Principles of the project management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
The document provides an introduction to project management and information technology project management. It discusses the growth of IT project spending worldwide. It also summarizes challenges with past IT projects, the advantages of using project management, and the role of the Project Management Institute in establishing standards and professional development for the field.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
The document provides an introduction to project management and information technology project management. It discusses the growth of IT project spending worldwide. It also summarizes challenges with past IT projects, the advantages of using project management, and the role of the Project Management Institute in establishing standards and professional development for the field.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
The document provides an overview of the Project Management Institute's (PMI) project life cycle, which consists of five stages: initiation, planning, execution, monitoring and control, and closing. It explains that each stage involves certain management processes and can be considered an independent project itself. The document also distinguishes the project life cycle from the project management life cycle and discusses how the stages and processes are structured in PMI's Project Management Body of Knowledge (PMBOK) guide.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
This lecture introduces project management. It summarizes the module contents and defines what a project is - an activity planned to help an organization achieve an objective using a plan, methods, people and resources. Projects are needed because they allow organizations to develop new capabilities. The lecture discusses studying project management and provides examples like building a school. It introduces the project life cycle and key resources like a textbook and professional associations.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
For your project to be successful you need to think and account for Risk (Opportunities and Threats) beforehand, so you are ready when they happen and you do not panic.
This document provides an overview of project implementation. It discusses that project implementation involves putting the project proposal into action by converting project inputs into outputs. The key phases of implementation are project activation, which makes arrangements to start the project, and project operation, which transforms inputs into outputs. Implementation is usually led by an implementing agency, and other supporting organizations are considered cooperating agencies. An important part of implementation is developing a project implementation plan that outlines the schedule, organizational structure, financial management, reporting, and sustainability. Factors like political commitment, community involvement, and good management can influence whether a project is successfully implemented or not.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
The document outlines a plan to establish a program governance structure for an organization. It recommends forming a Program Steering Committee and Program Management Office (PMO) to provide oversight of projects. The PMO would define roles and processes, manage project data and communications, and ensure alignment with business strategy. Key elements of the governance model include a communications plan, integrated schedule, quality plan, and risk management plan to facilitate coordination across projects.
This document discusses the principles and processes of project management. It begins with an introduction to the field and defines what constitutes a project. There are typically five main processes: initiating, planning, executing, monitoring and controlling, and closing. The document then goes into further detail on each of these processes and their components. It also discusses the history of project management and some of the important organizations in its development. In addition, it covers project controlling and different methods that can be used.
The document discusses the project life cycle and its phases. It begins by introducing systems development cycles and how projects fit within the first three phases of conception, definition, and execution. It then describes the typical phases a project passes through as initiation, planning, execution, monitoring/controlling, and closing. Finally, it explains the significance of segmenting projects into phases and how it allows for management of work, resources, deliverables, costs, and risks throughout the project.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
The document provides an overview of the Project Management Institute's (PMI) project life cycle, which consists of five stages: initiation, planning, execution, monitoring and control, and closing. It explains that each stage involves certain management processes and can be considered an independent project itself. The document also distinguishes the project life cycle from the project management life cycle and discusses how the stages and processes are structured in PMI's Project Management Body of Knowledge (PMBOK) guide.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
This lecture introduces project management. It summarizes the module contents and defines what a project is - an activity planned to help an organization achieve an objective using a plan, methods, people and resources. Projects are needed because they allow organizations to develop new capabilities. The lecture discusses studying project management and provides examples like building a school. It introduces the project life cycle and key resources like a textbook and professional associations.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
For your project to be successful you need to think and account for Risk (Opportunities and Threats) beforehand, so you are ready when they happen and you do not panic.
This document provides an overview of project implementation. It discusses that project implementation involves putting the project proposal into action by converting project inputs into outputs. The key phases of implementation are project activation, which makes arrangements to start the project, and project operation, which transforms inputs into outputs. Implementation is usually led by an implementing agency, and other supporting organizations are considered cooperating agencies. An important part of implementation is developing a project implementation plan that outlines the schedule, organizational structure, financial management, reporting, and sustainability. Factors like political commitment, community involvement, and good management can influence whether a project is successfully implemented or not.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
The document outlines a plan to establish a program governance structure for an organization. It recommends forming a Program Steering Committee and Program Management Office (PMO) to provide oversight of projects. The PMO would define roles and processes, manage project data and communications, and ensure alignment with business strategy. Key elements of the governance model include a communications plan, integrated schedule, quality plan, and risk management plan to facilitate coordination across projects.
