How to implement initiating and planning processes to manage the project and the most important processes Templates with description of all components.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.
What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
Successful project managers know the value of engaging their stakeholders early to get everyone on the same page. Learn what to include in your project charters.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Has a significant change in the scope of PMI’s operations, namely strategy management assessments and capability development consulting, been blessed by the BOD?”
Online PMP Training Material for PMP Exam - StakeholderManagement Knowledge AreaGlobalSkillup
Stakeholder Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaGlobalSkillup
Scope Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
Successful project managers know the value of engaging their stakeholders early to get everyone on the same page. Learn what to include in your project charters.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Has a significant change in the scope of PMI’s operations, namely strategy management assessments and capability development consulting, been blessed by the BOD?”
Online PMP Training Material for PMP Exam - StakeholderManagement Knowledge AreaGlobalSkillup
Stakeholder Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaGlobalSkillup
Scope Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
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these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
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Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
4 Project Goals, Scope, and CharterChaosDigital VisionGe.docxgilbertkpeters11344
4 Project Goals, Scope, and Charter
Chaos/Digital Vision/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Define important project management terms, including project goals, objectives, deliverables, and outcomes,
and understand how they fit into the project planning framework.
• Explain the purpose of strategic planning in linking organizational goals to programs and projects.
• Create project goals, objectives, and metrics.
• Write a project charter and scope of work.
• Discuss constraints and their role in project management.
• Identify aspects of project planning that can affect the success of a project.
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bar81677_04_c04_115-148.indd 115 9/9/14 10:46 AM
Introduction
Pretest
1. The goal of a project is to produce satisfactory deliverables on time and within budget.
a. True
b. False
2. Organizations do not always view projects that exceed their budgets as failures.
a. True
b. False
3. Organizations that avoid committing to long-term goals are more agile and therefore
more effective.
a. True
b. False
4. A statement of project goals describes top management’s expectations for a project.
a. True
b. False
5. Satisfying customers means meeting their service or product requirements.
a. True
b. False
6. The end users who purchase a product from a retail outlet are stakeholders in the
project process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
You have probably been part of an organization or team activity that did not appear to have
direction, purpose, or goals. This kind of experience sometimes produces frustration, espe-
cially in organizations that are supposed to have a purpose, simply because people want to
know that they are part of something larger than themselves and that they can make a dif-
ference. Sometimes organizations have goals, but it seems like only top management knows
what they are. This chapter will explore the value of having organizational and project goals
and sharing them with the people charged with realizing them.
This chapter follows up on earlier chapters that dealt with the field of project management,
project phases in the cycle, and organizational design. The chapter will address how projects
are started, how they are aligned with the organization’s goals, and how individual project
goals and objectives are set to serve customers.
Once a project is selected and initiated in phase 1, phase 2 involves defining the project in a
project plan and preparing the project framework for execution. The next five chapters will
address the highlights and critical activities and tools used in this phase. This chapter discusses
important front-end planning activities such as setting project goals and objectives, linking the
H1
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bar81677_04_c04_115-148.indd 116 9/9/14 10:46 AM
Section 4.1 Project Goals and Objec.
Importance of the Project Management Information System (PMIS)mohamed fawzy
The Board of Directors has requested a proposal for a Project Management Information System (PMIS) to enhance organizational efficiency in project management. The proposed approach includes a centralized platform that facilitates information exchange and strengthens communication links across various project portfolios. The PMIS will consolidate data repositories, allowing immediate access and distribution of relevant project information. It will also feature robust features like document management, task scheduling, progress monitoring, and collaborative tools, making workflows more efficient and improving cooperation across different functions.
The plan goes beyond technology execution, and connects these tactics with the organization's culture, highlighting a mutually beneficial link between the PMIS and the company's values. The implementation tactics will be customized to comply with the organization's values, conventions, and communication preferences, promoting cultural alignment.
The strategy aims to integrate the PMIS into the organization's core values and practices by combining technology functions with the company's cultural fabric. The goal is to maximize information management and communication within the business. This strategy goes beyond conventional usage by transforming the PMIS into a catalyst that aligns with the company's cultural fabric, ensuring improved effectiveness and a complete overhaul of how information is handled and shared within the company.
