SlideShare a Scribd company logo
1 of 23
Download to read offline
Project Management Process
Dr. Huy Nguyen
Project Management Process
• Two categories of project process:
– Product-oriented process;
 Should be considered in project but not explained in detail in PMBOK.
– Project management process.
2
Project and Development Life Cycle
• 5 categories of development life cycle:
– Predictive: 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.
– Iterative: 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.
– Incremental: 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.
– Adaptive: 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.
– Hybrid: 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.
3
Process Interaction
• Project management
processes are represented
as discrete elements with
well-defined interface.
• In practice, they overlap
and interact.
I
E
C
P
M&C
4
Process Phase
• 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 which is
measurable and unique, such as:
– Name, number, duration, resource requirements, entrance and exit
criteria…
• The phase names should indicate the type of work done in that phase, such as:
– Concept development,
– Feasibility study,
– Customer requirements,
– Solution development,
– Design, prototype, build, test, transition,
– Commissioning,
– Milestone review, and
– Lessons learned.
5
Process Gate
• A phase gate is held at the end of a phase. The project’s performance and
progress are compared to project and business documents including but not
limited to:
– Project business case,
– Project charter,
– Project management plan, and
– Benefits management plan.
• A decision (e.g., go/no-go decision) is made as a result of this comparison to:
– Continue to the next phase,
– Continue to the next phase with modification,
– End the project,
– Remain in the phase, or
– Repeat the phase or elements of it.
6
Project Management Process
• 3 categories of project management processes:
– Processes used once or at predefined points in the project: The
processes Develop Project Charter and Close Project or Phase are
examples.
– Processes that are performed periodically as needed: The process
Acquire Resources is performed as resources are needed. The process
Conduct Procurements is performed prior to needing the procured item.
– Processes that are performed continuously throughout the project:
The process Define Activities may occur throughout the project life cycle,
especially if the project uses rolling wave planning or an adaptive
development approach. Many of the monitoring and control processes are
ongoing from the start of the project, until it is closed out.
7
Project Management Process Groups
• 5 project management process groups:
– Initiating: Define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.
– Planning: Establish the scope of the project, refine the objectives, and
define the course of action required to attain the objectives that the project
was undertaken to achieve.
– Executing: Complete the work defined in the project management plan to
satisfy the project requirements.
– Monitoring and Controlling: 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.
– Closing: Formally complete or close the project, phase, or contract.
8
Process Groups & Knowledge Areas Mapping
9
Knowledge
Areas
Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
Integration
Develop Project
Charter
Develop Project Management Plan
Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Schedule
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Control Schedule
Cost
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Management Manage Quality Control Quality
Resource
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Team
Manage Team
Control Resources
Communications Plan Communications Management Manage Communications Monitor Communications
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Implement Risk Responses Monitor Risks
Procurement Plan Procurement Management Conduct Procurements Control Procurements
Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Process Groups & Knowledge Areas Mapping
10
Structure of Project Management Activities in
Different Knowledge Areas
• Activities according to Project Processes;
• Each activity include:
– Inputs;
– Tools and Techniques;
– Outputs.
• Tools and Techniques are not specified in detail enough to follow as a
schedule or a series of steps:
 Need to be defined by practitioners.
11
Initiating Process Group
12
Planning Process Group
13
Executing Process Group
14
Monitoring & Controlling Process Group
15
Closing Process Group
16
Project Management Data and Information
• Project data are regularly collected and analyzed throughout the project life
cycle. Key project data and information include:
– Work performance data: The raw observations and measurements identified
during activities performed to carry out the project work. Examples include
reported percent of work physically completed, quality and technical performance
measures, start and finish dates of schedule activities, number of change
requests, number of defects, actual costs, actual durations, etc.
– Work performance information: The performance data collected from various
controlling processes, analyzed in context and integrated based on relationships
across areas. Examples of performance information are status of deliverables,
implementation status for change requests, and forecast estimates to complete.
– Work performance reports: The physical or electronic representation of work
performance information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness. Examples include
status reports, memos, justifications, information notes, electronic dashboards,
recommendations, and updates.
17
Project Management Data and Information
18
Project Management Business Documents
• Project business case: A documented economic feasibility study used to establish
the validity of the benefits of a selected component lacking sufficient definition and that
is used as a basis for the authorization of further project management activities.
• Project benefits management plan: The documented explanation defining the
processes for creating, maximizing, and sustaining the benefits provided by a project.
19
Project Management Business Documents
• Project business case may include:
– Business needs:
• Determination of what is prompting the need for action;
• Situational statement documenting the business problem or opportunity to be addressed including the value to
be delivered to the organization;
• Identification of stakeholders affected; and identification of the scope.
– Analysis of the situation:
• Identification of organizational strategies, goals, and objectives;
• Identification of root cause(s) of the problem or main contributors of an opportunity;
• Gap analysis of capabilities needed for the project versus existing capabilities of the organization;
• Identification of known risks, critical success factors;
• Identification of decision criteria by which the various courses of action may be assessed;
• Identification of a set of options to be considered for addressing the business problem or opportunity.
– Recommendation:
• A statement of the recommended option to pursue in the project;
• Items to include in the statement;
• An implementation approach.
– Evaluation:
• Statement describing the plan for measuring benefits the project will deliver. 20
Project Benefits Management Plan
• Project benefits management plan may include:
– Target benefits;
– Strategic alignment;
– Timeframe for realizing benefits;
– Benefits owner;
– Metrics;
– Assumptions;
– Risks.
21
Project Success Measures
• Project success may include additional criteria linked to the organizational
strategy and to the delivery of business results that may include but are not
limited to:
– Completing the project benefits management plan;
– Meeting the agreed-upon financial measures documented in the business case;
– Meeting business case nonfinancial objectives;
– Completing movement of an organization from its current state to the desired
future state;
– Fulfilling contract terms and conditions;
– Meeting organizational strategy, goals, and objectives;
– Achieving stakeholder satisfaction;
– Acceptable customer/end-user adoption;
– Integration of deliverables into the organization’s operating environment;
– Achieving agreed-upon quality of delivery;
– Meeting governance criteria; and
– Achieving other agreed-upon success measures or criteria.
22
Thank You
Next topic:
Project Planning
23

