An Overview Of Project Management Processes Kamal Dhar 30-May-2007

Contents Opening Remarks Definitions, Glossary of Terms and the Context Project Management Process Groups Definitions and Interactions Project Management Component Processes Project Management in the light of ICT Projects Case History

Opening Remarks

Definitions, Glossary of Terms and the Context

Project Management Process Groups

Definitions and Interactions

Project Management Component Processes

Project Management in the light of ICT Projects

Case History

How do you define a Project ? What is a Project ? What is an Operation ? Is there any difference between Project & Operation ? Many Characteristics are common Both use human resources Both are constrained by limited resources Both are planned, executed & controlled But there is a major difference Operations are on-going, repetitive Projects are temporary, unique

What is a Project ?

What is an Operation ?

Is there any difference between Project & Operation ?

Many Characteristics are common

Both use human resources

Both are constrained by limited resources

Both are planned, executed & controlled

But there is a major difference

Operations are on-going, repetitive

Projects are temporary, unique

So what is a Project then ? It is defined as Temporary Endeavour undertaken to create a Unique Product or Service Product or Service should be different in some distinguishing way It has a definite beginning and a definite end

It is defined as Temporary Endeavour undertaken to create a Unique Product or Service

Product or Service should be different in some distinguishing way

It has a definite beginning and a definite end

Projects can take many dimensions May involve single person or 10, 000 persons May require 100 Man-hours or 100 Million Man-hours for completion May involve single unit of one organisation or cross-agency collaboration PPP / JV in ICT Projects May be a critical component of the business strategy of the organisation

May involve single person or 10, 000 persons

May require 100 Man-hours or 100 Million Man-hours for completion

May involve single unit of one organisation or cross-agency collaboration

PPP / JV in ICT Projects

May be a critical component of the business strategy of the organisation

Projects can be of various types Developing new Product or Service BPR Effecting a change in structure, staffing and style of the organisation Designing a new vehicle Developing or acquiring a new IT System Constructing a building or a facility Creating a nationwide infrastructure

Developing new Product or Service

BPR

Effecting a change in structure, staffing and style of the organisation

Designing a new vehicle

Developing or acquiring a new IT System

Constructing a building or a facility

Creating a nationwide infrastructure

What is a ‘Program’ ? Is there any difference between a ‘Program’ and a ‘Project’ ? Program is a ‘Group of Projects’ managed in a coordinated way May involve elements of on-going operations, repetitive or cyclical e.g., publishing a periodical magazine Project Management is generally viewed as sub-set of Program management

Is there any difference between a ‘Program’ and a ‘Project’ ?

Program is a ‘Group of Projects’ managed in a coordinated way

May involve elements of on-going operations, repetitive or cyclical e.g., publishing a periodical magazine

Project Management is generally viewed as sub-set of Program management

What is Project Management ? Project Management is the application of knowledge, skills, tools and techniques to various project activities in order to Meet objectives of the project Meet or exceed stakeholder needs and expectations Balance competing demands among Scope, Time, Cost, Quality, HR etc.

Project Management is the application of knowledge, skills, tools and techniques to various project activities in order to

Meet objectives of the project

Meet or exceed stakeholder needs and expectations

Balance competing demands among Scope, Time, Cost, Quality, HR etc.

What is a Project Management Framework ? Project Management Framework Basic structure for project management Should describe the environment in which project operates Should describe interactions between various project management processes

Project Management Framework

Basic structure for project management

Should describe the environment in which project operates

Should describe interactions between various project management processes

Project Management Component Processes Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project HR Management Project Communication Management Project Procurement Management Project Risk Management

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project HR Management

Project Communication Management

Project Procurement Management

Project Risk Management

Broader Context of Project Management Project Phase Project Life Cycle Project Stakeholders Organizational Influence Key Management Skills Socio-economic Influence

Project Phase

Project Life Cycle

Project Stakeholders

Organizational Influence

Key Management Skills

Socio-economic Influence

Characteristics of Project Phases Projects are usually divided into several project phases Project phasing ensures better management, control and linking between various ongoing project activities Each project phase is marked by completion of one or more Deliverables and a Review of Key Deliverables and project performance What is a Deliverable? A deliverable is a tangible, verifiable work product, e.g. feasibility study, a detailed design, a working prototype etc.

Projects are usually divided into several project phases

Project phasing ensures better management, control and linking between various ongoing project activities

Each project phase is marked by completion of one or more Deliverables and a Review of Key Deliverables and project performance

What is a Deliverable?

A deliverable is a tangible, verifiable work product, e.g. feasibility study, a detailed design, a working prototype etc.

What is Project Life Cycle ? Collectively project phases are termed as Project Life Cycle Project Life Cycle defines the beginning and end of a project, may be generic or very detailed It defines the phasing sequence with overlap, if any Beginning phase may be with a feasibility study (first phase) End phase may link with a technology-transfer or sign-off of a software package Detailed description may have numerous forms, charts, checklists etc to provide structure, consistency (PM methodologies) etc.

Collectively project phases are termed as Project Life Cycle

Project Life Cycle defines the beginning and end of a project, may be generic or very detailed

It defines the phasing sequence with overlap, if any

Beginning phase may be with a feasibility study (first phase)

End phase may link with a technology-transfer or sign-off of a software package

Detailed description may have numerous forms, charts, checklists etc to provide structure, consistency (PM methodologies) etc.

What is essentially defined in Project Life Cycle ? What technical work should be done in each phase Who should be involved in each phase Cost & staffing level at each phase Low at the start, higher towards end

What technical work should be done in each phase

Who should be involved in each phase

Cost & staffing level at each phase

Low at the start, higher towards end

Sample Generic Life Cycle Control on final cost & final characteristics of project Probability of successful completion

Representative Example of Project Life Cycle Construction Project Life Cycle Feasibility (project formulation, feasibility studies, requirement analysis, strategy design & approval, phase ends with go/ no-go decision) Planning & Design (base design, cost & schedule, contract terms & conditions, detailed planning, phase ends with major contracts) Production (manufacturing, delivery, civil works, installation and testing, phase ends with substantial completion of the facility) Turnover & Start-up (final testing & maintenance, phase ends with the facility fully operational) (Contd…)

Construction Project Life Cycle

Feasibility (project formulation, feasibility studies, requirement analysis, strategy design & approval, phase ends with go/ no-go decision)

Planning & Design (base design, cost & schedule, contract terms & conditions, detailed planning, phase ends with major contracts)

Production (manufacturing, delivery, civil works, installation and testing, phase ends with substantial completion of the facility)

Turnover & Start-up (final testing & maintenance, phase ends with the facility fully operational)

Representative Example of Project Life Cycle A spiral model for software development with four cycles and four quadrants Proof-of Concept Cycle First Build Cycle Second Build Cycle Final Cycle (…Contd.)