This document discusses the principles and processes of project management. It begins with an introduction to the field and defines what constitutes a project. There are typically five main processes: initiating, planning, executing, monitoring and controlling, and closing. The document then goes into further detail on each of these processes and their components. It also discusses the history of project management and some of the important organizations in its development. In addition, it covers project controlling and different methods that can be used.
The document discusses the project life cycle and its phases. It begins by introducing systems development cycles and how projects fit within the first three phases of conception, definition, and execution. It then describes the typical phases a project passes through as initiation, planning, execution, monitoring/controlling, and closing. Finally, it explains the significance of segmenting projects into phases and how it allows for management of work, resources, deliverables, costs, and risks throughout the project.
The document discusses project management processes and project life cycles. It describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses different types of project life cycles, including predictive, iterative/incremental, and adaptive life cycles. Project phases and success are also covered.
This document introduces key project management concepts, including defining a project as a temporary endeavor to create a unique product or service. It describes project management as applying processes to meet project requirements, including initiating, planning, executing, monitoring/controlling, and closing a project. It also defines a project manager's role in leading the project team to deliver the project on time and on budget. Finally, it discusses that a project management plan is a document that guides how the project will be executed and monitored to achieve its objectives.
A project is defined as a means of moving from a problem to a solution via a series of planned activities. It has a definite beginning and end and consists of multiple interconnected tasks. Successful project management requires thorough planning, control over resources and activities, and monitoring progress against the initial plan. It also depends on factors like clear goals, support from senior management, effective communication, and involvement of stakeholders. When projects go wrong, it is often due to poor planning, lack of control, unrealistic schedules or budgets, and failure to address risks.
This document discusses project management concepts including defining what a project is, what project management is, and the typical phases of a project life cycle. A project is a temporary endeavor undertaken to create a unique product or service. It has a definite beginning and end. Project management involves planning, organizing, and controlling projects to meet stakeholder needs within constraints of time, cost and quality. There are typically several phases in a project life cycle from initiation through planning, execution, monitoring and closure. Key project management knowledge areas include integration, scope, time, cost, quality, human resources, communications, risk and procurement management.
This document provides an overview of project management concepts from the PMBOK Guide. It discusses the purpose of the Guide in identifying generally recognized good practices. The five process groups of project management are introduced as initiating, planning, executing, monitoring/controlling, and closing. A project is defined as a temporary endeavor to create a unique product, service or result. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements.
This document provides an introduction to key concepts in project management including projects, programs, portfolios, operations, organizational project management, the project life cycle, and project management processes. It defines a project as temporary work undertaken to create a unique product or service. Project management involves planning, executing, monitoring and controlling, and closing projects. The document also discusses predictive, iterative, incremental, adaptive, and hybrid life cycles and how organizational factors like structure and governance influence projects.
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
The document discusses project life cycles and the five process groups of project management: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the ten knowledge areas that projects typically use: integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. Finally, it provides an overview of organizational structures, communications, and the role of the project management office in supporting projects.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
The document discusses project management process groups and knowledge areas. It begins with an introduction of the author and project. There are 5 process groups that make up the project lifecycle: initiating, planning, executing, monitoring and controlling, and closing. The 9 knowledge areas that define project elements are also introduced: integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. The document then provides more details about each process group and knowledge area and their importance for properly managing the project.
Project Monitoring and Evaluation is defined. Monitoring focuses on tracking project progress by collecting and analyzing data on activities, processes, and outputs. Evaluation assesses project accomplishments by examining results chains and causality to understand achievements. The document outlines key concepts in project management including phases of initiation, planning, execution, and closure. It also discusses the importance, purpose, functions, and methods of monitoring including indicators and the distinction between outputs and outcomes.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
The document discusses training for project management methodology. It aims to teach project management best practices and drive projects through organized initiation, planning, execution, monitoring, and closure phases. The training also focuses on guiding project teams to achieve goals within set scopes, schedules, quality standards, and budgets. It is applicable across industries and provides career growth opportunities through enhanced knowledge. The training covers topics such as the project lifecycle, charters, team organization and motivation, and controlling projects.