More Related Content

Similar to Topic 4 - Project Management Process.pdf

Project Management and Control Techniques
Project Management and Control TechniquesProject Management and Control Techniques
Project Management and Control Techniquesssuser8e973a
 
Topic 7 - Project Scope Management.pdf
Topic 7 - Project Scope Management.pdfTopic 7 - Project Scope Management.pdf
Topic 7 - Project Scope Management.pdfHuyNguyen657394
 
Project Life Cycle.pptx
Project Life Cycle.pptxProject Life Cycle.pptx
Project Life Cycle.pptxGagan331641
 
Project planning.pptx
Project planning.pptxProject planning.pptx
Project planning.pptxHarsimratDeo1
 
Project planning.pptx
Project planning.pptxProject planning.pptx
Project planning.pptxHarsimratDeo1
 
04. Project Management
04. Project Management04. Project Management
04. Project ManagementBhuWan Khadka
 
Project Management Cycle and MS Project 2013 By Subodh Kumar PMP
Project Management Cycle and  MS Project 2013  By Subodh Kumar PMPProject Management Cycle and  MS Project 2013  By Subodh Kumar PMP
Project Management Cycle and MS Project 2013 By Subodh Kumar PMPSubodh Kumar
 
3 scope Management
3 scope Management 3 scope Management
3 scope Management Qussay Karam
 
Project scope management and planning
Project scope management and planningProject scope management and planning
Project scope management and planningAbubeker mukemil
 