A spiral model for software development with four cycles and four quadrants

Proof-of Concept Cycle

First Build Cycle

Second Build Cycle

Final Cycle

Representative Software Development Life Cycle

Define the Project Stakeholders Identify the Stakeholders Project Manager, Customer, Performing Organisation, Funding Organisation, Suppliers & Contractors, Govt. Agencies, Citizen and Society at large etc. Determine Stakeholders’ needs and expectations Different objectives may come into conflict, major challenge in finding appropriate resolutions Manage and Influence the expectations towards successful project completion Identify roles and responsibilities for the Stakeholders

Identify the Stakeholders

Project Manager, Customer, Performing Organisation, Funding Organisation, Suppliers & Contractors, Govt. Agencies, Citizen and Society at large etc.

Determine Stakeholders’ needs and expectations

Different objectives may come into conflict, major challenge in finding appropriate resolutions

Manage and Influence the expectations towards successful project completion

Identify roles and responsibilities for the Stakeholders

Project Management Processes get influenced by the Organization performing the Project

Organisational Influences on Project Management Influence by Organisational Systems Project-based organisations, e.g., consulting firms, architectural firms, contracting firms mostly have project management systems in place Non-project based organisations e.g., manufacturing companies, most government departments seldom have management systems designed to support project needs efficiently and effectively (Contd…)

Influence by Organisational Systems

Project-based organisations, e.g., consulting firms, architectural firms, contracting firms

mostly have project management systems in place

Non-project based organisations e.g., manufacturing companies, most government departments

seldom have management systems designed to support project needs efficiently and effectively

Organisational Influence on Project Management Influence by Organisational Culture & Style Organisational culture and style is reflected in norms, policies, procedures, expectations, beliefs, authority relationships etc. For example: An unusual higher-risk approach is likely to be approved in an aggressive or entrepreneurial organisation; A project manager with highly participative style is likely to encounter problem in a rigidly hierarchical organisation Authorative Project Manager will have problem in a participative organisation Influence by Organisational Structure Organisational Struture may be ‘functional’ or ‘projectised’, influencing the availability of resources of the project (…Contd.)

Influence by Organisational Culture & Style

Organisational culture and style is reflected in norms, policies, procedures, expectations, beliefs, authority relationships etc. For example:

An unusual higher-risk approach is likely to be approved in an aggressive or entrepreneurial organisation;

A project manager with highly participative style is likely to encounter problem in a rigidly hierarchical organisation

Authorative Project Manager will have problem in a participative organisation

Influence by Organisational Structure

Organisational Struture may be ‘functional’ or ‘projectised’, influencing the availability of resources of the project

Organizational Structure Influences on Projects

Functional Organisation

Projectised Organisation

Strong Matrix Organisation

Balanced Matrix Organisation

Weak Matrix Organisation

Composite Organisation

Influence of Key Personnels on Project Management

General Management Skills for Project Management Leading (essentially different from ‘managing’!) Establishing direction (vision and strategy) Aligning people (communicating vision and strategy by words and deeds) Motivating and inspiring Leadership may be demonstrated at all levels Communicating with clarity, unambiguity Written and oral, listening and speaking Internal and external Formal and informal Vertical and horizontal (Contd…)

Leading (essentially different from ‘managing’!)

Establishing direction (vision and strategy)

Aligning people (communicating vision and strategy by words and deeds)

Motivating and inspiring

Leadership may be demonstrated at all levels

Communicating with clarity, unambiguity

Written and oral, listening and speaking

Internal and external

Formal and informal

Vertical and horizontal

General Management Skills for Project Management Negotiating with others to reach an agreement Scope, cost, schedule, contract, assignments, resource etc. Problem Solving Problem definition (technical, managerial, interpersonal) Decision-making (identification of viable solutions and making a choice with time element) Influencing the Organisation Understanding the formal and informal dynamics of the organisation (power & politics - in the positive sense) (…Contd.)

Negotiating with others to reach an agreement

Scope, cost, schedule, contract, assignments, resource etc.

Problem Solving

Problem definition (technical, managerial, interpersonal)

Decision-making (identification of viable solutions and making a choice with time element)

Influencing the Organisation

Understanding the formal and informal dynamics of the organisation (power & politics - in the positive sense)

Socio-economic Influence on Project Management Standards and Regulations When well-known, project plans can reflect their effects When influence is unknown or uncertain, effects considered under Project Risk Management Internationalisation In addition to conventional scope, cost, time, quality etc. Project Management should consider effect of time zone differences, national / regional holidays, travel requirements, logistics for tele/ video conferencing, sometimes volatile political differences (Contd…)

Standards and Regulations

When well-known, project plans can reflect their effects

When influence is unknown or uncertain, effects considered under Project Risk Management

Internationalisation

In addition to conventional scope, cost, time, quality etc. Project Management should consider effect of time zone differences, national / regional holidays, travel requirements, logistics for tele/ video conferencing, sometimes volatile political differences

Socio-economic Influence on Project Management Cultural Influence All projects operate within a context of one or more cultural norms Areas of influence are political, economic, demographic, educational, ethical, ethnic, religious etc. that affect the way people and organisation interact (…Contd.)

Cultural Influence

All projects operate within a context of one or more cultural norms

Areas of influence are political, economic, demographic, educational, ethical, ethnic, religious etc. that affect the way people and organisation interact

Now we will have a closer look on various Project Process Groups and their interactions Successful Project Management means actively managing the interactions between various Project Processes

Now we will have a closer look on various Project Process Groups and their interactions

Project Management Processes Project Management is an integrative endeavour Interactions may be either straight forward and well-understood or subtle and uncertain e.g., a scope change will almost always affect project cost, but it may or may not affect product quality or team morale Integrative nature is defined in terms of the interlinked component processes and their interactions

Project Management is an integrative endeavour

Interactions may be either straight forward and well-understood or subtle and uncertain

e.g., a scope change will almost always affect project cost, but it may or may not affect product quality or team morale

Integrative nature is defined in terms of the interlinked component processes and their interactions

Projects are composed of processes Project Management Processes Altogether Nine Processes, describing and organizing all the activities of the project Product-oriented Processes Specify and create the project product, typically defined in the Project Life Cycle and vary by application area Above two do overlap and interact throughout the project e.g., to define scope of the project, basic understanding of how to create the product is required

Project Management Processes

Altogether Nine Processes, describing and organizing all the activities of the project

Product-oriented Processes

Specify and create the project product, typically defined in the Project Life Cycle and vary by application area

Above two do overlap and interact throughout the project

e.g., to define scope of the project, basic understanding of how to create the product is required