Presentation of project management (905, scm. rajib ahashan rashel)ferozpatowary
A successful project management includes key elements like capital cost, time, and value. It also involves important processes such as project initiation, planning, execution, control and validation, and closeout and evaluation. There are different forms of project organization including line and staff, divisional, and matrix structures. Project management requires disciplined definition, planning, communication, and control to ensure projects deliver as intended.
The document defines project management and the project life cycle. It discusses that a project has a definite beginning and end, is temporary in nature, and creates a unique product or service. The four phases of a project life cycle are initiation, planning, implementation, and closure. During planning, the scope, schedule, budget, resources, and risks are defined. Implementation involves executing the project plan and controlling the project. Closure includes finalizing deliverables, documentation, and conducting lessons learned.
The document discusses project planning and definitions. It provides definitions of a project from various sources and outlines the key characteristics of a project such as having specific objectives, a finite timeline, constraints of time, cost and quality, and producing unique outputs. It also discusses the differences between projects and programs. The document then covers the project life cycle and stages from identification to evaluation. It elaborates on project appraisal methods including technical, financial, economic and environmental appraisions. Key financial appraisal metrics like NPV, IRR, payback period and B/C ratio are explained. Finally, it outlines the importance of project planning and the key elements involved.
The document provides information on problem trees and objective trees. It defines a problem tree as a tool to represent a problem by showing the main problem, causes, and effects. An objective tree mirrors the problem tree but formulates the causes as means and effects as ends, transforming it into potential solutions. The document outlines how to create both, including identifying the core problem, direct effects and root causes for a problem tree, and reformulating these into positive objectives linked by means-end relationships for an objective tree. Examples of partially completed trees are included for a bus accident and river water quality.
project selection
Non-numeric models
Sacred cow
Operating necessity
competitive necessity
Competitive Benefit model
non numeric models
Payback period
Net present value
scoring
The document discusses the key components of a successful business plan. It identifies the three primary functions of a business plan as an action plan, road map, and sales tool. It provides guidance on the essential elements that should be included in a business plan, such as an executive summary, company overview, product/service description, market analysis, marketing plan, financial plan, management plan, and funding requests. It emphasizes that a well-researched and comprehensive business plan is important for evaluating the feasibility of a new business idea, communicating the concept to potential investors or partners, and providing an operating plan to help ensure success.
The document provides guidance on creating an effective project charter. It defines a project charter as a document that authorizes a project and provides the project manager authority over resources. An effective charter clearly outlines the project goals, scope, stakeholders, timeline, budget, and risks. It ensures shared understanding of the project among all involved parties. The document offers tips for key elements to include in a charter, such as the business need, objectives, deliverables, resources, budget, risks, and dependencies. It emphasizes the charter should be a high-level overview to help guide the project at its initiation.
This document provides a project management plan for the SmartVoice project at Total Software Incorporated (TSI). It includes sections on the project management approach, project scope, milestone list, schedule baseline and work breakdown structure (WBS), change management plan, communications management plan, cost management plan, and other key areas. The plan establishes roles and responsibilities, defines the project scope, outlines the schedule and milestones, and provides guidance on managing changes, communications, costs, and other critical aspects of the project to help ensure its successful execution.
The document provides guidance on report writing. It discusses what a report is, the purpose and components of a report. It emphasizes that reports should be well structured with clear sections like an executive summary, introduction, body and conclusion. It also provides tips for effective report writing such as using active voice, being concise, providing examples and avoiding judgment. The document aims to help readers understand how to write reports that clearly communicate information to the intended audience.
Why Project Management Matters?
What Is a Project?
What A Project Is Not?
Difference b/w a project and a process
Factors leading to creation of project
Hazards of Project Management
Constraints of Project Management
Importance of Project Management
The Project & Project Manager Competency Model
Awareness Session On Antimicrobial resistance “Antimicrobials: Spread Awaren...Nimra zaman
The World Antimicrobial Awareness Week (WAAW) was introduced by the World Health Organization (WHO) to increase global awareness of antimicrobial resistance.
The WAAW takes place every year from 18-24th of November.
The theme of World Antimicrobial Awareness Week (WAAW) 2021 is ‘Spread Awareness, Stop Resistance’.
During this week best practices are shared among the general public, health workers and policy makers to show the importance of stopping the further emergence and spread of antibiotic resistance.