Project / Program / Portfolio Management and Processes Groups
Project / Program / Portfolio Management and Processes GroupsProject / Program / Portfolio Management and Processes Groups
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
 
Project management essentials 3 day training program
Project management essentials   3 day training programProject management essentials   3 day training program
Project management essentials 3 day training programParamjit Arora
 
07. Project Integration Management
07. Project Integration Management07. Project Integration Management
07. Project Integration ManagementBhuWan Khadka
 
5. project activity and risk planning
5. project activity and risk planning5. project activity and risk planning
5. project activity and risk planningJeanette C. Patindol
 
Topic 6 - Project Integration Management.pdf
Topic 6 - Project Integration Management.pdfTopic 6 - Project Integration Management.pdf
Topic 6 - Project Integration Management.pdfHuyNguyen657394
 
Chapter 5- Project mgt.pptx
Chapter 5- Project  mgt.pptxChapter 5- Project  mgt.pptx
Chapter 5- Project mgt.pptxteshome eshetu
 

Similar to Topic 4 - Project Management Process.pdf (20)

Project Management and Control Techniques
Project Management and Control TechniquesProject Management and Control Techniques
Project Management and Control Techniques
 
Topic 7 - Project Scope Management.pdf
Topic 7 - Project Scope Management.pdfTopic 7 - Project Scope Management.pdf
Topic 7 - Project Scope Management.pdf
 
Lecture 2.pptx
Lecture 2.pptxLecture 2.pptx
Lecture 2.pptx
 
Project Life Cycle.pptx
Project Life Cycle.pptxProject Life Cycle.pptx
Project Life Cycle.pptx
 
Project planning.pptx
Project planning.pptxProject planning.pptx
Project planning.pptx
 
Project planning.pptx
Project planning.pptxProject planning.pptx
Project planning.pptx
 
04. Project Management
04. Project Management04. Project Management
04. Project Management
 
Project Management Cycle and MS Project 2013 By Subodh Kumar PMP
Project Management Cycle and  MS Project 2013  By Subodh Kumar PMPProject Management Cycle and  MS Project 2013  By Subodh Kumar PMP
Project Management Cycle and MS Project 2013 By Subodh Kumar PMP
 
3 scope Management
3 scope Management 3 scope Management
3 scope Management
 
PROJECT MANAGEMENT
PROJECT MANAGEMENTPROJECT MANAGEMENT
PROJECT MANAGEMENT
 
Project scope management and planning
Project scope management and planningProject scope management and planning
Project scope management and planning
 
Session 22 4th edition PMP
Session 22 4th edition PMPSession 22 4th edition PMP
Session 22 4th edition PMP
 
Project / Program / Portfolio Management and Processes Groups
Project / Program / Portfolio Management and Processes GroupsProject / Program / Portfolio Management and Processes Groups
Project / Program / Portfolio Management and Processes Groups
 
Project management essentials 3 day training program
Project management essentials   3 day training programProject management essentials   3 day training program
Project management essentials 3 day training program
 
07. Project Integration Management
07. Project Integration Management07. Project Integration Management
07. Project Integration Management
 
PMP Prep Handout_Integration
PMP Prep Handout_IntegrationPMP Prep Handout_Integration
PMP Prep Handout_Integration
 
5. project activity and risk planning
5. project activity and risk planning5. project activity and risk planning
5. project activity and risk planning
 
1. project integration management
1. project integration management1. project integration management
1. project integration management
 
Topic 6 - Project Integration Management.pdf
Topic 6 - Project Integration Management.pdfTopic 6 - Project Integration Management.pdf
Topic 6 - Project Integration Management.pdf
 
Chapter 5- Project mgt.pptx
Chapter 5- Project  mgt.pptxChapter 5- Project  mgt.pptx
Chapter 5- Project mgt.pptx
 

More from HuyNguyen657394

Topic 15 - Leadership in Project Management.pdf
Topic 15 - Leadership in Project Management.pdfTopic 15 - Leadership in Project Management.pdf
Topic 15 - Leadership in Project Management.pdfHuyNguyen657394
 