Project Processes have five Groups Initiating Processes – beginning of a phase Planning Processes – devising and maintaining a workable scheme Executing Processes – coordinating people and other resources Controlling Processes – monitoring and measuring progress and taking corrective actions Closing Processes – formalizing acceptance of an orderly end of the project or phase

Initiating Processes – beginning of a phase

Planning Processes – devising and maintaining a workable scheme

Executing Processes – coordinating people and other resources

Controlling Processes – monitoring and measuring progress and taking corrective actions

Closing Processes – formalizing acceptance of an orderly end of the project or phase

Links Among Process Groups in a Phase

Overlap of Process Groups in a Phase

Interaction Between Phases Prior Phases Subsequent Phases

Processes Interact within Process Group Each Process can be defined in terms of Inputs – documents or documentable items that will be acted upon Tools & Techniques – mechanisms to create outputs form the inputs Outputs-documents or documentable items as a result of the process All nine Project Management areas mentioned earlier are defined in the above way

Each Process can be defined in terms of

Inputs – documents or documentable items that will be acted upon

Tools & Techniques – mechanisms to create outputs form the inputs

Outputs-documents or documentable items as a result of the process

Let us now have a closer look on these five processes Initiating Processes Planning Processes Executing Processes Controlling Processes Closing Processes

Initiating Processes

Planning Processes

Executing Processes

Controlling Processes

Closing Processes

Initiating Process Essentially it is a single process indicating the commitment of the organisation It leads to beginning of the next phase i.e., Planning Process

Essentially it is a single process indicating the commitment of the organisation

It leads to beginning of the next phase i.e., Planning Process

Planning Processes Having major importance in a project Spend adequate time in planning to avoid problems in execution Many iteration possible till Planning is complete Consist of two main processes Core Processes Facilitating Processes

Having major importance in a project

Spend adequate time in planning to avoid problems in execution

Many iteration possible till Planning is complete

Consist of two main processes

Core Processes

Facilitating Processes

Core Processes in Planning Scope Planning – developing a written scope document as a basis of future project decisions Scope Definition-subdividing the major project deliverables into smaller, more manageable components Activity Definition – identifying the specific activities to be performed to produce various project deliverably Activity Sequencing- identifying and documenting interactivity dependencies Activity Duration Estimating – estimating the number of work periods which will be needed to complete individual activities (Contd…)

Scope Planning – developing a written scope document as a basis of future project decisions

Scope Definition-subdividing the major project deliverables into smaller, more manageable components

Activity Definition – identifying the specific activities to be performed to produce various project deliverably

Activity Sequencing- identifying and documenting interactivity dependencies

Activity Duration Estimating – estimating the number of work periods which will be needed to complete individual activities

Core Processes in Planning Schedule Development – analyzing activity sequences, activity durations and resource requirements to create project schedule Resource Planning-determining resources (people, equipment, materials) and their quantities required to perform project activities Cost Budgeting – allocating the overall cost estimate to individual work items Project Plan Development – developing a consistent, coherent document taking in account of the above planning processes (…Contd.)

Schedule Development – analyzing activity sequences, activity durations and resource requirements to create project schedule

Resource Planning-determining resources (people, equipment, materials) and their quantities required to perform project activities

Cost Budgeting – allocating the overall cost estimate to individual work items

Project Plan Development – developing a consistent, coherent document taking in account of the above planning processes

Facilitating Processes in Planning Quality Planning – identification of quality standards and means to achieve them Organisation Planning – identifying, documenting and assigning project roles, responsibilities and reporting relationships Staff Acquisitions – getting the required HR Communication Planning – determining the information, communication need and mode for communication (Contd…)

Quality Planning – identification of quality standards and means to achieve them

Organisation Planning – identifying, documenting and assigning project roles, responsibilities and reporting relationships

Staff Acquisitions – getting the required HR

Communication Planning – determining the information, communication need and mode for communication

Facilitating Processes in Planning Risk Identification- identification risks which may affect the project and documenting them Risk Quantification – evaluating risks and risk interactions to access the range of possible project outcome Risk Response Development-defining enhancement steps for opportunities and response to threats Procurement Planning-determining what to procure and when Solicitation Planning – documenting product requirements and identifying potential sources (…Contd.)

Risk Identification- identification risks which may affect the project and documenting them

Risk Quantification – evaluating risks and risk interactions to access the range of possible project outcome

Risk Response Development-defining enhancement steps for opportunities and response to threats

Procurement Planning-determining what to procure and when

Solicitation Planning – documenting product requirements and identifying potential sources

Executing Processes Project Plan Execution By performing all activities Scope Verification Formalizing acceptance of the project scope Quality Assurance Evaluating project performance to meet quality standard Team development Developing individual & group skills (Contd…)

Project Plan Execution

By performing all activities

Scope Verification

Formalizing acceptance of the project scope

Quality Assurance

Evaluating project performance to meet quality standard

Team development

Developing individual & group skills

Executing Processes Information Distribution Making information available in a timely manner Solicitation Obtaining quotations, bids, RFPs as appropriate Source Selection Identifying potential suppliers Contract Administration Managing appropriate contracts with the suppliers / vendors / operators (…Contd.)

Information Distribution

Making information available in a timely manner

Solicitation

Obtaining quotations, bids, RFPs as appropriate

Source Selection

Identifying potential suppliers

Contract Administration

Managing appropriate contracts with the suppliers / vendors / operators

Controlling Processes Overall Change Control Coordinating changes across the entire project Scope Change Control Controlling changes to project scope Schedule Control Controlling changes to the project schedule Cost Control Controlling changes to the project budget (Contd…)

Overall Change Control

Coordinating changes across the entire project

Scope Change Control

Controlling changes to project scope

Schedule Control

Controlling changes to the project schedule

Cost Control

Controlling changes to the project budget

Controlling Processes Quality Control Monitoring intermediate results and identifying ways to eliminate causes for not meeting the quality standards Performance Reporting Collecting and disseminating performance information which includes status reporting, progress measurement and forecasting Risk Response Control Responding to changes in risk over the course of the project (…Contd.)

