Planning Core Processes

8/9/2019 Planning Core Processes

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Planning Core Processes

Core Process Purpose Precedes

Scope Planning To create a document that will guide projectdecisions.

Scope definition

Scope definition To breakdown the Project deliverables intoManageable elements. The sum of the smallerelements equate to theProject scope.

Activity definitionesource planning!ost estimatingisk managementplanning

Activity definition To define the required activities" and only therequired activities" to complete the project scope.

Activity sequencingActivity duration estimating

esource planning To ascertain the required resources to achieve thedefined activities to complete the project work.esources include people" equipment" andmaterials.

Activity duration estimating!ost estimating

Activity sequencing To determine the best sequence of planned

activities within the project work.

Schedule development

Activity durationestimating

To determine the estimated required work units tosuccessfully complete the defined activities.

!ost estimatingSchedule development

!ost estimating To determine an estimated amount of monies tocomplete the project work using the definedfacilities" services" and goods.

!ost budgeting

isk management To determine the risks within the project and how Schedule development


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planning to react to the identified risks. !ost budgeting

Schedule

development

To determine the project schedule based on the

sequence of activities" the required resources" andthe required monies. The schedule developmentprocess reveals an estimated reflection of when allof the required work can be completed with thegiven resources.

Project plan development

!ost budgeting To determine the estimated cost of the activities tocomplete the project work.

Project plan development

Project plandevelopment

!reating a coherent compilation of the otherplanning processes to guide the project e#ecution.

$#ecuting processes

Facilitating Processes Support the Core Processes

Facilitating Process Purpose Precedes

%uality planning To determine the quality assurance standardsused by the organi&ation. The quality assurancestandards that arerelevant to the project must be planned into theproject.

!ommunicationsplanning

To determine who needs what" when they need it"and in what modality 'paper" electronic" and so on(it may be needed.

)rgani&ationalplanning

To determine the project roles and responsibility.This also determines the reporting structure

Staff acquisition


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between the projectmanager" the project team" and management.

Staff acquisition To acquire the needed people to complete thedetermined project work.

isk identification To identify the risks" rewards" and penaltiesassociated with the project.

%ualitative risk analysis

%ualitative riskanalysis

To prioriti&e the impact of the risks on the project'typically in a high" medium" and low ranking(.

%uantitative risk analysis

%uantitative riskanalysis

To measure and consider the probability andassociated impact of the risks on the project.

isk response

planning

To avoid" eliminate" reduce" or create a planned

reaction to the identified risks within the project.Procurementplanning

To determine what goods and services must beprocured and when the goods and services willneed to be procured in the project life cycle.

Solicitation planning

Solicitation planning To determine the possible vendors to provide thegoods and services for the project.

The Core Process of Executing


Project plane#ecution

To complete the project according to plan. Theproject plan may also be adjusted based on theoutcome of the facilitating processes.

*acilitating processes


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Facilitating Processes Support Project Plan Execution


Solicitation To accept quotes" bids" proposals" and offers tocomplete the solicited work as defined throughsolicitation planning.

Source selection

Source selection To determine which source 'vendor( will fulfill theprocured good or service.

!ontract administration

!ontractadministration

To manage a fair and balanced relationshipbetween the buyer and the seller.

%uality assurance To meet the organi&ation+s quality standards. %A isan ongoing process thatmeasures the quality of the work results againstthe demands of the quality standards of theperforming organi&ation.

Team development To develop the competencies of theproject team as a whole and the individualmembers on the project team.

,nformationdistribution

To follow the details of the communicationsmanagement plan-specifically to disperse the required information tothe correct partiesaccording to their identified needs and modalities.

Core Processes Interact with Each Other and the Facilitating Processes


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Core Process Purpose Works with

Performancereporting

To determine variances" project performance" andforecasting of project outcome.

,ntegrated change control*acilitating processes

,ntegrated changecontrol

To manage change across all facets of the project. Performance reporting*acilitating processes

Facilitating Processes Support the Core Processes

Facilitating Process Purpose Precedes

Scope verification To verify that phase and project deliverables are

in alignment with customer e#pectations. Scopeverification formali&es the acceptance.

Scope change control

Scope change control To protect the project scope from change.

Schedule control To prevent unnecessary changes to the schedule"to control the flow of activities" and to forecastcompletion.

!ost control To prevent unnecessary changes to the projectbudget.

%uality control To conform to the required organi&ational qualitystandards and to remove or improve faulty" belowquality" performance.

isk monitoring andcontrol

To monitor and maintain risks" responses to risk"introduction of new and secondary risks. ,naddition" allows for control of currently identifiedrisks and the planned responses to the identified


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risks.

Closing Processes Close Out Procurement and dministrati!e "uties


!ontract closeout To complete and finali&e any procurement issuessuch as payment" inspection of procuredservices and goods" and any open project items.

Administrative closure

Administrative closure To gather" evaluate" and disseminate therequired information on the project or phase" itsperformance" quality" and completeness.

Administrative closure also includes completingthe lessons learned document and filing forfuture reference.

The Project #anagement Processes #ap the Project #anagement $nowledge reas%

Initiating Planning Executing Controlling Closing

Projectintegration

management

eveloping theproject plan.

Project plane#ecution

,ntegratedchange

!ontrolProject scopemanagement

Projectinitiation

!reating anddefining theproject scope.

Scopeverificationand changecontrol

Project time efining Schedule


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management activities" theirsequence andtheir estimatedduration.eveloping theprojectschedule.

control

Project costmanagement

eterminingthe requiredresources" theirestimated costs"

and completingcost budgeting.

$nforcing costcontrol.

Project qualityManagement

Planning forquality.

Adhering tothe performingorgani&ation+squalityassurancerequirements.

$nforcingquality controlon the project.

Project human

resourcemanagement

!ompleting

organi&ationalplanning andstaff acquisition.

$nsuring team

development.

Projectcommunicationsmanagement

!reating thecommunicationsmanagement

istributing therequiredinformation to

eporting onprojectperformance.

!ompletingadministrativeclosure.


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plan. the appropriateparties.

Project riskmanagement

!ompleting riskmanagementplanning" riskidentification"qualitative andquantitative riskanalysis" andrisk responses.

Monitoring andcontrolling risk.

Project

procurementmanagement

!ompleting the

procurementand solicitationplanning.

Soliciting

vendors toparticipate onthe project.!ompletingsourceselection basedon definedcriterion" andthen

followingthrough withcontractadministration.

!ompleting the

contractcloseout.

Planning Core Processes

Documents

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