Topic 14 - Project Team Management.pdf
Topic 14 - Project Team Management.pdfTopic 14 - Project Team Management.pdf
Topic 14 - Project Team Management.pdfHuyNguyen657394
 
Tips - IT Project Management.pdf
Tips - IT Project Management.pdfTips - IT Project Management.pdf
Tips - IT Project Management.pdfHuyNguyen657394
 
Topic 13 - Project Resource Management.pdf
Topic 13 - Project Resource Management.pdfTopic 13 - Project Resource Management.pdf
Topic 13 - Project Resource Management.pdfHuyNguyen657394
 
Topic 12 - Project Cost Management.pdf
Topic 12 - Project Cost Management.pdfTopic 12 - Project Cost Management.pdf
Topic 12 - Project Cost Management.pdfHuyNguyen657394
 
Topic 11 - Project Schedule Management.pdf
Topic 11 - Project Schedule Management.pdfTopic 11 - Project Schedule Management.pdf
Topic 11 - Project Schedule Management.pdfHuyNguyen657394
 
Topic 10 - Project Performance Management.pdf
Topic 10 - Project Performance Management.pdfTopic 10 - Project Performance Management.pdf
Topic 10 - Project Performance Management.pdfHuyNguyen657394
 
Topic 9 - Project Stakeholder Management.pdf
Topic 9 - Project Stakeholder Management.pdfTopic 9 - Project Stakeholder Management.pdf
Topic 9 - Project Stakeholder Management.pdfHuyNguyen657394
 
Topic 8 - Project Quality Management.pdf
Topic 8 - Project Quality Management.pdfTopic 8 - Project Quality Management.pdf
Topic 8 - Project Quality Management.pdfHuyNguyen657394
 
Topic 5 - Project Planning.pdf
Topic 5 - Project Planning.pdfTopic 5 - Project Planning.pdf
Topic 5 - Project Planning.pdfHuyNguyen657394
 
Topic 3 - Project Selection & Portfolio Management.pdf
Topic 3 - Project Selection & Portfolio Management.pdfTopic 3 - Project Selection & Portfolio Management.pdf
Topic 3 - Project Selection & Portfolio Management.pdfHuyNguyen657394
 
Topic 2 - Project Life Cycle and Project Management Organization.pdf
Topic 2 - Project Life Cycle and Project Management Organization.pdfTopic 2 - Project Life Cycle and Project Management Organization.pdf
Topic 2 - Project Life Cycle and Project Management Organization.pdfHuyNguyen657394
 
Topic 1 - Introduction of Project Management.pdf
Topic 1 - Introduction of Project Management.pdfTopic 1 - Introduction of Project Management.pdf
Topic 1 - Introduction of Project Management.pdfHuyNguyen657394
 
Topic 0 - General Information.pdf
Topic 0 - General Information.pdfTopic 0 - General Information.pdf
Topic 0 - General Information.pdfHuyNguyen657394
 
Topic 0 - General Information New.pdf
Topic 0 - General Information New.pdfTopic 0 - General Information New.pdf
Topic 0 - General Information New.pdfHuyNguyen657394
 
Nhan thuc ve chuyen doi so.pdf
Nhan thuc ve chuyen doi so.pdfNhan thuc ve chuyen doi so.pdf
Nhan thuc ve chuyen doi so.pdfHuyNguyen657394
 

More from HuyNguyen657394 (16)

Topic 15 - Leadership in Project Management.pdf
Topic 15 - Leadership in Project Management.pdfTopic 15 - Leadership in Project Management.pdf
Topic 15 - Leadership in Project Management.pdf
 
Topic 14 - Project Team Management.pdf
Topic 14 - Project Team Management.pdfTopic 14 - Project Team Management.pdf
Topic 14 - Project Team Management.pdf
 