Quality Control

Monitoring intermediate results and identifying ways to eliminate causes for not meeting the quality standards

Performance Reporting

Collecting and disseminating performance information which includes status reporting, progress measurement and forecasting

Risk Response Control

Responding to changes in risk over the course of the project

Closing Processes Financial Closure – Utilization Certificates Financial Statements Administrative Closure – generating document to formalise phase or project completion Contract close-out – completion and settlement of contract including resolution of any open items

Financial Closure – Utilization Certificates Financial Statements

Administrative Closure – generating document to formalise phase or project completion

Contract close-out – completion and settlement of contract including resolution of any open items

Now with this background on Project Process Groups we would discuss on nine Project Management Areas which primarily describe PM knowledge and practice in terms of its component processes

Now with this background on Project Process Groups we would discuss on nine Project Management Areas which primarily describe PM knowledge and practice in terms of its component processes

Nine PM Component Processes Project Integration Management these processes ensure proper coordination among various activity elements of the project Project Scope Management these processes ensure identification of all work (and only those work) required to complete the project Project Time Management These processes ensure timely completion of the project (Contd…)

Project Integration Management

these processes ensure proper coordination among various activity elements of the project

Project Scope Management

these processes ensure identification of all work (and only those work) required to complete the project

Project Time Management

These processes ensure timely completion of the project

Nine PM Component Processes Project Cost Management these processes ensure that the project is completed within the approved budget Project Quality Management these processes ensure that the project will satisfy the needs for which it was undertaken Project HR Management these processes ensure most effective use of the people involved with the project (Contd…) (…Contd.)

Project Cost Management

these processes ensure that the project is completed within the approved budget

Project Quality Management

these processes ensure that the project will satisfy the needs for which it was undertaken

Project HR Management

these processes ensure most effective use of the people involved with the project

Nine PM Component Processes Project Communication Management these processes ensure timely and appropriate generation, collection, dissemination, storage and disposition of project information Project Procurement Management these processes describe procurement of good and services from outside the performing organisation Project Risk Management these processes describe identification, analysis and response to project risk (…Contd.)

Project Communication Management

these processes ensure timely and appropriate generation, collection, dissemination, storage and disposition of project information

Project Procurement Management

these processes describe procurement of good and services from outside the performing organisation

Project Risk Management

these processes describe identification, analysis and response to project risk

Project Integration Management

Project Integration Management Project Integration Management processes are primarily integrative. They integrate the processes involving Project Plan Development Project Plan Execution Overall Change Control For every PM Process Component (Nine in all) Inputs Tools & Techniques Outputs are defined in sub-elements and managed accordingly (Contd…)

Project Integration Management processes are primarily integrative. They integrate the processes involving

Project Plan Development

Project Plan Execution

Overall Change Control

For every PM Process Component (Nine in all)

Inputs

Tools & Techniques

Outputs

are defined in sub-elements and managed accordingly

Project Integration Management Project Plan Development Inputs Other planning outputs Historical information Constraints Tools & Techniques Project planning methodology Stakeholder skills and knowledge Outputs Project plan Supporting detail Organisational policies Assumptions Project management information system (PMIS) Schedule management plan Resource requirement updates (Contd…) (…Contd.)

Project Plan Development

Inputs

Other planning outputs

Historical information

Constraints

Tools & Techniques

Project planning methodology

Stakeholder skills and knowledge

Outputs

Project plan

Supporting detail

Organisational policies

Assumptions

Project management information system (PMIS)

Schedule management plan

Resource requirement updates

Project Integration Management Project Plan Execution Inputs Project plan Supporting detail Tools & Techniques General management skills Product skills and knowledge Work authorization system Outputs Work results Organisational policies Corrective action Status review meetings Project management information system Organisational procedures Change requests (Contd…) (…Contd.)

Project Plan Execution

Inputs

Project plan

Supporting detail

Tools & Techniques

General management skills

Product skills and knowledge

Work authorization system

Outputs

Work results

Organisational policies

Corrective action

Status review meetings

Project management information system

Organisational procedures

Change requests

Project Integration Management Overall Change Control Inputs Project plan Performance reports Tools & Techniques Change control system Configuration management Performance measurement Outputs Project plan updates Corrective action Change requests Additional planning Project management information system Lessons learned (…Contd.)

Overall Change Control

Inputs

Project plan

Performance reports

Tools & Techniques

Change control system

Configuration management

Performance measurement

Outputs

Project plan updates

Corrective action

Change requests

Additional planning

Project management information system

Lessons learned

Coordinating Changes Across the Entire Project Performance Reporting Overall Change Control Subsidiary Change Control Scope Change Control Schedule Change Control Cost Change Control Quality Control Risk Change Control Contract Administration

Scope Change Control

Schedule Change Control

Cost Change Control

Quality Control

Risk Change Control

Contract Administration

Project Scope Management

Project Scope Management Initiation Scope Planning Scope Definition Scope Verification Scope Change Control (Contd…)

Initiation

Scope Planning

Scope Definition

Scope Verification

Scope Change Control

Project Scope Management Initiation Inputs Product description Strategic plan Tools and Techniques Project selection methods Expert judgment Outputs Project charter Project Manager identified / assigned Project selection criteria Historical information Constraints Assumptions (Contd…) (…Contd.)

Initiation

Inputs

Product description

Strategic plan

Tools and Techniques

Project selection methods

Expert judgment

Outputs

Project charter

Project Manager identified / assigned

Project selection criteria

Historical information

Constraints

Assumptions

Project Scope Management Scope Planning Inputs Product description Project charter Tools and Techniques Product analysis Benefit/ cost analysis Outputs Scope statement Supporting detail Constraints Assumptions Alternatives identification Expert judgment Scope management plan (Contd…) (…Contd.)

Scope Planning

Inputs

Product description

Project charter

Tools and Techniques

Product analysis

Benefit/ cost analysis

Outputs

Scope statement

Supporting detail

Constraints

Assumptions

Alternatives identification

Expert judgment

Scope management plan

Project Scope Management Scope Definition Inputs Scope statement Constraints Assumptions Tools and Techniques Work Breakdown Structure templates Outputs Work Breakdown Structure (WBS) Other planning outputs Historical information Decomposition (Contd…) (…Contd.)

Scope Definition

Inputs

Scope statement

Constraints

Assumptions

Tools and Techniques

Work Breakdown Structure templates

Outputs

Work Breakdown Structure (WBS)

Other planning outputs

Historical information

Decomposition

What is a Work Breakdown Structure (WBS) ? A WBS is a deliverable-oriented grouping of all Project Activity Elements It defines and organises total scope of project work Any work which is not in WBS is outside the scope of project It is worked out both in horizontal and vertical directions with each descending level represents an increasingly-detailed description of elements (Contd…)

A WBS is a deliverable-oriented grouping of all Project Activity Elements

It defines and organises total scope of project work

Any work which is not in WBS is outside the scope of project

It is worked out both in horizontal and vertical directions with each descending level represents an increasingly-detailed description of elements

What is a Work Breakdown Structure ? Each item in WBS is assigned a unique identifier, collectively known as Codes of Accounts Items at lowest level of WBS are called Work packages which may be further decomposed to Activity definition Work element descriptions are often kept in a WBS dictionary which may include other planning information like schedule dates, cost budgets, staff assignments etc. This method of WBS applies to other application areas also e.g., CWBS, OBS, RBS, BOM etc. In other words WBS will be executed upto the level at which control can be exercised (…Contd.)