The Importance of Portfolio Management in Achieving Organizational Strategies...mohamed fawzy
The importance of mature portfolio management practices cannot be overstated in the contemporary business environment, characterized by rapid change and constant disruption. Portfolio management is a critical tool for organizations aiming to achieve strategic objectives. This essay will explore the significance of portfolio management in aligning projects and programs with organizational strategies, ensuring resource optimization, managing risks, and delivering value
The application of lessons involves three process groups: analysis, storage, and retrieval. Root-cause analysis is used to determine the fundamental reasons for undesirable actions or conditions, promoting a culture of continuous improvement in project management. (Rowe, 2008)
In this report, I will submit the lessons learned listed below as an output of analyzing and studying the Heathrow Terminal 5 Project to be a guide for the improvement of the future organization's projects as a best practice approach. (Abramovici, 1999)
In this paper, I will present a study of the Istanbul Airport program to clarify the dimensions of this problem, which is considered a common problem at the level of this type of project worldwide, and which has serious repercussions if the management team fails to manage it properly, leading to delay and cost overrun. The Istanbul Airport project is a very ambitious and complex building endeavor, ranking among the most challenging and intricate undertakings globally. The airport has been constructed at a staggering cost above €20 billion, with the intention of becoming the most heavily trafficked airport globally, capable of accommodating up to 200 million people annually. Nevertheless, the project has been hindered by delays and cost overruns, which have been partially ascribed to the project's complex nature. (Koseoglu, 2018)
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
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ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Guid to implement initiating and planning processes
1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
2. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
3. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
INITIATING PROCESS GROUP
4. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
The purpose of the Initiating Process Group is to authorize a project, provide a high-level definition of
the project, and identify stakeholders. There are two processes in the Initiating Process Group
PURPOSE
•Develop project charter
•Identify stakeholders
The intent of the Initiating Process Group is to at least:
The purpose of the Initiating Process Group is to align the stakeholders’ expectations and the project
purpose, inform stakeholders of the scope and objectives, and discuss how their participation in the
project and its associated phases can help to ensure their expectations are met.
As the first processes in the project, the initiating processes are vital to starting a project effectively. These processes can be
revisited throughout the project for validation and elaboration as needed. The forms used to document initiating information
include:
•Project charter
•Assumption log
•Stakeholder register
•Stakeholder analysis
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. Stakeholders who will interact and influence the overall outcome of the project are
identified
If not already assigned, the project manager is appointed. This information is captured in the
project charter and stakeholder register. When the project charter is approved, the project is
officially authorized, and the project manager is authorized to apply organizational resources to
project activities
The key benefits of this Process Group are that only projects that are aligned with the organization’s strategic objectives are
authorized and that the business case, benefits, and stakeholders are considered from the start of the project.
In some organizations, the project manager is involved in developing the business case and defining the benefits. In those
organizations, the project manager generally helps write the project charter; in other organizations, the pre-project work is done
by the project sponsor, project management office (PMO), portfolio steering committee, or other stakeholder group.
Project manager responsibility
This standard assumes the project has been approved by the sponsor or other governing body and they have
reviewed the business documents prior to authorizing the project.
Important Tip:
Business documents are documents that are generally originated outside of the project, but are used as input to
the project.
projects are often divided into phases. When this is done, information from processes in the Initiating Process Group is reexamined to
determine if the information is still valid. Revisiting the Initiating processes at the start of each phase helps keep the project focused
on the business need that the project was undertaken to address. The project charter, business documents, and success criteria are
verified. The influence, drivers, expectations, and objectives of the project stakeholders are reviewed
Involving the sponsors, customers, and other stakeholders during initiation creates a shared understanding of success criteria. It
also increases the likelihood of deliverable acceptance when the project is complete, and stakeholder satisfaction throughout the
project.
5. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
Selecting a Project
As shown in Figure 2.11 , there are a variety of selection methods an organization may choose to
utilize. Selection methods help organizations decide among alternative projects and determine the
tangible benefits to the company of choosing or not choosing a project. Project selection methods
are also used to evaluate and choose between alternative ways to implement the project.
6. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
7. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
8. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
2.1 DEVELOP PROJECT CHARTER
Develop Project Charter is the process of developing a document that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project
activities. The key benefits of this process are that it provides a direct link between the project and the strategic
objectives of the organization, creates a formal record of the project, and shows the organizational
commitment to the project. This process is performed once, or at predefined points in the project.
The contents of the charter describe the project in
high-level terms, such as:
• Project purpose
• High-level project description
• Project boundaries
• Key deliverables
• High-level requirements
• Overall project risk
• Project objectives and related success criteria
• Summary milestone schedule
• Preapproved financial resources
• Key stakeholder list
• Project approval requirements
• Project exit criteria
• Assigned project manager, responsibility, and authority
level
• Name and authority of the sponsor or other person(s)
authorizing the project charter
The project charter can receive information from:
• Agreements (contracts)
• Statements of work
• Business case
• Benefits management plan
It provides information to:
• Stakeholder register
• Project management plan
• Scope management plan
• Requirements management plan
• Requirements documentation
• Requirements traceability matrix
• Project scope statement
• Schedule management plan
• Cost management plan
• Quality management plan
• Resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder engagement plan
9. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
This document is developed once and is not usually changed unless there is a significant change in the environment,
scope, schedule, resources, budget, or stakeholders.
Tailoring tips
Alignment
The project charter should be aligned and consistent with the following documents:
• Business case
• Project scope statement
• Milestone schedule
• Budget
• Stakeholder register
• Risk register
10. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
11. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
1.2 ASSUMPTION LOG
Assumptions are factors in the planning process that are considered to be true, real, or certain, without proof or demonstration.
Constraints are also documented in this log. Constraints are limiting factors that affect the execution of the project. Typical
constraints include a predetermined budget or fixed milestones for deliverables. Information in the assumption log includes:
• Identifier
• Category
• Assumption or constraint
• Responsible party
• Due date
• Actions
• Status
• Comments
Assumptions can come from any document in the project. They can also be
determined by the project team. Constraints may be documented in the project
charter and are determined by the customer, sponsor, or regulatory agencies
The assumption log provides information to:
• Requirements documentation
• Project scope statement
• Network diagram
• Duration estimates
• Project schedule
• Quality management plan
• Resource estimates
• Risk register
• Stakeholder engagement plan
The assumption log is an output from the process 4.1 Develop Project Charter in the PMBOK® Guide – Sixth Edition. This log is a
dynamic document that is updated throughout the project.
Assumptions are progressively elaborated throughout the project and are eventually validated and no
longer assumptions.
Tailoring Tips
Consider the following tips to help you tailor the assumption log to meet your needs:
• Combine the assumption log with the issue register and the decision log, to create an AID Log (A = assumption, I = issue, D =
decision). You can create them in a spreadsheet with each sheet dedicated to either assumptions, issues, or decisions.
• If you have a very large project you may want to keep the constraints in a separate log from the assumptions.
The assumption log should be aligned and consistent with the following documents:
• Project charter
• Issue log
• Risk register
Alignment
12. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
2.2 IDENTIFY STAKEHOLDERS
Identify Stakeholders is the process of identifying project stakeholders regularly and analyzing and documenting
relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project
success.
The key benefit of this process is that it enables the project team to identify the appropriate focus for engagement of each
stakeholder or group of stakeholders. This process is performed periodically throughout the project as needed.
The stakeholder register is used to identify those people and organizations impacted by the project and to
document relevant information about each stakeholder. Relevant information can include:
• Name
• Position in the organization
• Role in the project
• Contact information
• List of stakeholder’s major requirements
• List of stakeholder’s expectations
• Classification of each stakeholder
Initially you will not have enough information to complete the stakeholder register. As the project gets
underway you will gain additional information and understanding about each stakeholder’s requirements,
expectations, and classification and the stakeholder register will become more robust.
The stakeholder register receives information from:
• Project charter
• Procurement documents
It provides information to:
• Requirements documentation
• Quality management plan
• Communications management plan
• Risk management plan
• Risk register
• Stakeholder engagement plan
The stakeholder register is an output from the process 13.1
Identify Stakeholders in the PMBOK®
Guide – Sixth Edition. The stakeholder register is a dynamic
project document. The stakeholders, their
level of influence, requirements, and classification are likely
to change throughout the project
Tailoring Tips
Consider the following tips to help you tailor the stakeholder register to meet your needs:
• Combine the position in the organization with the role on the project, especially if it is a smaller project
and everyone knows everyone else’s position.