Tips - IT Project Management.pdf
Tips - IT Project Management.pdfTips - IT Project Management.pdf
Tips - IT Project Management.pdf
 
Topic 13 - Project Resource Management.pdf
Topic 13 - Project Resource Management.pdfTopic 13 - Project Resource Management.pdf
Topic 13 - Project Resource Management.pdf
 
Topic 12 - Project Cost Management.pdf
Topic 12 - Project Cost Management.pdfTopic 12 - Project Cost Management.pdf
Topic 12 - Project Cost Management.pdf
 
Topic 11 - Project Schedule Management.pdf
Topic 11 - Project Schedule Management.pdfTopic 11 - Project Schedule Management.pdf
Topic 11 - Project Schedule Management.pdf
 
Topic 10 - Project Performance Management.pdf
Topic 10 - Project Performance Management.pdfTopic 10 - Project Performance Management.pdf
Topic 10 - Project Performance Management.pdf
 
Topic 9 - Project Stakeholder Management.pdf
Topic 9 - Project Stakeholder Management.pdfTopic 9 - Project Stakeholder Management.pdf
Topic 9 - Project Stakeholder Management.pdf
 
Topic 8 - Project Quality Management.pdf
Topic 8 - Project Quality Management.pdfTopic 8 - Project Quality Management.pdf
Topic 8 - Project Quality Management.pdf
 
Topic 5 - Project Planning.pdf
Topic 5 - Project Planning.pdfTopic 5 - Project Planning.pdf
Topic 5 - Project Planning.pdf
 
Topic 3 - Project Selection & Portfolio Management.pdf
Topic 3 - Project Selection & Portfolio Management.pdfTopic 3 - Project Selection & Portfolio Management.pdf
Topic 3 - Project Selection & Portfolio Management.pdf
 
Topic 2 - Project Life Cycle and Project Management Organization.pdf
Topic 2 - Project Life Cycle and Project Management Organization.pdfTopic 2 - Project Life Cycle and Project Management Organization.pdf
Topic 2 - Project Life Cycle and Project Management Organization.pdf
 
Topic 1 - Introduction of Project Management.pdf
Topic 1 - Introduction of Project Management.pdfTopic 1 - Introduction of Project Management.pdf
Topic 1 - Introduction of Project Management.pdf
 
Topic 0 - General Information.pdf
Topic 0 - General Information.pdfTopic 0 - General Information.pdf
Topic 0 - General Information.pdf
 
Topic 0 - General Information New.pdf
Topic 0 - General Information New.pdfTopic 0 - General Information New.pdf
Topic 0 - General Information New.pdf
 
Nhan thuc ve chuyen doi so.pdf
Nhan thuc ve chuyen doi so.pdfNhan thuc ve chuyen doi so.pdf
Nhan thuc ve chuyen doi so.pdf
 

Recently uploaded

Computer Graphics Introduction To Curves
Computer Graphics Introduction To CurvesComputer Graphics Introduction To Curves
Computer Graphics Introduction To CurvesChandrakantDivate1
 
Path loss model, OKUMURA Model, Hata Model
Path loss model, OKUMURA Model, Hata ModelPath loss model, OKUMURA Model, Hata Model
Path loss model, OKUMURA Model, Hata ModelDrAjayKumarYadav4
 
Digital Communication Essentials: DPCM, DM, and ADM .pptx
Digital Communication Essentials: DPCM, DM, and ADM .pptxDigital Communication Essentials: DPCM, DM, and ADM .pptx
Digital Communication Essentials: DPCM, DM, and ADM .pptxpritamlangde
 
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...HenryBriggs2
 
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptx
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptxS1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptx
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptxSCMS School of Architecture
 
Compressing and Sparsifying LLM in GenAI Applications
Compressing and Sparsifying LLM in GenAI ApplicationsCompressing and Sparsifying LLM in GenAI Applications
Compressing and Sparsifying LLM in GenAI ApplicationsMFatihSIRA
 