Each item in WBS is assigned a unique identifier, collectively known as Codes of Accounts

Items at lowest level of WBS are called Work packages which may be further decomposed to Activity definition

Work element descriptions are often kept in a WBS dictionary which may include other planning information like schedule dates, cost budgets, staff assignments etc.

This method of WBS applies to other application areas also e.g., CWBS, OBS, RBS, BOM etc.

In other words WBS will be executed upto the level at which control can be exercised

Project Scope Management Scope Verification Inputs Work results Product documentation Tools and Techniques Inspection Outputs Formal acceptance (Contd…)

Scope Verification

Inputs

Work results

Product documentation

Tools and Techniques

Inspection

Outputs

Formal acceptance

Project Scope Management Scope Change Control Inputs Work Breakdown Structure Performance reports Tools and Techniques Scope change control system Performance measurement Outputs Scope changes Corrective action Change requests Scope management plan Additional planning Lessons learned (Contd…) (…Contd.)

Scope Change Control

Inputs

Work Breakdown Structure

Performance reports

Tools and Techniques

Scope change control system

Performance measurement

Outputs

Scope changes

Corrective action

Change requests

Scope management plan

Additional planning

Lessons learned

Project Time Management

Project Time Management Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control (Contd…)

Activity Definition

Activity Sequencing

Activity Duration Estimating

Schedule Development

Schedule Control

Project Time Management Activity Definition Inputs Work Breakdown Structure Scope statement Historical information Tools and Techniques Decomposition Outputs Activity list Supporting details Constraints Assumptions Templates Work Breakdown Structure updates (Contd…) (…Contd.)

Activity Definition

Inputs

Work Breakdown Structure

Scope statement

Historical information

Tools and Techniques

Decomposition

Outputs

Activity list

Supporting details

Constraints

Assumptions

Templates

Work Breakdown Structure updates

Project Time Management Activity Sequencing Inputs Activity list Product description Mandatory dependencies Discretionary dependencies Tools and Techniques Precedence Diagramming Method (PDM) Arrow Diagramming Method (ADM) Outputs Project network diagram External dependencies Constraints Assumptions Conditional Diagramming Method Network templates Activity list updates (Contd…) (…Contd.)

Activity Sequencing

Inputs

Activity list

Product description

Mandatory dependencies

Discretionary dependencies

Tools and Techniques

Precedence Diagramming Method (PDM)

Arrow Diagramming Method (ADM)

Outputs

Project network diagram

External dependencies

Constraints

Assumptions

Conditional Diagramming Method

Network templates

Activity list updates

Logical Relationship in a Project Network Diagram

Logical Relationship in a Project Network Diagram Logical relationship describes dependency between two project activities or between a project activity and a milestone Four possible types of logical relationship are Finish – to – Start : the ‘from’ activity must finish before the ‘to’ activity starts Finish – to – Finish: the ‘from’ activity must finish before the ‘to’ activity can finish Start – to – Start: the ‘from’ activity must start before the ‘to’ activity can start Start – to – Finish: the ‘from’ activity must finish before the ‘to’ activity can finish

Logical relationship describes dependency between two project activities or between a project activity and a milestone

Four possible types of logical relationship are

Finish – to – Start : the ‘from’ activity must finish before the ‘to’ activity starts

Finish – to – Finish: the ‘from’ activity must finish before the ‘to’ activity can finish

Start – to – Start: the ‘from’ activity must start before the ‘to’ activity can start

Start – to – Finish: the ‘from’ activity must finish before the ‘to’ activity can finish

Project Time Management – Activity Sequencing Precedence Diagramming Method (PDM) Nodes represent activities and arrows represent dependencies Four different dependencies Finish – to – Start Finish – to – Finish Start – to – Start Start – to – Finish Finish-to-Start most commonly used in PDM (Contd…)

Precedence Diagramming Method (PDM)

Nodes represent activities and arrows represent dependencies

Four different dependencies

Finish – to – Start

Finish – to – Finish

Start – to – Start

Start – to – Finish

Finish-to-Start most commonly used in PDM

Network Logic Diagram Drawn Using the Precedence Diagramming Method

Project Time Management – Activity Sequencing Arrow Diagramming Method (ADM) Arrows represent activities and connected at nodes represent dependencies ADM uses only Finish – to – Start dependency Both PDM & ADM can be done manually or on a computer Conditional Diagramming used more in non-sequential activities, such as loops Example: a test that must be repeated or a design update is only needed when inspection detects errors (Contd…)

Arrow Diagramming Method (ADM)

Arrows represent activities and connected at nodes represent dependencies

ADM uses only Finish – to – Start dependency

Both PDM & ADM can be done manually or on a computer

Conditional Diagramming used more in non-sequential activities, such as loops

Example: a test that must be repeated or a design update is only needed when inspection detects errors

Network Logic Diagram Drawn Using the Arrow Diagramming Method

Project Time Management Activity Duration Estimating Inputs Activity list Constraints Assumptions Tools and Techniques Expert judgment Analogous estimating Outputs Activity duration estimates Basis of estimates Resource requirements Resource capabilities Historical information Simulation Activity list updates (Contd…)

Activity Duration Estimating

Inputs

Activity list

Constraints

Assumptions

Tools and Techniques

Expert judgment

Analogous estimating

Outputs

Activity duration estimates

Basis of estimates

Resource requirements

Resource capabilities

Historical information

Simulation

Activity list updates

Project Time Management Schedule Development Inputs Project network diagram Activity duration estimates Resource requirements Resource pool description Tools and Techniques Mathematical analysis Duration compression Simulation Outputs Project schedule Supporting detail Calendars Constraints Assumptions Leads and lags Resource leveling heuristics Project management software Schedule management plan Resource requirement updates (Contd…) (…Contd.)

Schedule Development

Inputs

Project network diagram

Activity duration estimates

Resource requirements

Resource pool description

Tools and Techniques

Mathematical analysis

Duration compression

Simulation

Outputs

Project schedule

Supporting detail

Calendars

Constraints

Assumptions

Leads and lags

Resource leveling heuristics

Project management software

Schedule management plan

Resource requirement updates

Project Time Management – Schedule Development Mathematical Analysis deployed to calculate theoretical early and late start and finish dates for all project activities without considering resource limitations Some related Terms and Definitions (Contd…) (…Contd.)