• Combine the stakeholder analysis matrix information with the stakeholder register.
• Eliminate position, role, and contact information for small internal projects.
Alignment
The stakeholder register should be aligned and consistent with the following documents:
• Project charter - Stakeholder analysis matrix - Stakeholder engagement plan
13. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
Stakeholder analysis is used to classify stakeholders. It can be used to help fill in the stakeholder register.
Analyzing stakeholders can also help in planning stakeholder engagement for groups of stakeholders.
The following example is used to assess the relative power (high or low), the relative interest (high or low), and the attitude
(friend or foe). There are many other ways to categorize stakeholders. Some examples include
• Influence/impact
• Power/urgency/legitimacy
Stakeholder analysis receives information from:
• Project charter
• Procurement documents
Stakeholder analysis is a tool used in 13.1 Identify Stakeholders in the PMBOK® Guide – Sixth Edition.
Tailoring Tips
Consider the following tips to help you tailor the stakeholder analysis to meet your needs:
• For projects with relatively homogenous stakeholders you can use a 2 × 2 grid that only considers
two variables, such as interest and influence.
• For larger projects consider using a 3 × 3 stakeholder cube. Tailor the categories to reflect the importance of various
stakeholder variables.
Alignment
The stakeholder analysis should be aligned and consistent with the following documents:
• Stakeholder register
• Stakeholder engagement plan
14. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
PMI Member benefit licensed to: Mohamed shabana - 4284911. Not for distribution, sale, or reproduction.
15. A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
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PLANNING PROCESS GROUP
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PLANNING PROCESS GROUP
The Planning Process Group consists of those processes that establish the total scope of the effort,
define and refine the objectives, and develop the course of action required to attain those objectives.
The processes in the Planning Process Group develop the components of the project management
plan and the project documents used to carry out the project.
The nature of a project may require the use of repeated feedback loops for additional analysis. As
more project information or characteristics are gathered and understood, additional planning will
likely be required. Significant changes that occur throughout the project life cycle may initiate a need
to revisit one or more of the planning processes and, possibly, one or both of the Initiating processes.
This ongoing refinement of the project management plan is called progressive elaboration, indicating
that planning and documentation are iterative or ongoing activities. The key benefit of this Process
Group is to define the course of action to successfully complete the project or phase.
The project management team seeks input and encourages involvement from relevant stakeholders
while planning the project and developing the project management plan and project documents.
When the initial planning effort is completed, the approved version of the project management plan
is considered a baseline. Throughout the project, the Monitoring and Controlling processes compare
the project performance to the baselines.
The Planning Process Group (Figure 3-1) includes the project management processes identified in
Sections 3.1 to 3.24.
The purpose of the Planning Process Group is to elaborate the information from the project charter
to create a comprehensive set of plans that will enable the project team to deliver the project
objectives. There are 24 processes in the Planning Process Group.
• Develop project management plan
• Plan scope management
• Collect requirements
• Def ne scope
• Create work breakdown structure
(WBS)
• Plan schedule management
• Def ne activities
• Sequence activities
• Estimate activity
durations
• Develop schedule
• Plan cost management
• Estimate costs
• Estimate costs
• Determine budget
• Plan quality management
• Plan resource
management
• Estimate activity
resources
• Plan communications
management
• Plan risk management
• Identify risks
• Perform qualitative analysis
• Perform quantitative analysis
• Plan risk responses
• Plan procurement management
• Plan stakeholder management
The intent of the Planning Process Group is to at
least:
• Elaborate and clarify the project scope
• Develop a realistic schedule
• Develop a realistic budget
• Identify project and product quality processes
• Identify and plan for the needed project
resources
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Planning is not a one-time event. It occurs throughout the project. Initial plans will become more
detailed as additional information about the project becomes available. Additionally, as changes are
approved for the project or product, many of the planning processes will need to be revisited and
the documents revised and updated.