School management system project Report.pdf
School management system project Report.pdfSchool management system project Report.pdf
School management system project Report.pdfKamal Acharya
 
Computer Networks Basics of Network Devices
Computer Networks  Basics of Network DevicesComputer Networks  Basics of Network Devices
Computer Networks Basics of Network DevicesChandrakantDivate1
 
Design For Accessibility: Getting it right from the start
Design For Accessibility: Getting it right from the startDesign For Accessibility: Getting it right from the start
Design For Accessibility: Getting it right from the startQuintin Balsdon
 
Post office management system project ..pdf
Post office management system project ..pdfPost office management system project ..pdf
Post office management system project ..pdfKamal Acharya
 
Standard vs Custom Battery Packs - Decoding the Power Play
Standard vs Custom Battery Packs - Decoding the Power PlayStandard vs Custom Battery Packs - Decoding the Power Play
Standard vs Custom Battery Packs - Decoding the Power PlayEpec Engineered Technologies
 
COST-EFFETIVE and Energy Efficient BUILDINGS ptx
COST-EFFETIVE  and Energy Efficient BUILDINGS ptxCOST-EFFETIVE  and Energy Efficient BUILDINGS ptx
COST-EFFETIVE and Energy Efficient BUILDINGS ptxJIT KUMAR GUPTA
 
Passive Air Cooling System and Solar Water Heater.ppt
Passive Air Cooling System and Solar Water Heater.pptPassive Air Cooling System and Solar Water Heater.ppt
Passive Air Cooling System and Solar Water Heater.pptamrabdallah9
 
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptx
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptxHOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptx
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptxSCMS School of Architecture
 
Augmented Reality (AR) with Augin Software.pptx
Augmented Reality (AR) with Augin Software.pptxAugmented Reality (AR) with Augin Software.pptx
Augmented Reality (AR) with Augin Software.pptxMustafa Ahmed
 
PE 459 LECTURE 2- natural gas basic concepts and properties
PE 459 LECTURE 2- natural gas basic concepts and propertiesPE 459 LECTURE 2- natural gas basic concepts and properties
PE 459 LECTURE 2- natural gas basic concepts and propertiessarkmank1
 
Introduction to Geographic Information Systems
Introduction to Geographic Information SystemsIntroduction to Geographic Information Systems
Introduction to Geographic Information SystemsAnge Felix NSANZIYERA
 
Fundamentals of Internet of Things (IoT) Part-2
Fundamentals of Internet of Things (IoT) Part-2Fundamentals of Internet of Things (IoT) Part-2
Fundamentals of Internet of Things (IoT) Part-2ChandrakantDivate1
 
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...dannyijwest
 

Recently uploaded (20)

Computer Graphics Introduction To Curves
Computer Graphics Introduction To CurvesComputer Graphics Introduction To Curves
Computer Graphics Introduction To Curves
 
Path loss model, OKUMURA Model, Hata Model
Path loss model, OKUMURA Model, Hata ModelPath loss model, OKUMURA Model, Hata Model
Path loss model, OKUMURA Model, Hata Model
 
Digital Communication Essentials: DPCM, DM, and ADM .pptx
Digital Communication Essentials: DPCM, DM, and ADM .pptxDigital Communication Essentials: DPCM, DM, and ADM .pptx
Digital Communication Essentials: DPCM, DM, and ADM .pptx
 
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...
scipt v1.pptxcxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx...
 