Mathematical Analysis deployed to calculate theoretical early and late start and finish dates for all project activities without considering resource limitations

Some related Terms and Definitions

Critical Path What is a Critical Path in a project network diagram ? The series of activities which determines the earliest completion of the project Changes over the project cycle as activities are completed ahead or behind the schedule Normally calculated for entire project but may be determined for a milestone or subproject Normally defined as those activities with float less than or equal to a specified value, often zero Any activity riding on a critical path is defined as critical activity

What is a Critical Path in a project network diagram ?

The series of activities which determines the earliest completion of the project

Changes over the project cycle as activities are completed ahead or behind the schedule

Normally calculated for entire project but may be determined for a milestone or subproject

Normally defined as those activities with float less than or equal to a specified value, often zero

Any activity riding on a critical path is defined as critical activity

What is a Float ? It is the amount of time that an activity may be delayed from its early start date without delaying the project finish date Float changes as the project progresses and changes are made in the project plan Free float indicates the amount of time an activity can be delayed without delaying the early start date of any immediately following activity

It is the amount of time that an activity may be delayed from its early start date without delaying the project finish date

Float changes as the project progresses and changes are made in the project plan

Free float indicates the amount of time an activity can be delayed without delaying the early start date of any immediately following activity

Critical Path Method (CPM) A network analysis technique to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (least float) Early dates are calculated by means of a forward pass using a specified start date Late dates are calculated by means of a backward pass starting from a specified completion date CPM calculates a single, deterministic early and late start-finish dates for each activity based on specified, sequential network logic and single duration estimate

A network analysis technique to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (least float)

Early dates are calculated by means of a forward pass using a specified start date

Late dates are calculated by means of a backward pass starting from a specified completion date

CPM calculates a single, deterministic early and late start-finish dates for each activity based on specified, sequential network logic and single duration estimate

Project Time Management – Schedule Development GERT uses probabilistic method for both network logic and activity duration estimate to calculate project duration PERT uses sequential network logic and a weighted average duration estimate to compute project duration PERT uses distribution mean (expected value) instead of most likely estimate used in CPM Duration Compression techniques are used with compromising scope Crashing, often results in increased cost Fast track – increased risk (Contd…)

GERT uses probabilistic method for both network logic and activity duration estimate to calculate project duration

PERT uses sequential network logic and a weighted average duration estimate to compute project duration

PERT uses distribution mean (expected value) instead of most likely estimate used in CPM

Duration Compression techniques are used with compromising scope

Crashing, often results in increased cost

Fast track – increased risk

PERT Duration Calculation

Project Time Management – Schedule Development Project Management Software Most widely used now Embodies all mathematical analysis and resource levelling in automated way Allows rapid considerations on many schedule alternatives MIS prints possible

Project Management Software

Most widely used now

Embodies all mathematical analysis and resource levelling in automated way

Allows rapid considerations on many schedule alternatives

MIS prints possible

Outputs for Schedule Development Project Network Diagram with scheduled dates shows both project logic and critical path activities Bar (Gantt) Chart Shows activity start and end dates, expected dates, do not show dependencies, most widely used Milestone Chart usually indicate completion of major deliverables and key external interfaces Time – Sealed Network Diagram Blend of project network diagram and bar chart indicating project logic, activity duration and schedule information

Project Network Diagram with scheduled dates

shows both project logic and critical path activities

Bar (Gantt) Chart

Shows activity start and end dates, expected dates, do not show dependencies, most widely used

Milestone Chart

usually indicate completion of major deliverables and key external interfaces

Time – Sealed Network Diagram

Blend of project network diagram and bar chart indicating project logic, activity duration and schedule information

Project Network Diagram There are many other acceptable ways to display date information on a project network diagram

Bar (Gantt) Chart There are many other acceptable ways to display project information on a bar chart.

Time-Scaled Network Diagram There are many other acceptable ways to display project information on a time-scaled network diagram

Milestone Chart There are many other acceptable ways to display project information on a milestone chart.

Project Time Management Schedule Control Inputs Project schedule Performance reports Tools and Techniques Schedule change control system Performance measurement Outputs Schedule updates Corrective action Change requests Schedule management plan Additional planning Project management software Lessons learned

Schedule Control

Inputs

Project schedule

Performance reports

Tools and Techniques

Schedule change control system

Performance measurement

Outputs

Schedule updates

Corrective action

Change requests

Schedule management plan

Additional planning

Project management software

Lessons learned

Project Cost Management

Project Cost Management Resource Planning Cost Estimating Cost Budgeting Cost control

Resource Planning

Cost Estimating

Cost Budgeting

Cost control

Some related Terms and Definitions

Terms & Definitions Cost Estimating is the process of estimating the cost of resources needed to complete project activities Often confused with cost budgeting which is allocation of cost estimates to individual project components Budgeted Cost of Work Scheduled (BCWS) is the sum of approved cost estimates (including overhead allocation) for activities (or portion of activities) scheduled to be performed during a given period Budgeted Cost of Work Performed (BCWP) is the sum of approved cost for activities completed during a given period (Contd…)

Cost Estimating is the process of estimating the cost of resources needed to complete project activities

Often confused with cost budgeting which is allocation of cost estimates to individual project components

Budgeted Cost of Work Scheduled (BCWS) is the sum of approved cost estimates (including overhead allocation) for activities (or portion of activities) scheduled to be performed during a given period

Budgeted Cost of Work Performed (BCWP) is the sum of approved cost for activities completed during a given period

Terms & Definitions Actual Cost of Work Performed (ACWP) is the total cost incurred (direct or indirect) in accomplishing work during a given time period Cost Variance is the difference between the estimated cost and actual cost for any activity Cost Performance Index (CPI) is the ratio BCWP/ ACWP which is used to predict the magnitude of a possible cost overrun indicated by ‘projected cost of completion = original cost estimate / CPI Earned Value is a method for measuring project performance by comparing the amount of work actually performed against work-planned to determine performance of cost and schedule (…Contd.)

Actual Cost of Work Performed (ACWP) is the total cost incurred (direct or indirect) in accomplishing work during a given time period

Cost Variance is the difference between the estimated cost and actual cost for any activity

Cost Performance Index (CPI) is the ratio BCWP/ ACWP which is used to predict the magnitude of a possible cost overrun indicated by ‘projected cost of completion = original cost estimate / CPI

Earned Value is a method for measuring project performance by comparing the amount of work actually performed against work-planned to determine performance of cost and schedule

Project Cost Management Resource Planning Inputs Work Breakdown Structure Historical information Scope statement Tools and Techniques Expert judgment Outputs Resource requirements Resource pool description Organisational policies Alternatives identification (Contd…)

Resource Planning

Inputs

Work Breakdown Structure

Historical information

Scope statement

Tools and Techniques

Expert judgment

Outputs

Resource requirements

Resource pool description

Organisational policies

Alternatives identification

Project Cost Management Cost Estimating Inputs Work Breakdown Structure Resource requirements Resource rates Tools and Techniques Analogous estimating Parametric modeling Outputs Cost estimates Supporting detail Activity duration estimates Historical information Chart of accounts Bottom-up estimating Computerized tools Cost management plan (Contd…) (…Contd.)