Awareness session on breast cancer awareness on 21st oct 2021 at Mehran university, Jamshoro organized by American institute of Chemical engineering society AIChE MUET chapter
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Project management.pptx
1. Project
management
“Operations keep the lights on, strategy
provides a light at the end of the tunnel,
but project management is the train
engine that moves the organization
forward.”
– Joy Gumz
Nimra zaman.
2. • Principles of the project management
• Project and development life cycles
• Project phase
• Phase gate
• Project management processes
• Project management process groups
• Project management knowledge areas
2
What we
cover in
this:
4. Well-
Governed
4
“The speed of decision-making
is the essence of good
governance.”
– Piyush Goyal
The governance structure of a project provides a framework
for management and decision-making, clearly articulating
the roles, responsibilities, and tolerances (authority) of each
level in management.
Governance is introduced in the Identification and Definition
phase and further detailed in Project Setup.
During Planning, Implementation, and Closure, the
governance structure is essential to determining changes.
Governance plays an active role in decision gates throughout
the project.
In a well-governed project, the project manager is clear on
which decisions need to be made by whom and when. There is
a system of support and feedback to enable a more productive
project environment
5. Participatory
5
“Coming together is a beginning.
Keeping together is progress.
Working together is success.”
– Henry Ford
Participation of stakeholders throughout the entire life
of the project is important for ensuring project success.
When stakeholders are actively involved, the
ownership of the project increases.
The project manager is responsible for identifying to
what extent each stakeholder should be involved in
each phase and how that engagement will happen.
The Participatory Principle is woven throughout the
entire Project, through the tools and processes outlined
in each of the phases.
In Identification and Definition, for example,
stakeholders are identified and analyzed to determine
who they are and how they will be/want to be involved
in the project.
6. Comprehensive
6
“Management is, above all, a
practice where art, science, and
craft meet.”
– Henry Mintzberg
A project manager must take into
consideration how the project components fit
together to bring about the outcomes—how
they contribute to achieving the goal.
From the Identification phase (ensuring that
the outcome aligns with
organizational/program/sector objectives), to
the Planning phase (planning all project
activities, direct and indirect), a comprehensive
project puts the individual project pieces
together to create a complete picture.
7. Integrated
7
“Unity is strength…when there is
teamwork and collaboration,
wonderful things can be
achieved.”
– Mattie Stepanek
Phases, tools, and processes in a project
are not silos, they cannot efficiently
function together unless they are
integrated with one another.
The project manager is responsible for
developing a strategy in which each of the
tools and processes builds upon the next.
The project manager must understand
the environment and context in which the
project operates and work within
constraints to ensure all project elements
are integrated.
8. Adaptive
8
“Business and human endeavors are
systems… we tend to focus on
snapshots of isolated parts of
the system. And wonder why our
deepest problems never get
solved.”
– Peter M Senge
Even the most well-defined and planned-
for projects will experience challenges
and issues; this is inevitable. The way in
which the project manager responds to
challenges, issues, and changes
determines the overall success and
impact the project will have.
Decision-making based on data and
information should guide the project
manager in adapting the project activities
and components to the evolving
environment.
9. Key components
of project
management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
11. 1. PROJECT AND DEVELOPMENT LIFE CYCLES
The series of phases that a project passes through
from its start to its completion
2. PROJECT PHASE
A collection of logically related project activities that
culminates in the completion of one or more deliverables
3. PHASE GATE
A review at the end of a phase in which a decision is
made to continue to the next phase, to continue with
modification, or to end a program or project.
11
12. 3. PROJECT MANAGEMENT PROCESSES
A systematic series of activities directed toward causing
an end result where one or more inputs will be acted
upon to create one or more outputs.
4. PROJECT MANAGEMENT PROCESS GROUPS
A logical grouping of project management inputs, tools
and techniques, and outputs. The Project Management
Process Groups include Initiating, Planning, Executing,
Monitoring and Controlling, and Closing. Project
Management Process Groups are not project phases
5. PROJECT MANAGEMENT KNOWLEDGE AREAS
An identified area of project management defined by its
knowledge requirements and described in terms of its
component processes, practices, inputs, outputs, tools,
and techniques.
12
13. A life cycle defines the inter-related phases of a
project, programme or portfolio and provides a
structure for governing the progression of the work.
(Association for Project Management 2012)
A project life cycle is the series of phases that a
project passes through from its start to its completion.
It provide the basic framework for managing the
project. This basic framework applies regardless of
the specific project work involved.