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptx
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptxS1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptx
S1S2 B.Arch MGU - HOA1&2 Module 3 -Temple Architecture of Kerala.pptx
 
Compressing and Sparsifying LLM in GenAI Applications
Compressing and Sparsifying LLM in GenAI ApplicationsCompressing and Sparsifying LLM in GenAI Applications
Compressing and Sparsifying LLM in GenAI Applications
 
School management system project Report.pdf
School management system project Report.pdfSchool management system project Report.pdf
School management system project Report.pdf
 
Computer Networks Basics of Network Devices
Computer Networks  Basics of Network DevicesComputer Networks  Basics of Network Devices
Computer Networks Basics of Network Devices
 
Design For Accessibility: Getting it right from the start
Design For Accessibility: Getting it right from the startDesign For Accessibility: Getting it right from the start
Design For Accessibility: Getting it right from the start
 
Post office management system project ..pdf
Post office management system project ..pdfPost office management system project ..pdf
Post office management system project ..pdf
 
Standard vs Custom Battery Packs - Decoding the Power Play
Standard vs Custom Battery Packs - Decoding the Power PlayStandard vs Custom Battery Packs - Decoding the Power Play
Standard vs Custom Battery Packs - Decoding the Power Play
 
COST-EFFETIVE and Energy Efficient BUILDINGS ptx
COST-EFFETIVE  and Energy Efficient BUILDINGS ptxCOST-EFFETIVE  and Energy Efficient BUILDINGS ptx
COST-EFFETIVE and Energy Efficient BUILDINGS ptx
 
Passive Air Cooling System and Solar Water Heater.ppt
Passive Air Cooling System and Solar Water Heater.pptPassive Air Cooling System and Solar Water Heater.ppt
Passive Air Cooling System and Solar Water Heater.ppt
 
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptx
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptxHOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptx
HOA1&2 - Module 3 - PREHISTORCI ARCHITECTURE OF KERALA.pptx
 
Augmented Reality (AR) with Augin Software.pptx
Augmented Reality (AR) with Augin Software.pptxAugmented Reality (AR) with Augin Software.pptx
Augmented Reality (AR) with Augin Software.pptx
 
PE 459 LECTURE 2- natural gas basic concepts and properties
PE 459 LECTURE 2- natural gas basic concepts and propertiesPE 459 LECTURE 2- natural gas basic concepts and properties
PE 459 LECTURE 2- natural gas basic concepts and properties
 
Introduction to Geographic Information Systems
Introduction to Geographic Information SystemsIntroduction to Geographic Information Systems
Introduction to Geographic Information Systems
 
Fundamentals of Internet of Things (IoT) Part-2
Fundamentals of Internet of Things (IoT) Part-2Fundamentals of Internet of Things (IoT) Part-2
Fundamentals of Internet of Things (IoT) Part-2
 
Signal Processing and Linear System Analysis
Signal Processing and Linear System AnalysisSignal Processing and Linear System Analysis
Signal Processing and Linear System Analysis
 
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...
Cybercrimes in the Darknet and Their Detections: A Comprehensive Analysis and...
 