Cost Estimating

Inputs

Work Breakdown Structure

Resource requirements

Resource rates

Tools and Techniques

Analogous estimating

Parametric modeling

Outputs

Cost estimates

Supporting detail

Activity duration estimates

Historical information

Chart of accounts

Bottom-up estimating

Computerized tools

Cost management plan

Project Cost Management Cost Budgeting Inputs Cost estimates Work Breakdown Structure Project schedule Tools and Techniques Cost estimating tools and techniques Outputs Cost baseline (…Contd.)

Cost Budgeting

Inputs

Cost estimates

Work Breakdown Structure

Project schedule

Tools and Techniques

Cost estimating tools and techniques

Outputs

Cost baseline

Illustrative Cost Baseline Display

Project Cost Management Cost Control Inputs Cost baseline Performance reports Tools and Techniques Cost change control system Performance measurement Outputs Revised cost estimates Budget updates Corrective action Change requests Cost management plan Additional planning Computerized tools Estimate at completion Lessons learned (Contd…)

Cost Control

Inputs

Cost baseline

Performance reports

Tools and Techniques

Cost change control system

Performance measurement

Outputs

Revised cost estimates

Budget updates

Corrective action

Change requests

Cost management plan

Additional planning

Computerized tools

Estimate at completion

Lessons learned

Project Quality Management

Project Quality Management Quality Planning Quality Assurance Quality Control (Contd…)

Quality Planning

Quality Assurance

Quality Control

Project Quality Management Quality Planning Inputs Quality policy Scope statement Product description Tools and Techniques Benefit/ cost analysis Benchmarking Outputs Quality management plan Operational definitions Standards and regulations Other process outputs Flowcharting Design of experiments Checklists Inputs to other processes (Contd…) (…Contd.)

Quality Planning

Inputs

Quality policy

Scope statement

Product description

Tools and Techniques

Benefit/ cost analysis

Benchmarking

Outputs

Quality management plan

Operational definitions

Standards and regulations

Other process outputs

Flowcharting

Design of experiments

Checklists

Inputs to other processes

Project Quality Management Quality Assurance Inputs Quality management plan Results of quality control measurements Operational definitions Tools and Techniques Quality planning tools and techniques Quality audits Outputs Quality improvement (Contd…) (…Contd.)

Quality Assurance

Inputs

Quality management plan

Results of quality control measurements

Operational definitions

Tools and Techniques

Quality planning tools and techniques

Quality audits

Outputs

Quality improvement

Project Quality Management Quality Control Inputs Work results Quality management plan Tools and Techniques Inspection Control charts Pareto diagrams Outputs Quality improvement Acceptance decisions Rework Operational definitions Checklists Statistical sampling Flowcharting Trend analysis Completed checklists Process adjustments (…Contd.)

Quality Control

Inputs

Work results

Quality management plan

Tools and Techniques

Inspection

Control charts

Pareto diagrams

Outputs

Quality improvement

Acceptance decisions

Rework

Operational definitions

Checklists

Statistical sampling

Flowcharting

Trend analysis

Completed checklists

Process adjustments

Project Human Resource Management

Project Human Resource Management Organisational Planning Staff Acquisition Team Development (Contd…)

Organisational Planning

Staff Acquisition

Team Development

Project Human Resource Management Organisational Planning Inputs Project interfaces Staffing requirements Tools and Techniques Templates Human resource practices Outputs Role and responsibility assignments Staffing management plan Constraints Organisational theory Stakeholder analysis Organisation chart Supporting detail (…Contd.)

Organisational Planning

Inputs

Project interfaces

Staffing requirements

Tools and Techniques

Templates

Human resource practices

Outputs

Role and responsibility assignments

Staffing management plan

Constraints

Organisational theory

Stakeholder analysis

Organisation chart

Supporting detail

Project HR Management – Output from Organisational Planning Roles & Responsibilities Assignment Matrix (RAM) Roles & responsibilities closely linked to project scope definition For large projects, RAMs may be developed at various levels for each element in the WBS Staffing Management Plan describes when and how human resources (individuals and groups) will be brought onto and taken off the project team Uses resource histogram

Roles & Responsibilities Assignment Matrix (RAM)

Roles & responsibilities closely linked to project scope definition

For large projects, RAMs may be developed at various levels for each element in the WBS

Staffing Management Plan

describes when and how human resources (individuals and groups) will be brought onto and taken off the project team

Uses resource histogram

Responsibility Assignment Matrix P = Participant A = Accountable R = Review required I = Input required S = Sign-off required

Illustrative Resource Histogram

Project Human Resource Management Staff Acquisition Inputs Staffing management plan Staffing pool description Recruitment practices Tools and Techniques Negotiations Pre-assignment Procurement Outputs Project staff assigned Project team directory (Contd…)

Staff Acquisition

Inputs

Staffing management plan

Staffing pool description

Recruitment practices

Tools and Techniques

Negotiations

Pre-assignment

Procurement

Outputs

Project staff assigned

Project team directory

Project Human Resource Management Team Development Inputs Project staff Project plan Staffing management plan Tools and Techniques Team-building activities General management skills Reward and recognition systems Outputs Performance improvements Performance reports External feedback Collocation Training Input to performance appraisals (…Contd.)

Team Development

Inputs

Project staff

Project plan

Staffing management plan

Tools and Techniques

Team-building activities

General management skills

Reward and recognition systems

Outputs

Performance improvements

Performance reports

External feedback

Collocation

Training

Input to performance appraisals

Project Communications Management

Project Communications Management Communicating Planning Information Distribution Performance Reporting Administrative Closure (Contd…)

Communicating Planning

Information Distribution

Performance Reporting

Administrative Closure

Project Communications Management Communicating Planning Inputs Communications requirements Communications technology Constraints Assumptions Tools and Techniques Stakeholder analysis Outputs Communications management plan (Contd…) (…Contd.)

Communicating Planning

Inputs

Communications requirements

Communications technology

Constraints

Assumptions

Tools and Techniques

Stakeholder analysis

Outputs

Communications management plan

Project Communications Management Information Distribution Inputs Work results Communications management plan Project plan Tools and Techniques Communications skills Information retrieval systems Information distribution systems Outputs Project records (Contd…) (…Contd.)