Project life cycle
16. Project life
cycle
16
All life cycles follow a similar high-level generic
sequence but this can be expressed in quite different
ways. Life cycles will differ across industries and
business sectors.
Within a project life cycle, there are generally one or
more phases that are associated with the development
of the product, service, or result. These are called a
development life cycle.
The most common type is the linear life cycle,
sometimes known as the linear sequential model or
waterfall method. In addition to the linear model, other
life cycle formats include:
• predictive, iterative, incremental, adaptive, hybrid
model
17. 17
It is up to the project management team to
determine the best life cycle for each project. The
project life cycle needs to be flexible enough to deal
with the variety of factors included in the project.
Life cycle flexibility may be accomplished by:
• Identifying the process or processes needed to be
performed in each phase,
• Performing the process or processes identified in
the appropriate phase, Adjusting the various
attributes of a phase (e.g., name, duration, exit
criteria, and entrance criteria).
20. Project life
cycle
20
• In a linear/ predictive life cycle, the project scope, time,
and cost are determined in the early phases of the life
cycle. Any changes to the scope are carefully managed.
Predictive life cycles may also be referred to as waterfall
life cycles.
• In an iterative life cycle, the project scope is generally
determined early in the project life cycle, but time and
cost estimates are routinely modified as the project team’s
understanding of the product increases. Iterations develop
the product through a series of repeated cycles, while
increments successively add to the functionality of the
product.
• Adaptive life cycles are agile, iterative, or incremental.
The detailed scope is defined and approved before the
start of an iteration. Adaptive life cycles are also referred
to as agile or change-driven life cycles.
21. Project life
cycle 21
• In an incremental life cycle, the deliverable is
produced through a series of iterations that
successively add functionality within a
predetermined time frame. The deliverable
contains the necessary and sufficient capability to
be considered complete only after the final
iteration.
• A hybrid life cycle is a combination of a predictive
and an adaptive life cycle. Those elements of the
project that are well known or have fixed
requirements follow a predictive development life
cycle, and those elements that are still evolving
follow an adaptive development life cycle.
22. Project life
cycle phases
A life cycle defines
the inter-related
phases of a project
and provides a
structure for
governing the
progression of the
work.
22
A project phase is a collection of logically related
project activities that culminates in the completion of
one or more deliverables.
The phases in a life cycle can be described by a variety
of attributes.
Attributes may be measurable and unique to a specific
phase.
Attributes may include but are not limited to:
• Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal
phase),
• Number (e.g., three phases in the project, five phases in
the project),
• Duration (e.g., 1 week, 1 month, 1 quarter),
• Resource requirements (e.g., people, buildings,
equipment),
23. Project life
cycle phases
A life cycle defines the
inter-related phases of a
project and provides a
structure for governing
the progression of the
work.
23
• Entrance criteria for a project to move into that
phase (e.g., specified approvals documented,
specified documents completed), and
• Exit criteria for a project to complete a phase (e.g.,
documented approvals, completed documents,
completed deliverables).
• Projects may be separated into distinct phases or
subcomponents. These phases or subcomponents
are generally given names that indicate the type of
work done in that phase. Examples of phase
names include but are not limited to:
• Concept development, Feasibility study, Customer
requirements, Solution development, Design,
Prototype, Build, Test, Transition,
Commissioning, Milestone review, and Lessons
learned.
25. 25
• Discuss What tasks are involved in each phase of the
project life cycle?
• Is it possible to ‘fast-track’ (in terms of time) any
aspect of the project life cycle?
27. 27
Decision Gates/ Gate phase
Decision gates are major control points used to accept the products of a particular phase, to conclude, and
to move on to the next phase.
phase-gate is a project management concept punctuated by stages of development followed by benchmarks
for assessment.
These gates are points in the project where the project team considers whether to move the project forward
as is, make changes based upon information available, or stop the project altogether.
At each decision gate, the team asks, Are we still doing the right project, and are we still doing it in the
right way?
30. 30
Phase-Gate Example: Launching a Website
Below is an example of some of the
phases you might use if you were
launching a website. There should be a
gate at the end of each phase below,
allowing for assessment.
31. 31
Best Practices for Implementing the Phase-Gate Process
In order to make a phase-gate process roll out effectively and efficiently, the
doors for cross-channel communication shouldn’t just be open, they should be
made easy for each team to chat with an adjacent team quickly, easily and
successfully.
