Closing

Relationships among Portfolio Management, Program Management, Project Management, and organizational Project Management

Project and Strategic Planning

Projects are typically authorized as a result of one or more of the following strategic considerations:

Market demand – Strategic opportunity/business need – Customer request – Technological advance – Legal requirement.

Project Management Office (PMO)

PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of these projects under its domain.

Types of PMO

-          Supportive: provide consultative role to projects.

-          Controlling: provide support and require compliance through various means.

-          Directive: takes control of the projects by directly managing the projects.

Roles of Project Manager

The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager is focused on providing management oversight for a functional or a business unit, and operations managers are responsible for ensuring that business operations are efficient.

Depending on the organizational structure, a project manager may report to a functional manager. In other cases, a project manager may be one of several project managers who report to a program or portfolio manager who is ultimately responsible for enterprise-wide projects. In this type of structure, the project manager works closely with the program or portfolio manager to achieve the project objectives and to ensure the project management plan aligns with the overarching program plan. The project manager also works closely and in collaboration with other roles, such as a business analyst, quality assurance manager, and subject matter experts.

Understand and applying knowledge, tools and techniques as a good practice is not sufficient for a good project management.

Effective project management requires that the project manager must process knowledge, performance and personal characteristics to manage projects.

Responsibilities and Competencies of the Project Manager

Effective project manager should process the following competencies:

1.       Knowledge: refers to what the project manager knows about project management.

2.       Performance: refers to what the project manager is able to do or accomplish while applying his/her project management knowledge.

3.       Personal: refer to know the project manager behaves when performing the project or related activity.

Interpersonal Skills pf the Project Manager

Leadership – Team Building – Motivation – Communication – Influencing – Decision making – Political and cultural awareness – Negotiation – Trust building – Conflict management and – Coaching.