Many of the forms in this section provide information needed for other forms. The form description
indicates from where information is received and to where it goes. The forms used to document
planning information include:
• Project management plan
• Change management plan
• Project roadmap
• Scope management plan
• Requirements management plan
• Requirements documentation
• Requirements traceability matrix
• Project scope statement
• Assumption log
• Work breakdown structure (WBS)
• Work breakdown structure dictionary
• Schedule management plan
• Activity list
• Activity attributes
• Milestone list
• Network diagram
• Duration estimates
• Duration estimating worksheet
• Project schedule
• Cost management plan
• Cost estimates
• Cost estimating worksheet
• Bottom-up cost estimating worksheet
• Cost baseline
• Quality management plan
• Quality metrics
• Responsibility assignment matrix
• Roles and responsibilities
• Resource management plan
• Team charter
• Resource requirements
• Resource breakdown structure
• Communications management plan
• Risk management plan
• Risk register
• Risk report
• Probability and impact assessment
• Probability and impact matrix
• Risk data sheet
• Procurement management plan
• Procurement strategy
Some forms in this section are not explicitly
described in the PMBOK® Guide – Sixth Edition,
but they are useful in planning and managing a
project. Use the forms here as a starting point
for your project.
You should tailor the forms to meet the needs
of your project by editing, combining, or
revising them.
• Plan communications
management
• Plan risk management
• Identify risks
• Perform qualitative analysis
• Perform quantitative analysis
• Plan risk responses
• Plan procurement management
• Plan stakeholder management
* • Determine and plan for the communication
needs
• Establish risk management practices
Identify the procurement needs of the project
• Determine how to effectively engage
stakeholders
• Combine all the planning information into a
project management plan and a set of project
documents that are cohesive and integrated
• Source selection criteria
• Procurement strategy
• Stakeholder engagement plan
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2.1 Project Management Plan
The project management plan describes how the team will execute, monitor, control, and close the
project. While it has some unique information, it is primarily comprised of all the subsidiary management
plans and the baselines. The project management plan combines all this information into a cohesive and
integrated approach to managing the project. Typical information includes:
• Selected project life cycle
• Development approach for key deliverables
• Variance thresholds
• Baseline management
• Timing and types of reviews
The project management plan contains plans for managing all the Knowledge Areas as well as specific
aspects of the project that require special focus. These take the form of subsidiary management plans and
can include:
• Change management plan
• Scope management plan
• Schedule management plan
• Requirements management plan
• Cost management plan
• Quality management plan
• Resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan and Stakeholder
engagement plan
The project management plan also contains baselines. Common baselines include:
• Scope baseline
• Schedule baseline
• Cost baseline
• Performance measurement baseline (an integrated baseline that includes scope, schedule, and cost)
In addition, any other relevant, project-specific information that will be used to manage the
project is recorded in the project management plan.
The project management plan can receive information from all the subsidiary management plans
and baselines.
Because it is the foundational document for managing the project it also provides information to
all subsidiary plans.
In addition, the project management plan provides information to all other integration
processes.
The project management plan is an output from the process 4.2 Develop Project Management
Plan in the PMBOK® Guide – Sixth Edition. This document is developed as the initial project
planning is conducted, and then it is not usually changed unless there is a significant change in
the charter, environment, or scope of the project
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Tailoring Tips
Consider the following tips to help tailor the project management plan to meet your needs:
• For large and complex projects, each subsidiary management plan will likely be a separate
standalone plan. In this case you may present your project management plan as a shell with just
information on the life cycle, development approach, and key reviews, and then provide a link or
reference to the more detailed subsidiary management plans.
• For smaller projects, a project roadmap that summarizes the project phases, major deliverables,
milestones, and key reviews may be sufficient.
• You will likely have additional subsidiary management plans that are relevant to the nature of
your project, such as a technology management plan, a logistics management plan, a safety
management plan, and so forth.
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2.2 Change Management Plan
The change management plan is a component of the project management plan. It describes
how change will be managed on the project. Typical information includes:
• Structure and membership of a change control board
• Definitions of change
• Change control board
○ Roles
○ Responsibilities
○ Authority
• Change management process
○ Change request submittal
○ Change request tracking
○ Change request review
○ Change request disposition
The change management plan is
related to:
• Change log
• Change request form
The change management plan is a part of the project management plan and as such it is an
output from the process 4.2 Develop Project Management Plan in the PMBOK® Guide – Sixth
Edition. This document is developed once and is not usually changed.