This also means keeping meetings engaging, interactive and necessary for all
who are involved.
The best part about phase-gate is that if a problem becomes too big, the
project has many opportunities—gates—to shut down the process.
So any conflict or issues that might arise have already been anticipated and
conflict can be mitigated at many different levels.
32. 32
The Downside
When your company has too many cooks in the kitchen, the phase-gate process
can be a chore.
When too many stakeholders are in every meeting, present during every phase
and every gate, conflicting opinions can become cumbersome and inhibit the
creative process.
Be sure to have leadership agree on creative goals from the outset so that the
phase-gate process can leave room for creativity up to the creatives.
37. WHAT ARE
ITTOs
Inputs
Any item, whether
internal or external to
the project that is
required by a
process before that
process proceeds.
37
Tools and
techniques
A defined systematic
procedure employed by
a human resource to
perform an activity to
produce a product or
result or deliver a
service, and that may
employ one or more
tools
Outputs
A product, result,
or service
generated by a
process.
49 PMBOK process
(things we do in project
management)
Each process as ITTOs
38. They are what you need to start
the process,
how you perform the activities
in the process
and then what you will end up
with once you are done.
The Inputs, Tools & Techniques
and Outputs are listed in the
PMBOK Guide for each of the 49
processes.
40. Process-
making
cake
40
In everyday terms: Each of the
49 processes in the PMBOK
Guide is like a recipe in a
cookbook
Output
You will
have a cake
T&T
You have to mix
them together,
then bake the
mix in an oven
Input
you need eggs,
flour & sugar
41. 41
Can ITTO Outputs also be Inputs?
Yes, they absolutely can (and frequently are). PMP ITTO and Project Management Processes in
general are not "one and done" linear processes. Rather, like a project, ITTO form a circular
system of relationships, feedback, and continuous improvement.
An everyday simple example of this
type of system with outputs from one
process becoming an input to another
is baking a cake, which is made up of
three processes:
43. PROJECT
MANAGEMENT
PROCESSES
43
The project life cycle is managed by executing a series of
project management activities known as project
management processes.
• Every project management process produces one or
more outputs from one or more inputs by using
appropriate project management tools and
techniques.
• Project management processes are logically linked by
the outputs they produce. Processes may contain
overlapping activities that occur throughout the
project.
46. PROJECT
MANAGEMENT
PROCESS
GROUPS
46
A Project Management Process Group is a logical grouping of
project management processes to achieve specific project
objectives.
• Process groups are not project phases or stages
• Process groups may repeat in each of the project phase
• Also called as domains of project management
• There are total 49 processes mapped to 5 process groups.
Process Group Number Of Processes
Initiating 2
Planning 24
Executing 10
Monitoring and Controlling 12
Closing 1
47. Project
Management
Process Groups 47
1. Initiating Process Group.
Those processes performed to define a new
project or a new phase of an existing project
by obtaining authorization to start the
project or phase.
2. Planning Process Group.
Those processes required to establish the
scope of the project, refine the objectives, and
define the course of action required to attain
the objectives that the project was
undertaken to achieve.
.
48. Project
Management
Process Groups 48
3. Executing Process Group.
Those processes performed to complete the work
defined in the project management plan to satisfy the
project requirements.
4. Monitoring and Controlling Process Group.
Those processes required to track, review, and
regulate the progress and performance of the project;
identify any areas in which changes to the plan are
required; and initiate the corresponding changes.
5. Closing Process Group.
Those processes performed to formally complete or
close the project, phase, or contract. Process flow
diagrams are used throughout this guide.
51. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
51
A Knowledge Area is an identified area of project management
defined by its knowledge requirements and described in terms
of its component processes, practices, inputs, outputs, tools, and
techniques.
The needs of a specific project may require one or more
additional Knowledge Areas, for example, construction may
require financial management or safety and health
management.
Knowledge area Number of
processes
Project Integration Management. 7
Project Scope Management. 6
Project Schedule Management 6
Project Cost Management. 4
Project Quality Management 3
Project Resource Management. 6
Project Communications Management. 3
Project Risk Management. 7
Project Procurement Management. 3
Project Stakeholder Management. 4
52. 52
Project Management consists of chronological phases that every project
goes through and which are Project Initiation, Project Planning, Project
Execution, Project Monitoring and controlling, and Project Closing.
Consider all these as the upper body or the visible body of a tree.