Information Distribution

Inputs

Work results

Communications management plan

Project plan

Tools and Techniques

Communications skills

Information retrieval systems

Information distribution systems

Outputs

Project records

Project Communications Management Performance Reporting Inputs Project plan Work results Tools and Techniques Performance reviews Variance analysis Trend analysis Outputs Performance reports Other project records Earned value analysis Information distribution tools and techniques Change requests (…Contd.)

Performance Reporting

Inputs

Project plan

Work results

Tools and Techniques

Performance reviews

Variance analysis

Trend analysis

Outputs

Performance reports

Other project records

Earned value analysis

Information distribution tools and techniques

Change requests

Illustrative Graphic Performance Report

Project Communications Management Administrative Closure Inputs Performance measurement documentation Documentation of the product of the project Other project records Tools and Techniques Performance reporting tools and techniques Outputs Project achieves Formal acceptance Lessons learned

Administrative Closure

Inputs

Performance measurement documentation

Documentation of the product of the project

Other project records

Tools and Techniques

Performance reporting tools and techniques

Outputs

Project achieves

Formal acceptance

Lessons learned

Project Risk Management

Project Risk Management Risk Identification Risk Quantification Risk Response Development Risk Response Control (Contd…)

Risk Identification

Risk Quantification

Risk Response Development

Risk Response Control

Project Risk Management Risk Identification Inputs Product description Other planning outputs Tools and Techniques Checklists Flowcharting Outputs Sources of risk Potential risk events Historical information Interviewing Risk symptoms Inputs to other processes (Contd…) (…Contd.)

Risk Identification

Inputs

Product description

Other planning outputs

Tools and Techniques

Checklists

Flowcharting

Outputs

Sources of risk

Potential risk events

Historical information

Interviewing

Risk symptoms

Inputs to other processes

Project Risk Management Risk Quantification Inputs Stakeholder risk tolerances Sources of risk Potential risk events Tools and Techniques Expected monetary value Statistical sums Simulation Outputs Opportunities to pursue, threats to respond to Cost estimates Activity duration estimates Decision trees Expert judgment Opportunities to ignore, threats to accept (Contd…) (…Contd.)

Risk Quantification

Inputs

Stakeholder risk tolerances

Sources of risk

Potential risk events

Tools and Techniques

Expected monetary value

Statistical sums

Simulation

Outputs

Opportunities to pursue, threats to respond to

Cost estimates

Activity duration estimates

Decision trees

Expert judgment

Opportunities to ignore, threats to accept

Results from a Monte Carlo Simulation of a Project Schedule This S-curve shows the cumulative probability of project completion by a particular date. For example, the intersection of the dashed lines shows that there is a 50 percent probability that the project will be finished within 145 days of its start. Project completion dates toward the left have higher risk while those toward the right have lower risk.

Path Convergence Activities 1, 2, and 3 all have an expected duration of 12 days, ± 2 days. The CPM calculated duration of Milestone A to Milestone B is, therefore, 12 days. However, the actual duration will be greater than 12 days if any one of the activities is delayed. This is true even if the other activities finish in less than 12 days.

Project Risk Management Risk Response Development Inputs Opportunities to pursue, threats to respond to Tools and Techniques Procurement Contingency planning Outputs Risk management plan Inputs to other processes Contingency plans Opportunities to ignore, threats to accept Alternative strategies Insurance Reserves Contractual agreements (Contd…)

Risk Response Development

Inputs

Opportunities to pursue, threats to respond to

Tools and Techniques

Procurement

Contingency planning

Outputs

Risk management plan

Inputs to other processes

Contingency plans

Opportunities to ignore, threats to accept

Alternative strategies

Insurance

Reserves

Contractual agreements

Project Risk Management Risk Response Control Inputs Risk management plan Actual risk events Additional risk identification Tools and Techniques Workarounds Additional risk response development Outputs Corrective action Updates to risk management plan (…Contd.)

Risk Response Control

Inputs

Risk management plan

Actual risk events

Additional risk identification

Tools and Techniques

Workarounds

Additional risk response development

Outputs

Corrective action

Updates to risk management plan

Project Procurement Management

Project Procurement Management Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Close-out (Contd…)

Procurement Planning

Solicitation Planning

Solicitation

Source Selection

Contract Administration

Contract Close-out

Project Procurement Management Procurement Planning Inputs Scope statement Product description Procurement resources Market conditions Tools and Techniques Make-or-buy analysis Expert judgment Outputs Procurement management plan Other planning outputs Constraints Assumptions Contract type selection Statement(s) of work (Contd…) (…Contd.)

Procurement Planning

Inputs

Scope statement

Product description

Procurement resources

Market conditions

Tools and Techniques

Make-or-buy analysis

Expert judgment

Outputs

Procurement management plan

Other planning outputs

Constraints

Assumptions

Contract type selection

Statement(s) of work

Project Procurement Management Solicitation Planning Inputs Procurement management plan Statement(s) of work Other planning outputs Tools and Techniques Standard forms Expert judgment Outputs Procurement documents Evaluation criteria Statement of work updates (Contd…) (…Contd.)

Solicitation Planning

Inputs

Procurement management plan

Statement(s) of work

Other planning outputs

Tools and Techniques

Standard forms

Expert judgment

Outputs

Procurement documents

Evaluation criteria

Statement of work updates

Project Procurement Management Solicitation Inputs Procurement documents Qualified seller lists Tools and Techniques Bidders conferences Advertising Outputs Proposals (Contd…) (…Contd.)

Solicitation

Inputs

Procurement documents

Qualified seller lists

Tools and Techniques

Bidders conferences

Advertising

Outputs

Proposals

Project Procurement Management Source Selection Inputs Proposals Evaluation criteria Tools and Techniques Contract negotiation Weighting system Outputs Contract Organisational policies Screening system Independent estimates (Contd…) (…Contd.)

Source Selection

Inputs

Proposals

Evaluation criteria

Tools and Techniques

Contract negotiation

Weighting system

Outputs

Contract

Organisational policies

Screening system

Independent estimates

Project Procurement Management Contract Administration Inputs Contract Work results Tools and Techniques Contract change control system Performance reporting Outputs Correspondence Contract changes Change requests Seller invoices Payment system Payment requests (Contd…) (…Contd.)

Contract Administration

Inputs

Contract

Work results

Tools and Techniques

Contract change control system

Performance reporting

Outputs

Correspondence

Contract changes

Change requests

Seller invoices

Payment system

Payment requests

Project Procurement Management Contract Close-out Inputs Contract documentation Tools and Techniques Procurement audits Output s Contract file Formal acceptance and closure (Contd…) (…Contd.)

Contract Close-out

Inputs

Contract documentation

Tools and Techniques

Procurement audits

Output s

Contract file

Formal acceptance and closure

Together we shall make it happen Thank You kamal.dhar@@wipro.com

Together we shall make it happen