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2.3 Project Roadmap
The project roadmap is a high-level visual summary of the life cycle phases, key deliverables,
management reviews and milestones. Typical information includes:
• Project life cycle phases
• Major deliverables or events in each phase
• Significant milestones
• Timing and types of reviews
The project roadmap can receive information from the project charter and the project
management plan. In particular, the key deliverables, project life cycle, management reviews,
and scope and schedule baselines.
It provides information to
• Project schedule
• Risk register
• Milestone list
The project roadmap is not listed as an output in the PMBOK®
Guide – Sixth Edition. If it is developed it would be in
conjunction with the project management plan. It is developed
once, and then only changed if dates of the key events,
milestones, or deliverables change.
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6.5.2.8 AGILE RELEASE PLANNING
Agile release planning provides a high-level summary timeline of the release schedule (typically
3 to 6 months) based on the product roadmap and the product vision for the product’s
evolution.
Agile release planning also determines the number of iterations or sprints in the release, and
allows the product owner and team to decide how much needs to be developed and how long
it will take to have a releasable product based on business goals, dependencies, and
impediments.
Since features represent value to the customer, the timeline provides a more easily understood
project schedule as it defines which feature will be available at the end of each iteration, which
is exactly the depth of information the customer is looking for
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2-4 Quality Metrics
Quality metrics provide specific detailed measurements about a project or product
attribute, and how it should be measured to verify compliance.
Metrics are consulted in the manage quality process to ensure that the processes used will
meet the metric. The deliverables or processes are measured in the control quality phase
and compared to the metric to determine if the result is acceptable or if corrective action or
rework is required.
Quality metrics can receive information from:
• Project management plan
• Requirements documentation
• Stakeholder register
Quality metrics are an output from process 8.1 Plan Quality Management in the PMBOK®
Guide – Sixth Edition. They are generally determined as the requirements are developed. If
requirements are stable, they will be developed once. If requirements are evolving or
changing, they will evolve and change as well
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2-5 Team Charter
The team charter is used to establish ground rules and guidelines for the team. It is
particularly useful on virtual teams and teams that are comprised of members from
different organizations. Using a team charter can help establish expectations and
agreements on working effectively together. The contents of the team charter typically
include:
• Team values and principles
• Meeting guidelines
• Communication guidelines
• Decision-making process
• Conflict resolution process
• Team agreements
The team charter is an output from 9.1 Plan
Resource Management in the PMBOK® Guide –
Sixth Edition. It is generally developed once and
does not change; however, if there is substantial
team member turnover, the team should
periodically revisit the team charter and reaffirm
or update it accordingly.
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2-6 Procurement Management Plan
The procurement management plan is a component of the project management plan that
describes the activities undertaken during the procurement process. It describes how all
aspects of a procurement will be managed. Typical information includes:
• How procured work will be coordinated and integrated with other project work. Of specific
interest is:
○ Scope
○ Schedule
○ Documentation
○ Risk
• Timing of procurement activities
• Contract performance metrics
• Procurement roles, responsibility, and authority
• Procurement constraints and assumptions
• Legal jurisdiction and currency
• Information on use of independent estimates
• Risk management concerns, such as need for bonds or insurance
• Prequalified sellers lists
information from:
• Project charter
• Stakeholder register
• Scope management plan
• Requirements documentation
• Requirements traceability matrix
• Scope baseline
• Milestone list
It provides information to:
• Risk register
• Stakeholder register
* Project schedule
• Quality management plan
• Resource management plan
• Resource requirements
• Risk register
• Project team assignments
The procurement management plan can receive
Tailoring Tips
• For a project that will be done using internal resources only, you do not need a
procurement management plan.
* For a project where materials will be purchased and there is a standing purchase order with
a vendor, you will not need a procurement management plan.
• For projects with a few procurements consider combining this form with the procurement
strategy.
• You may wish to combine the assumptions and constraints for procurements with the
assumption log.
• Work with the contracting or legal department to ensure compliance with organizational
purchasing policies.
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