Topic 4 - Project Management Process.pdf

  • 2. Project Management Process • Two categories of project process: – Product-oriented process;  Should be considered in project but not explained in detail in PMBOK. – Project management process. 2
  • 3. Project and Development Life Cycle • 5 categories of development life cycle: – Predictive: 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. – Iterative: 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. – Incremental: 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. – Adaptive: 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. – Hybrid: 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. 3
  • 4. Process Interaction • Project management processes are represented as discrete elements with well-defined interface. • In practice, they overlap and interact. I E C P M&C 4
  • 5. Process Phase • 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 which is measurable and unique, such as: – Name, number, duration, resource requirements, entrance and exit criteria… • The phase names should indicate the type of work done in that phase, such as: – Concept development, – Feasibility study, – Customer requirements, – Solution development, – Design, prototype, build, test, transition, – Commissioning, – Milestone review, and – Lessons learned. 5
  • 6. Process Gate • A phase gate is held at the end of a phase. The project’s performance and progress are compared to project and business documents including but not limited to: – Project business case, – Project charter, – Project management plan, and – Benefits management plan. • A decision (e.g., go/no-go decision) is made as a result of this comparison to: – Continue to the next phase, – Continue to the next phase with modification, – End the project, – Remain in the phase, or – Repeat the phase or elements of it. 6
  • 7. Project Management Process • 3 categories of project management processes: – Processes used once or at predefined points in the project: The processes Develop Project Charter and Close Project or Phase are examples. – Processes that are performed periodically as needed: The process Acquire Resources is performed as resources are needed. The process Conduct Procurements is performed prior to needing the procured item. – Processes that are performed continuously throughout the project: The process Define Activities may occur throughout the project life cycle, especially if the project uses rolling wave planning or an adaptive development approach. Many of the monitoring and control processes are ongoing from the start of the project, until it is closed out. 7
  • 8. Project Management Process Groups • 5 project management process groups: – Initiating: Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. – Planning: Establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. – Executing: Complete the work defined in the project management plan to satisfy the project requirements. – Monitoring and Controlling: 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. – Closing: Formally complete or close the project, phase, or contract. 8
  • 9. Process Groups & Knowledge Areas Mapping 9 Knowledge Areas Process Groups Initiating Planning Executing Monitoring & Controlling Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Scope Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Schedule Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule Cost Plan Cost Management Estimate Costs Determine Budget Control Costs Quality Plan Quality Management Manage Quality Control Quality Resource Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources Communications Plan Communications Management Manage Communications Monitor Communications Risk Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Procurement Plan Procurement Management Conduct Procurements Control Procurements Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
  • 10. Process Groups & Knowledge Areas Mapping 10
  • 11. Structure of Project Management Activities in Different Knowledge Areas • Activities according to Project Processes; • Each activity include: – Inputs; – Tools and Techniques; – Outputs. • Tools and Techniques are not specified in detail enough to follow as a schedule or a series of steps:  Need to be defined by practitioners. 11
  • 15. Monitoring & Controlling Process Group 15
  • 17. Project Management Data and Information • Project data are regularly collected and analyzed throughout the project life cycle. Key project data and information include: – Work performance data: The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc. – Work performance information: The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete. – Work performance reports: The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates. 17
  • 18. Project Management Data and Information 18
  • 19. Project Management Business Documents • Project business case: A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. • Project benefits management plan: The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project. 19
  • 20. Project Management Business Documents • Project business case may include: – Business needs: • Determination of what is prompting the need for action; • Situational statement documenting the business problem or opportunity to be addressed including the value to be delivered to the organization; • Identification of stakeholders affected; and identification of the scope. – Analysis of the situation: • Identification of organizational strategies, goals, and objectives; • Identification of root cause(s) of the problem or main contributors of an opportunity; • Gap analysis of capabilities needed for the project versus existing capabilities of the organization; • Identification of known risks, critical success factors; • Identification of decision criteria by which the various courses of action may be assessed; • Identification of a set of options to be considered for addressing the business problem or opportunity. – Recommendation: • A statement of the recommended option to pursue in the project; • Items to include in the statement; • An implementation approach. – Evaluation: • Statement describing the plan for measuring benefits the project will deliver. 20
  • 21. Project Benefits Management Plan • Project benefits management plan may include: – Target benefits; – Strategic alignment; – Timeframe for realizing benefits; – Benefits owner; – Metrics; – Assumptions; – Risks. 21
  • 22. Project Success Measures • Project success may include additional criteria linked to the organizational strategy and to the delivery of business results that may include but are not limited to: – Completing the project benefits management plan; – Meeting the agreed-upon financial measures documented in the business case; – Meeting business case nonfinancial objectives; – Completing movement of an organization from its current state to the desired future state; – Fulfilling contract terms and conditions; – Meeting organizational strategy, goals, and objectives; – Achieving stakeholder satisfaction; – Acceptable customer/end-user adoption; – Integration of deliverables into the organization’s operating environment; – Achieving agreed-upon quality of delivery; – Meeting governance criteria; and – Achieving other agreed-upon success measures or criteria. 22