• All these processes are the main processes and a project is completed
by completing these processes only. But, this is only the upper
knowledge or an overview of the Project Management Project. Unlike
any tree, this tree also has a root.
So, if you are a student who wants to understand the whole structure of
Project Management Process to the depth, or you are a professional who
wants to understand everything to be the best, knowing the 10 Project
Management Knowledge Areas is definitely going to help you.
53. 53
The Guide to the Project Management Body of Knowledge (PMBOK®Guide) founded 10
Project Management Knowledge Areas as the base to the Project Management Process and
the root to our tree.
As one has to understand the roots and its functions to understand the working of a tree,
you will have to understand these 10 Knowledge Areas to understand Project Management.
Therefore, the 10 Project Management Knowledge Areas are as follows:
1. Project Integration Management.
2. Project Scope Management.
3. Project Schedule Management.
4. Project Cost Management.
5. Project Quality Management
6. Project Resource Management.
7. Project Communications Management.
8. Project Risk Management.
9. Project Procurement Management.
10. Project Stakeholder Management.
56. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
56
1. Project Integration Management. Includes the
processes and activities to identify, define, combine,
unify, and coordinate the various processes and
project management activities within the Project
Management Process Groups.
2. Project Scope Management. Includes the processes
required to ensure the project includes all the work
required, and only the work required, to complete
the project successfully.
3. Project Schedule Management. Includes the
processes required to manage the timely
completion of the project.
4. Project Cost Management. Includes the processes
involved in planning, estimating, budgeting,
financing, funding, managing, and controlling costs
so the project can be completed within the
approved budget.
57. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
57
5. Project Quality Management.
Includes the processes for incorporating the
organization’s quality policy regarding planning,
managing, and controlling project and product quality
requirements, in order to meet stakeholders’
expectations.
6. Project Resource Management.
Includes the processes to identify, acquire, and
manage the resources needed for the successful
completion of the project.
7. Project Communications Management.
Includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution,
storage, retrieval, management, control, monitoring,
and ultimate disposition of project information.
58. PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
58
8. Project Risk Management.
Includes the processes of conducting risk management
planning, identification, analysis, response planning,
response implementation, and monitoring risk on a
project.
9. Project Procurement Management.
Includes the processes necessary to purchase or acquire
products, services, or results needed from outside the
project team.
10. Project Stakeholder Management.
Includes the processes required to identify the people,
groups, organizations that could impact or be impacted
by the project, to analyze stakeholder expectations and
their impact on the project, and to develop appropriate
management strategies for effectively engaging
stakeholders in project decisions and execution.
60. 60
Project Integration Management
Project Integration Management withholds the project and combines it as a unified project.
This knowledge area is used in all the five phases - initiation, Planning, Execution, Monitoring
and Controlling, and Closing.
This Knowledge Area holds together the processes and tasks and converts them into one single project
with defined deliverables.
Project Initiation Management has seven processes
included in it:
1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Manage Project Knowledge
5. Monitor and Control Project Work
6. Perform Integrated Change Control
7. Close Project or Phase
61. 61
Project Scope Management
There is a thin difference between what the stakeholders want and what they need. Initially many
projects are started on the knowledge of what is wanted by the stakeholders.
After a while, changes are to be made to target the deliverables to the wants of the stakeholders
instead of the needs, which creates extra work and tasks, which is obviously frustrating and tiring.
Therefore, Project Scope Management relates to the work that is included in doing the project and
involves the Project Scope.
Therefore this process is about making sure that everyone is concerned with the deliverables of the
project and is satisfied with the process so that there is no need for making any changes in future.
Project Scope Management includes six processes:
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS(Work Breakdown Structure)
5. Validate Scope
6. Control Scope
62. 62
Project Time Management:
While making a project plan, tasks will be assigned with deadlines and budget would be estimated to
complete them.
Now a project depends on its timeline to be completed and the time management of the manager and
various members doing the tasks.
Now, it is possible that some members would overestimate the time to complete the task to have some
room and not feel hurried. Others might underestimate the time. And some unexpected problem
would always come to consume your time. Because of these variables, Time Management is necessary.
Thus, this Knowledge area is essential for the successful and timely delivery of the project.
Time Management includes six processes:
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Duration
5. Develop Schedule
6. Control Schedule
63. 63
Project Cost Management
In simple words, it is the process of preparing a budget and tracking if the
whole project is going as per the Project Baseline Budget or not. If not, then
taking up necessary steps to move it back on the track.
It includes activities such as Planning, Budgeting, estimating, funding,
financing, managing and monitoring.
Project Cost Management includes four
processes:
1. Plan Cost Management
2. Estimate Costs
3. Determine Budget
4. Control Costs
64. 64
Project Quality Management: (Quality is the criteria for the value of your project)
You are getting paid to deliver what was needed. You have promised to deliver a quality project
and if you deliver anything less than that, then it is a failure to you and to the stakeholders
too.
Quality is the only thing which differs you from the competition, thus maintaining it is the
main thing, or else if you are delivering less than the proposed thing, how can one trust you?
Therefore, Project Quality Management ensures that the project is progressing according to the
standards.
Project Quality Management includes
three processes:
1. Plan Quality Management
2. Manage Quality
3. Control Quality
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Project Resource Management
Management stands for managing something right? But what?
The Manager has to manage and consider which resources would be used to complete the project.
i.e. People, Equipment, facilities, Funding's. All these have to be managed and organized to execute
the work involved.
In Project resource Management, the focus is on using the required resources to attain the planned
outcome.
Project Resource Management includes six processes:
1. Plan Resource Management
2. Estimate Activity Resources
3. Acquire Resources
4. Develop Team
5. Manage Team
6. Control resources
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Project Communication Management
Project Communication Management is mostly about communication since 80% of Project
Management is communication.
In fact, highly effective communicators are more likely to deliver projects on time and within
budget.
Communication is essential between the Project Manager, team members and the stakeholders,
as the absence of it can have negative effects on the project.
Project Communication Management includes
three processes:
1. Project Communication Management
2. Manage Communications
3. Monitor Communications
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Project Risk Management:
All the Projects are like Pakistani roads. i.e. Speed breakers and Potholes are
must, likewise, the risk is inevitable in the project.
In Project Risk Management, Project Manager should first lookout for possible
risks and should work towards avoiding or solving them, and once the project is
started, they should solve any risk that pops up.
Project Risk Management Process includes seven
processes:
1. Plan Risk Management
2. Identify Risks
3. Perform Qualitative Risk Analysis
4. Perform Quantitative Risk Analysis
5. Plan Risk Responses
6. Implement Risk Responses
7. Monitor Risks
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Project Procurement Management
Let’s be rational here, we are not capable of doing all the things on our own. Thus,
Project Procurement management refers to purchasing or acquiring products,
services or results from outside.
This Knowledge Area is not applicable to all the projects. We know what we can
do from the planning stage only and what we have to get done from outside. Thus,
from planning to acquiring to delivering the final product, Project Procurement
Management is used.
Project Procurement Management includes three
processes:
1. Plan Procurement Management
2. Conduct Procurements
3. Control Procurements
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Project Stakeholder Management
Project Stakeholder Management refers to involving the stakeholders in the project management,
from the initial stage and finalizing the products quality, steps, and the deliverables.
If a Project Manager fails to involve the stakeholders in the initial stage, they will make you
change the tasks later on to meet their wants, which will just hamper the project’s scope and
value.
Project Stakeholder Management includes four
processes:
1. Identifying Stakeholders
2. Plan Stakeholder Management
3. Manage Stakeholder Management
4. Monitor Stakeholder Engagement
Iterative: we go on building a product in small chunks in a cyclic manner
Incremental: we build on previous increment of product
Iteration: the repetition of a process or utterance.
Increment: an increase or addition, especially one of a series on a fixed scale.
In an incremental way we built it in small chunks. There are 3 iterations and out of those 3 you take up to paint just a phase (face of Mona Lisa painting). So tis is my first increment tat I have produced out of this iteration. The 2 iteration will be build on that 1st increment. Likewise in 3rd iteration I will build on my previous iteration. And this ow I complete the picture
Now what happens in iterative. Upfront you have decided that you will be building a picture in 3 iterations and one by one you just go on enhancing each and every iteration
Attributes: a quality or feature regarded as a characteristic or inherent part of someone or something.
Decision gates can take several different forms. The number of formal decision gates will depend on the length and complexity of the project and the environment in which the project is operating.
And just to be absolutely clear, a system can be defined as: "A collection of parts that interact with each other to function as a whole." (James P. Lewis; Mastering Project Management, p. 90) or "a set of interacting or interdependent components forming an integrated whole"